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1. Fully scope the project before you start.
Before you begin a trip, you need to know your destination. State the project's objective. Identify the stakeholders (the people who will benefit from this project) and the elements deemed essential for success. Set a target date and a realistic budget.
2. Assemble a project team and assign tasks according to strengths.
Most projects are team efforts, so get the best people you can for the job at hand. Then assign duties in accordance with each team member's particular strengths and areas of expertise. Also be aware of the weaknesses in your team -- we all have them -- and be prepared to compensate for them.
3. Prepare a reverse timeline.
You need a timeline that identifies when each critical step in the project needs to be completed. Often, the best way to do this is to start at the end and work backwards since it keeps the project's completion at a fixed point.
4. Perform as many functions as you can simultaneously.
In any project, some steps need to be done in sequence (one action needs to be completed before you can start the next). But many other jobs may be able to be done at the same time. Make best use of the limited time you have available by scheduling as many activities as you can in tandem.
5. Keep a close eye on the budget.
Time and money are always in limited supply, so keep a close eye on how your team spends each. When overruns occur -- and they usually will -- look for ways to reassign resources so that the project as a whole remains within assigned limits.
6. Have regular update meetings and share information.
Gather the team together on a regular basis to report on progress, identify problems and brainstorm solutions. Always encourage team members to ask questions and offer suggestions. Keep the lines of communication running freely.
7. Focus on what matters most.
In any project, there are "must haves" and "nice to haves." When time and resources start to dwindle, you need to put added focus on the "must haves," which are the project elements that define what the project is truly about. Be ready to put non-essentials on the back-burner or throw them out altogether.
In most projects, objectives and details will shift with time and circumstances. Always be ready to roll with the punches. In the end, if the stakeholders are happy with your results, then whether or not you stuck to your original project plan will be inconsequential.
Well answer add by all <<<<<<<<<<<<<<<<<
Step1: Tackle the basics: Define the problem
What is the problem you need to solve? You must be able to clearly state the problem and determine that it is actually necessitates project before project management activities can get off the ground. If you can’t clearly answer this question, your project is doomed from the beginning.
Often we are asked to manage a project when the activity is really a program or task. A program is larger in scope than a project and does not have a definite end. A task, usually completed by an individual, is used to support projects, does not need to be integrated with other tasks, and often exists as part of ongoing operations. A project has a beginning, end, and defined resources, and creates a unique product, service, or result.
Once you can identify the problem and confirm that what is being requested is truly a project, build the project infrastructure by putting the following in writing:
expected changes and outcomes—the end goal
criteria for how the project success will be defined
anticipated constraints—funding, resources, and time
After these three items are detailed, circle back to your problem statement and justify that this project is worth undertaking.
Step2: Create the project plan
The project plan is the core of your project and needs to involve all of the stakeholders and have their buy-in. The project plan is a living document that provides direction and must be examined and changed over the project’s lifespan.
It’s time to examine the small things that are often overlooked and can cause serious problems later on. The project plan contains the detailed planning documents and should include:
performance measures—where are you starting, where do you want to go, what milestones need to be achieved along the way, and what are your quality standards?
process changes that need to take place—who and what will these changes affect?
risks—how they will be addressed if they arise?
resources—how are resources obtained and maintained; in the case of human resources, how will they be rewarded?
education and communication needs—everyone involved in the project needs to know what is expected of them and how communication takes place
a project time line delineated with milestones (a downfall of many unsuccessful projects is that the timeline becomes the project plan; the time lineis only a component of a project plan)
champions within the organization—who can provide guidance and support when needed?
Developing a solid project plan takes time. Don’t be tempted to hurry through the planning and move on to the project execution. Also, don’t develop the plan and put it on the shelf; use it to track your progress, success, and oversights throughout the life of the project. A clearly thought-out project plan will prove to be extremely beneficial as you progress through Steps3 through5.
Step3: Launch the project
Your job as project manager is to initiate the project plan and identify modifications as needed. As the project is launched, make certain the following activities take place:
Confirm the individuals or groups who will perform the work in the project plan; make certain everyone knows each other and understands their role and is aware of the communication process.
Implement project tracking systems. Many projects tracking systems are available; choose one that meets your projects needs and is easy for you and others to use.
Assure the quality of the work that is being done; utilize the quality standard measures outlined in the project plan.
Announce the project to the appropriate organizations; inform organizations and individuals about beginning and end dates and how they will be affected, and keep them updated on the progress.
Manage the project team; provide training, monitor resources, and resolve issues.
Step4: Monitor progress
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A large portion of your time is spent observing, talking, and listening so you can evaluate, document, and report the project’s progress and limitations. Use the predefined performance measurements (defined in Step2) to evaluate performance and objectively communicate how the project is progressing. As you prepare the documents and reports, consider the following:
Invest sufficient time designing, executing, and communicating your documents and reports. You don’t want to find yourself reacting to requests for information; this becomes a major time drain and can cause a negative impact on the project.
Make certain your documents and reports are clear and factual—check and double-check the information.
Identify problems as they occur, and make certain the key stakeholders know about issues. If a problem arises, determine alternatives and their possible effects and present the problem and the suggested alternatives to your stakeholders.
Add any new information you’ve learned to your project plan and periodically reevaluate if needed.
Step5: Deliver results and close the project
You did it; you reached your goal. The problem defined in Step1 is solved and you are ready to close the project. During this step your responsibilities are to:
evaluate the project successes and failures—this is critical for sustainability
deliver the results to the stakeholders or support organization—prepare a project closure report with input from the entire team
document how to improve on future efforts—examine the lessons learned, both positive and negative
celebrate successes with fellow team members
At the close of a project, the project manager’s role is to leverage the knowledge and understanding gained by this experience to serve as a template for future projects and to educate others. Capture, disseminate, and apply this information to help understand the positives and avoid negative occurrences in the future. A well-concluded project leaves team members motivated towards getting involved in future project and sufficient documentation from which others can learn
Well said by Mr. Usman and Vinod.
Briefly you need to:
1. Define your goal/task in the project
2. Create your plan with best resources
3. Monitor, Follow up and share updates with other managers
4. Evaluate and improve.
There are so many detailed answers from other experts. I thank them all
