Here's how you can achieve project goals and objectives as a project manager.

Instead of focusing on goals, which can at times result in defining objectives that are too tactical in nature, teams should focus on outcomes. Think about and articulate clearly, “This is what we need to achieve coming out of this meeting in order to meet the session objectives.” Ensure all outcomes are tied clearly to the next actions on your plan and will unblock or enable forward motion on future deliverables.

Nous pensons qu'avant la définition des objectifs clairs, il faut au préalable faire une analyse des besoins. Elle est définie comme un processus d'identification, de collecte et d'évaluation des besoins par des staffs sous votre responsabilité m etc... Après cette étape, nous pouvons maintenant passer à la définition des objectifs et les résultats attendus qui sont des d'incateurs concrets, décrivant les changements spécifiques que le projet devrait produire.

1. Write a clear project definition. 2. Decompose the project into its components (tasks) in workflow order. 3. Assign each task start and due dates 4. Assign a person(S) to each component. Issue a completed document of tasks, assignments and dates. 5. Hold regular project meetings (usually weekly) where personnel report the status of their task(s) & identify blocks to successful completion. Negotiate timely resolution of the blocks. Issue project meeting minutes. 6. Issue an updated project plan with completions or issues noted. Conduct an audit for quality assurance and completion. Issue punch lists as needed. 7. Schedule and make a final inspection, note issues to complete for acceptance. 8. Final acceptance meeting and inspection.

Stakeholder Identification and classification is a critical process for initiating any delivery effort (Roeder, 2013). The outcome of stakeholder determination processes affects the quality of other delivery processes. The stakeholder identification process takes place so naturally in some organizations it is often overlooked. Conscious stakeholder identification and classification may not be required once they become core competencies. For those organizations that lack core stakeholder identification competencies, a conscious effort is required. This is true for adaptive and traditional project delivery methods. Roeder, T. (2013). Managing project stakeholders: building a foundation to achieve project goals. John Wiley & Sons.

Une planification stratégique est capitale en gestion . Elle passe par la planification détaillée des activités, des ressources nécessaires et des indicateurs de performances.

I have found it helpful to remain connected with sponsors and stakeholders to ensure alignment with them and then convey consistently with the project team. Objectives should not shift seismically unless they were ill defined initially or the entire landscape has shifted (think COVID). Regardless, remain connected and communicate with the project team

Monitoring and reporting progress regularly and reliably is critical to maintaining momentum and support for the project. If the project is planned well, with resources and time properly reserved, this is straightforward, and the project manager is a facilitator of success. But the more common situation is the project is under planned and under resourced. In these cases, detecting the problem and instituting corrective action early is essential to minimizing objective drift. I have found it helpful to enter this phase with some agreement among stakeholders on what the corrective action can and should be if drift occurs. Sometimes, this includes the uncomfortable decision of killing the project, and starting anew.

I think it is helpful to reflect on success and lessons learnt at each project stage and not just at the end. This enables reflection and improvement and is some cases adapting to changes using change management methodology earlier rather than later, thus often saving time and resources

One crucial step in planning that I've seen missed that undermines the success of an otherwise solid project is a failure to identify budget - OpEx and CapEx. A good project manager will comb through the project plan for any item that will require financing or support personnel and make sure that is accounted for. Assume nothing, and make certain your project sponsors aren't either. Who has committed budget? Is personnel time needed well understood by line managers, and is the commitment explicit? One of my favorite Systems Engineering Heuristics is "All the big mistakes get made on the first day". Missing this step at project inception may take a while to show up, but when it does the oversight can cripple the project.