Project management is the process of planning and directing the required activities relative to a specific goal or end result. The word “project” is probably the most negatively invoked association with management, but it may not be all too accurate. In fact, many of his attributes may be the exact opposite of many practitioners who suggest that “management” is too misleading, “project” is too generic, and the use of the word “team” may give the impression that a manager is going to run the team. Project management requires adherence to project management standards (for all projects) and the use of the right tools and techniques to accomplish performance. As on a PRINCE2 Foundation training Certification uk.
The most important defining characteristic of management is that project management involves making major life decisions. This provides a clear, pertinent definition of management. Yet, when a project, initiative, or program has been initiated and management has been formally involved, the first move to be made is usually to determine the need for change or implement a new process and bring about needed knowledge and understanding. This may also initiate the management language that was created by defining management as the formulation of an organization’s major goals.
For example, when pricing a product or deliverable to a buyer, that is, to make a project, the initial goal (for most organizations%) may be to maximize the price to the point that that price can be achieved without any input from the buyer. However, when the manager or senior professional reviews this project and determines that the customer must be dealt with in terms of business continuity and an increased return on investment as a result of increased sales, then the manager considers this project as a management responsibility.
While project management (and major life decisions) are steadily being integrated into definition of the management function, project selection, project/program budgeting, and budgeting have been discussed and practiced in management literature each of which provide in-depth definitions of the functions that this function performs, described, described, or described as a matter of “the duties” of a project manager, this is still a relatively early, and not urgent, discussion in the process.
In September 1997, I attended a conference (organized by the Society for Project Management) in Columbus Ohio. The presentations were impressive, with fervor and energy, but they were not terribly different than many of the more well-being improvement conferences I have attended. As I spoke about the nature of project management, meeting panels were busy polishing off a history of all the people associated with a company’s project effort… and were asking, “How does this fit their new definition of project management?”
To have to change the nature of project is generally a bad idea. As I was talking about project development and its benefits, the thought occurred to me that a project is not a temporary, assignment. Rather, it is the result of a mission or business goal that has been effectively developed, used, and communicatedin advance.
To be effective in project management, the project (or program) manager must have a plan in place. The project plan, specific details about the project including milestones, deliverables, timelines, and resources are all promised in the project plan… see, then trust me, it is not a “regate” division of a large organization, it is a separate entity. One that is independent of individuals.
While I am not saying that project plans need to be written in the same way as existing plans, I am saying “yes” that if there is at least an acceptance of some of my philosophies, establishing both a plan or management philosophy will insure that changes to projects will be considered in future plans.
The idea that a project manager can do things differently and do more has been around for a long time and I am sure many others have synthesized similar thoughts. Ask yourself a few simple questions.
o What type of things have I done in the past that I wish I could do, but am not doing now?
o What have I been thinking about doing that I have been putting off?
o What are the things that informational sources have told me that I need to do, but have been putting off?
o What have I known or been told that could potentially benefit from my efforts?
o What have I accomplished that shows that I am doing a great job.
If the first 5 questions are important to you, then I will answer the last 2, so tell me below what those are. If they are not, well, the obvious is the generates some factors still having to work on, right?