Project Management Templates

PM Milestone 7000 Project Management Templates

The PM Milestone has helped thousands of Project Managers around the world in managing a variety of projects across various industries. These professional tools will give you the daily resources to deliver projects from conception to closeout, ensuring the same rigour that goes into the selection of your project ensures the successful delivery of it. The documents have been created to look professional and will most certainly save you time and money as well as a lot of frustration and heart ache. Now you no longer need to mess around re-creating project documents with Word, Excel, PowerPoint, Visio, just use PMMilestone to build all your Reports, Spreadsheets, Plan, Proposal, Registers, Logs and moreeffortlessly! Continue reading...

PM Milestone Project Management Templates Overview


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Contents: 7000 Project Management Templates
Author: Hassan Eliwa, Yosif Limited
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PM Milestone Templates Review

Highly Recommended

All of the information that the author discovered has been compiled into a downloadable pdf so that purchasers of PM Milestone Project Management can begin putting the methods it teaches to use as soon as possible.

As a whole, this book contains everything you need to know about this subject. I would recommend it as a guide for beginners as well as experts and everyone in between.

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Painless Project Management with Fog Bugz

Painless Project Management with FogBugz Copyright 2005 by Mike Gunderloy Jonathan Hassell, Chris Mills, Dominic Shakeshaft, Jim Sumser Project Manager Beth Christmas Copy Edit Manager Nicole LeClerc Copy Editor Ami Knox Production Manager Kari Brooks-Copony Production Editor Katie Stence Compositor Susan Glinert Proofreader Ellie Fountain Indexer Michael Brinkman Artist Kinetic Publishing Services, LLC Cover Designer Kurt Krames Manufacturing Manager Tom Debolski

Project Management Processes

These are the four processes of project management, as well as the key elements within each process Identify the project's milestones, deliverables, and tasks Develop and refine the project schedule Identify skills, equipment, and materials needed Closing the project Identify lessons learned Create a project template

Project Management Capability

When I think of project management, I see two major components The ART of project management, and the PROCESS of project management. The latter component, the process, involves considerable data, measurements, analysis, and communication. For this, most people will rely on one or more computer-based tools. Most of the processes involved in managing projects cannot be handled efficiently without the aid of project management software. So we must assume that the process of organizing for project management will include the selection of project management tools. The process for selecting and applying project management software has changed over the past four decades. Like almost everything else in this technological society, the changes during the past few years have been more rapid and extensive than ever before. We are seeing changes in who uses such software, in how the software is designed, and in the environment in which it is used. While these changes are influencing how we go...

Tools and Techniques of Direct and Manage Project Execution

The tools and techniques of the Direct and Manage Project Execution process are expert judgment and project management information system. You've looked at both of these before. Remember that in the Executing processes, you'll be actively using both of these tools, consulting with stakeholders, professionals, and others and employing the project management methodology you've developed in the Planning process and using the project management information system to update and track progress.

Required level of knowledge of project management

Regarding the type of finance for projects, the focus has shifted from Corporate Finance, which depends on the credibility of a project's implementers (Sponsors), to Project Finance, which depends solely on the cash flow of a project. This tendency has already had an impact on the field of Project Management, as the required knowledge of Project Management has changed in accordance with the type of finance. This paper discusses how finance for projects impacted the knowledge of Project Management in Japan in terms of finance for overseas projects, and describes the required knowledge of Project Management in these cases.

Implementing Project Management Software Packages

While selecting appropriate software packages is important, it is more critical to successfully implement these packages. This section discusses the differences between project management software, process management software, and time accounting software, and then examines various methods for implementing these packages. It also discusses the benefits and drawbacks of each approach, and outlines a process for successful implementation. Although there are various software tools on the market today to help project managers manage their projects, having these tools does not a project manager make. Project managers must still perform the nine basic competencies of project management set forth by the Project Management Institute, an international project management professional association. Still, having these packages certainly can make performing these functions less arduous.

Developing the Project Management Plan

The project management plan is not one plan, but a collection of subsidiary plans that dictate how the project will operate within that knowledge area. It also defines how the project will operate within planning, executing, monitoring and controlling, and closing phases. In order to create the project management plan, you'll need Project management processes

What Is Project Management

The generally accepted definition is presented by the Project Management Institute in its Project Management Body of Knowledge (PMBOK) as the application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder expectations from a project.

Formal It Project Management

A project, by definition, has a specific beginning date and a specific end date. Thus, operations and maintenance of an IT system is not a project, although there might be maintenance projects undertaken in the fulfillment of that objective. Establishing user access and monitoring network security is also not a project, although introduction of a new security capability would be a project. It is important to realize that formal IT project management does not mean mounds and mounds of more paper, nor does it mean lots of additional project staff. What it means is recognizing there are some formal project management roles to be fulfilled and formal project management disciplines to be applied within an IT project.

Importance of project management

In reviewing and monitoring the feasibility of the projects concerned, it is natural that the success of Project Management is a matter of keen interest for stakeholders, including financial institutions such as the JBIC. In accordance with changes in finance types indicative of the diversification of overseas projects in Japanese economic development, i.e., from export finance to economic cooperation finance, the role of Project Management should also be updated. In addition, the required knowledge of Project Management should be expanded from the basic concepts of Quality, Cost and Delivery (QCD) to include evaluation of financial results and project investment, as well as designing project schemes for maintaining financial independence, creating project value, and risk management.

Project Management Methodology For Six Sigma Strategy

The definition, adoption, and deployment of a standard project management methodology is a well-known fundamental responsibility of any Project Office. Beyond the dictionary meaning of methodology, it extends to the sequence of the project work as a processes framework, and includes the description of the practices and the definition of standard tools and templates. All of these are aligned with the company's strategy, maturity characteristics, and business environment, and generally adopted as a standard rule for the individual conduction of any project. It is well accepted that the adoption of a project management methodology makes the project results more predictable and repeatable, and results in the more efficient use of the company's resources. Considering the DMAIC model and its phase activities as Six Sigma project guidance, it should be effective to complement its framework with knowledge from the project management environment, in order to consolidate a Six Sigma project...

Examining the Project Management Context Pmbok Section

Projects typically fall under some other umbrella within an organization project portfolio management, project offices, or programs. The project management context describes all the different environments where a project may reside. Your real-live organization may have one, all, or even none of these descriptions don't sweat it. For your exam, however, you'll need to be familiar with these different organizational situations and how each one affects the project and the project manager. Unfortunately, or fortunately depending on how you look at it, project managers aren't usually directly involved in project portfolio management. This activity is generally reserved for senior management, as they decide which project best propels an organization's mission, purpose, and strategy. Project managers inherit upper management's vision and then manage the projects they've been assigned. Working with Project Management Offices A project management office, often just called a PMO, oversees all...

Project Management Practices Communications Management

Communication is a vital element of successful project management. Effective project communication ensures that the appropriate information is generated, collected, and distributed in a timely manner to the appropriate project stakeholders. Different stakeholders need different kinds of project information from the team members carrying out the project tasks, to customers sponsoring the project, to executives making strategic decisions regarding the project and the organization. Your stakeholders don't just receive project information they also generate it. When all your stakeholders share project information, people are linked and ideas are generated all of which contributes to the ultimate success of the project. The first stage of effective project communications management is communications planning. This stage should take place in the initiating and planning processes for the project, in conjunction with scope and activity development. As you develop and build your project plan,...

Creating the Project Management Plan

As the project completes project planning activities, the outputs will be assimilated into a collection of subsidiary project plans. The collection of these subsidiary project plans will address all of the previous points and help the project manager and the project team know where the project is going and how they will get there. Let's take a moment and look at each of the project management subsidiary plans the project management plan will include Schedule management plan This defines how the project schedule will be created and managed. The schedule management plan and its creation are covered in Chapter 6. Cost management plan This plan details how the project costs will be planned for, estimated, budgeted, and then monitored and controlled. Cost management is described in Chapter 7.

Needs Enterprise Project Management

Early project management tools were designed for individual projects. Today, we rarely find projects that stand or get managed alone. Multiple projects are the norm in today's firms and the sharing of resources across multiple projects adds new requirements to our project management tool set. Furthermore, the vast amount of project information that is developed in the course of planning and executing the work need not be isolated from the other vital data of the enterprise. So for support of EPM, we should look for

Knowing the Project Management Methodology

Before the project management team can dive in and create the project charter, they also need to understand how their organization approaches project management in general. When I teach my project management seminars, I find that some companies have a formal, highly structured, rigid project management approach. Other companies are, well, loosey-goosey. Their approach can vary from project manager to project manager, and they don't mind. Whatever methodology an organization has adapted, the project management team must understand how this affects the level of detail they'll need to provide in their project charter. The great thing about this point, in light of your exam, is that every company in the world can take a different project management methodology, so it's tough to ask questions about what's proper or not.

Growing Demand for Effective Project Managers

With the value that project management offers any organization, it is easy to understand why more and more industries are adopting project management as the way to do business. As a result, if you check nearly any recent hiring survey or hot careers forecast, you will find project management near the top of this list. With the business trends of global competition and increased worker productivity continuing for the foreseeable future, the demand for successful project managers will only increase. Even in industries and organizations that are experiencing staff reductions, the individuals who have the knowledge, the people skills, and the management competence to solve problems and get projects done will be the individuals most valued and retained by the parent organization. In addition, many organizations have either compliance or competitive drivers requiring them to make process improvements to meet process standards set forth by acts of Congress (Sarbanes-Oxley act), government...

Areas Of Challenge The Hidden Sources Of Competitive Advantage In Project Management

Because projects are conducted in complex, dynamic environments and involve a strong knowledge-based component, they cannot continue to be assessed as sources of competitive advantage if they are only evaluated on the basis of concrete, codified practices. In order to assess project management's potential as a strategic resource, we should also examine the intangible dimensions of the discipline, such as knowledge-based assets, tacit knowledge, and social capital practices. This section provides a brief introduction to the concept of intangible assets in project management. Deploying knowledge assets contributes to a firm's competitive advantage. Knowledge is about creating, acquiring, capturing, sharing, and using knowledge. The common thread between knowledge, data, and information is that they all involve a personal dimension. A useful way of looking at knowledge is with the iceberg analogy. The tip of the iceberg represents the explicit or visible body of knowledge, such as the...

Traditional Project Management

We think you will find our treatment of traditional project management (TPM) a refreshing change from the usual fare you have been subjected to. In keeping with the format of the second edition, there will be plenty of opportunity to practice the tools and techniques that we have used successfully for many years and are now sharing with you. In all of the chapters throughout the book, we close with a Discussion Questions section. These questions are thought-provoking and should give those reading this book food for thought and the faculty teaching from this book ample opportunity to engage the class in lively discussion. The questions will often set up a situation and ask for a recommended action. There are no right answers. The short, practical exercises thought-provoking discussion questions and comprehensive simulated problems reinforce your practice of newly acquired knowledge. You'll also find a rich source of practice-oriented materials, such as the use of Post-It notes and...

Project Management Process

The approvals for moving from one phase to another, or to pass through a stage gate should be part of the organization's project management system, which is set up and maintained by management. Suggestions for approvals in the project management process are as follows (Table 1.7) Project Management

Understanding Project Management Processes

It might seem daunting when you realize that, as a project manager, you're responsible for such a tremendous balancing act. However, this responsibility can be broken down into four manageable processes Most of the chapters in this book are structured with these four processes in mind. For each process, you use Microsoft Project in specific ways. There are also standard project management practices related to planning, executing, controlling, and closing the project. Throughout this book, the Microsoft Project procedures and project management practices are described in the context of the relevant project process.

Keys to Successful Project Management

Being well-versed in project management processes and using a powerful tool such as Microsoft Project puts you well ahead in the project management game. For an even greater snapshot of the plan and begin project execution. This snapshot, which is called the baseline, is the means for determining whether you're on track and how far you might have strayed if you need to recover the schedule later. Make necessary adjustments. As project variables change during project execution, you can see whether an unplanned change affects key milestones, your resources' schedules, your budget, or your project finish date. For example, suppose that 5-day task took 10 days to complete, and it changes the project finish date and also causes the project to exceed its budget. If this happens, you can take steps well ahead of time to make the necessary adjustments and avert the impending crisis. Use the power of Microsoft Project to recalculate the project plan when actual project details vary from the...

Project Management Knowledge

Project management is a growing field. Part of your responsibility as a PMP is to stay abreast of project management practices, theories, and techniques. You can do this in many ways, one of which includes joining a local PMI chapter. There are hundreds of local chapters throughout the United States and in other countries as well. You can check the PMI website ( to find a chapter near you. Chapter meetings give you the opportunity to meet other project managers, find out what techniques they're using, and seek advice regarding your project. Usually guest speakers appear at each chapter meeting and share their experiences and tips. Their stories are always interesting, and they give you the opportunity to learn from someone else's experiences and avoid making wrong turns on your next project. You might have a few stories of your own worth sharing with your local chapter. Volunteer to be a speaker at an upcoming meeting, and let others learn from your experiences. One of the...

Improving Project Management Processes Through Six Sigma Business Strategy

It has been common to read about project failures and problems. In 1994, the Standish Group reported survey results indicating that 46 percent of IT projects were over budget and overdue, while 28 percent failed altogether. In 1999, a Robbins-Gioia Inc. survey of project managers found that 44 percent of them have had cost overruns of 10 to 40 percent, and only 16 percent consistently met schedule due dates. In 1999, the Standish Group updated its report results and showed improvements in project failure rates, although the percentage was still considered very high and profit-consuming. No matter how projects fail, it always means losses in terms of a company's financials and customer loyalty. For this reason, failures in project management should be treated as strategic challenges. implemented, without a deep understanding of the company- and environment-specific characteristics. What companies really need is to understand their own project management maturity represented by their...

Project Management Body of Knowledge PMBOK

Project management made a great leap forward in the 1950s and 1960s with the advent of the CPM and the Program Evaluation and Review Technique (PERT). PERT was developed in 1958 as a joint effort between the United States Navy and the Booz, Allen, Hamilton consulting firm for the Polaris submarine project. These methods were enabled by the advent of computers and were successful in managing the Apollo project to put people on the moon (surely one of mankind's finest hours), as well as many large defense projects. less innovation in the underlying basis and system. People continue to work with project-management assumptions conceived forty years ago. Figure 2.2 illustrates the related knowledge areas identified in the PMBOK Guide. This text focuses on and proposes changes to the project-management knowledge elements to impact the necessary conditions for project success. These are project integration management, project scope management, project time management, and project-risk...

Exporting to other project management software

You can use the .MPD file format to export Project 2003 information to older versions of Project. Some other project management software packages also support .MPD files, so if you need to export Project information to another project management software package, you can save it as an .MPD file. Note The Microsoft Project database (.MPD) file format has replaced the .MPX file format. You can use the .MPD file format with any program that supports either the .MPD file format or Microsoft Access database formats.

Organizational Project Management

Organizational project management is the application of knowledge, skills, tools, and techniques to organizational and project activities to achieve the aims of an organization through projects. The term organization does not necessarily refer to an entire company, agency, association, or society. It can refer to business units, functional groups, departments, or sub-agencies within the whole. In the context of OPM3, the term applies to any groups intending to make use of the material in this Standard. This use will involve assessing their organizational project management maturity, and determining whether their maturity is deemed satisfactory at that point in time. If an organization decides to improve its maturity, OPM3 will assist with the pursuit of improvements. As important as it is for an organization to accomplish individual projects successfully, additional strategic value is generally realized by treating most endeavors as projects managing them individually and collectively...

Organizational and Planning Skills

Organizational and planning skills are closely related and probably the most important skills, after communication skills, a project manager can possess. Organization takes on many forms. As project manager, you'll have project documentation, requirements information, memos, project reports, personnel records, vendor quotes, contracts, and much Time management skills are closely related to organizational skills. It's difficult to stay organized without an understanding of how you're managing your time. I recommend you attend a time management class if you've never been to one. They have some great tips and techniques to help you prioritize problems and interruptions, prioritize your day, and manage your time. I discuss planning extensively throughout the course of this book. There isn't any aspect of project management that doesn't first involve planning. Planning skills go hand in hand with organizational skills. Combining these two with excellent communication skills is almost a...

Project Management Experience

Large-scale project management experience is one of the most important characteristics of a successful outsourcer. If the outsourcer does not have a solid track record of achievement, all of the other components in this list are suspect. For example, the methodology of the outsourcer represents the codification of this knowledge. If the outsourcer has limited experience, how strong can the methodology be While experience in managing ongoing outsourcing projects is crucial, experience in managing the implementation and transition into a new project is especially important when using outsourcing to move up the CMM.

Current Project Management Systems

Almost all the current products for project management are microcomputer-based GUI programs aimed at both technical project managers and analysts. Examples are Microsoft Project and SuperProject for Windows (by Computer Associates International Inc.). These products are designed to support the process management for single projects consisting of approximately 200 to 500 tasks. Although in their infancy as single-project, single-user, record-keeping systems, these programs are already starting to offer some fundamental functions These microcomputer-based project management systems, however, lacked sufficient functionality, including

The Project Management Office Initiative

In our combined 60+ years of experience, we see the current explosion of PMOs as a very significant event, considering project management history of the past 35 years. CIOs, executives, and project and program managers are all looking for better results and a way out of their current problems. Finally, many more organizations are recognizing the need for a more centralized approach. Briefly, a PMO is a centralized organization dedicated to improving the practice and results of project management. Some PMO initiatives are minimal, involving part-time staff to help out on projects as needed. Other initiatives involve huge infrastructure, with rigid centralized planning, control and methodology. menting a PMO and difficulty in maintaining it once it is implemented. Further, many PMOs are not driving breakthroughs (15 + improvement) in project management results. If they are driving any improvement, it is 1 or 2 on paper. Many PMOs are not even measuring their effect in a way that is...

The Project Management Processes

Table B-1 shows the 44 project management processes. The intersection of the knowledge area and each stage (initiating, planning, executing, controlling, and closing) describes the activity that happens at that point in the project. For example, follow the project scope management row and the controlling column to find Scope verification and change control. The number next to each process represents the number of processes you'll find in that process group. Create the project management plan Project execution Project Cost Management Risk response planning Table B-1 The 44 Project Management Processes

The Effectiveness of the Knowledge Base of the Project Management Information

A project is defined as time-limited individual activities which have a specific mission at the beginning, not limited to only IT. Thus, it has been doubted whether the information of past projects saved as knowledge could be utilized from a point of individuality. In the case of the IT project with short delivery date, the delay found out after a half month can become the fatal problem. Projects which are driven by the hour need close plans and information sharing, but the project management also often depends on personal skills. It is also important to share the progress and delay information and its prediction. Since there are many variables defined in the requirement definition phase of IT projects, it is difficult to conduct the requirement definition concurrently. This is a major difference between the IT industry and the engineering industry, which assembles special hardware to build production lines. To solve the problem and share the information in real time, we need to keep...

Creating the Project Cost Management Plan

Every project has a budget, and part of completing a project successfully is completing it within the approved budget. Sometimes project managers are not responsible for the budget portion of the project. This function is assigned instead to a functional manager who is responsible for tracking and reporting all the project costs. I believe project mangers will have more and more responsibility in this area as the project management discipline evolves. Keep in mind that if you, as the project manager, don't have responsibility for the project budget, your performance evaluation for the project should not include budget or cost measurements. Before diving into the Estimate Costs and Determine Budget process particulars, you should know that these processes are governed by a cost management plan that is created when you perform the Develop Project Management Plan process (we talked about that in Chapter 3, Developing the Project Scope Statement). You should know a couple of facts about...

Skills Every Good Project Manager Needs

Many times, organizations will knight their technical experts as project managers. The skill and expertise that made them stars in their technical fields are mistakenly thought to translate into project management skills. This is not necessarily so. Project managers are generalists with many skills in their repertoires. They are also problem solvers who wear many hats. Project managers might indeed possess technical skills, but technical skills are not a prerequisite for sound project management skills. Your project team should include a few technical experts, and these are the people on whom the project manager will rely for technical details. Understanding and applying good project management techniques, along with a solid understanding of general management skills, are career builders for all aspiring project managers. Project managers have been likened to small-business owners. They need to know a little bit about every aspect of management. General management skills include every...

The Opportunity To Test New Project Management Approaches And Techniques

Given that under the PMO, the project manager can concentrate on the management of the project at hand and avoid distractions in other areas, there should be an opportunity to think beyond the traditional IT project boundaries. Some time can be devoted to the consideration of some different approaches to the management of IT projects. A number of sound methods exist that can be successfully used to improve the delivery of IT projects. One of the added value aspects of the PMO should be, as the project moves forward, to consider trying some of those different approaches to manage various aspects of the project. In many organizations, the imposition of new or different IT management approaches mid-project is going to represent too much risk. That stance is understandable, particularly in an organization where initiating the PMO concept originally presented some level of difficulty. The project manager must determine whether or not proposing something new during the life of the project...

Estimating Project Costs

All of the cost inputs are needed so that the project cost estimator, likely the project management team, can create a reliable cost estimate. The estimates you'll want to know for the CAPM and PMP exam, and for your career, are reflective of the accuracy of the information the estimate is based upon. The more accurate the information, the better the cost estimate will be. Basically, all cost estimates move through progressive elaboration As more details become available, the more accurate the cost estimate is likely to be. Let's examine the most common approaches to determining how much a project is likely to cost.

Engineers Projects and Project Management

A project has a specific set of objectives and a definite schedule, budget, and set of performance requirements. It has a finite life span and is usually a team effort led by a recognized project manager. Project management is planning, organizing, leading, and controlling organizational resources to successfully complete a project.

Project Management Software Tools

A number of software tools are available to make project planning and tracking much easier. In fact, it would be almost unthinkable to plan and manage even a small project without the aid of such a tool. In this section, you will see some examples of how these software tools incorporate and integrate the project management tools and concepts described in the previous section. The overview is intended to show you what these tools do, rather than tell you how to use them.

Project Schedule and Budget

0 If you have project management software available to you, this is a good time to input your tasks and schedule into the program to allow the software to assist you in creating a schedule and identifying the critical path. 0 Be sure to include the cost of training, compliance, and any other auxiliary project costs.

Implementing Project Management Methodologies

This section explains how to implement a project management methodology. It covers how to establish project work breakdown structures (WBSs), as well as estimating, tracking, change control, quality control, and communication standards. It then explains how to conduct IS departmental and client training regarding both the methodology and the standards.

Project Management Plan and Project Document Updates

As we've discussed throughout the book, the management plans created that document how the schedule, budget, quality, procurement, and human resources will be defined, managed, and controlled on the project become subsidiary plans to the project management plan. Any and all of these management plans may require updates after you perform the risk processes. In addition, the WBS, the schedule baseline, and cost performance baseline may require updates as well.

Software Support for Cost Management

Regardless of your methods for cost management, it will not be done on the back of an envelope. The question is whether you will use special cost management There are additional topics that impact on this subject of budgeting and cost control. Change control and managing costs associated with scope changes are discussed in Chapter 7.1. The area of performance management, including using cost variance measurements for measuring performance, is covered in Section 8. Project portfolio management is discussed in Section 9. The integration of project management and ERP tools is covered in Section 10.

Who Needs Cost Management

In every firm, cost management will exist in some form, usually under the control of the finance function. Our problem as project managers is that often that form is not consistent with the project management function, and that the cost data cannot be integrated with the other project data. As a result, many of the critical management questions concerning cost go unanswered. Effective cost management must address such questions. This requires an integrated schedule and budget plan. It also requires integrated participation by leaders of the projects, resources, and financial disciplines.

Getting Back To The Basics Of It Project Management

The passing of the dot-com boom, along with a downturn in the economy, has led many U.S. companies back to the basics of IT project management. As a result, you probably will not find very many projects with sleepless and caffeine-pumped developers (supported by an open checkbook) working around the clock to be the first to market a snazzy Web site. Many experts agree that economic pressures have required IT projects to return to the fundamentals of project management that emphasize strict schedule and budget control, status reporting, continual user feedback, and documented processes and methodologies. According to Bob Wourms, a director of the consulting firm PM Solutions in Havertown, Pennsylvania, time-torn arket and market share were critical a few years ago. Today, however, the focus is on profitability, which requires the project manager keep the project on lime and 011 budget. It also involves sticking to a goal and knowing when you're done. For example, an electric utility...

What are the Key Skills of a Project Manager

Planning and communicating are the two key skills essential for success in project management. Like any other skill they can be learned, and will improve with practice. Don't be afraid to admit that you may need help with them. Watch those who do them well, and ask for advice. You can also learn a lot from books or training courses, but these are no substitute for experience Note that I haven't said anything about analysing, designing or programming. These are not project management jobs. You need to make sure that they happen, and are done properly, but it is not essential for you to do everything. Indeed, you must avoid the situation where the real project management jobs are left undone because you're concentrating too much on the technical problems. Remember, you don't have to be a technical expert to manage a project. If s sometimes said that management is the art of delegation - more about this later.

Setting Up Your Work Breakdown Structure

Many project managers and organizations use a WBS as an essential element of their project management methodology. Similar to the outline structure of your project task list, the WBS is a hierarchical chart view of deliverables in a project in which each level down represents an increasingly detailed description of the project deliverables. Each level has its own code set, such as 2.1.3.a. Levels in the hierarchy represent summary tasks, subtasks, work packages, and deliverables. You can define a project's scope and develop its task lists with the WBS.

The Various Roles and Functions of a New Project Management Office PMO in Applying the Idea of KPM

Made, strategically putting together projects. They can also include providing such lateral support as maintaining tools and data concerning the project management to the project manager as a supporting organization for the project. PMO can be organized considering the character of the company's business and how mature the existing project system is. Since there is no decisive rule, constructing the organization in a way that enables projects to be managed smoothly becomes important.

Project management applicationin ICT industry

The industry is growing rapidly and widely in Japan the size of the market is already four times bigger than the engineering industry over several decades. Likewise, the education and training are based on the orthodox PM paradigm (Yamamoto, 2006). (d) Risk management shall be reviewed and reinforced in project management.

Controlling Project Costs Pmbok Section

Once a project has been funded, it's up to the project manager and the project team to work effectively and efficiently to control costs. This means doing the work right the first time It also means, and this is tricky, avoiding scope creep and undocumented changes, as well as getting rid of any non-value-added activities. Basically, if the project team is adding components or features that aren't called for in the project, they're wasting time and money. Cost control focuses on controlling the ability of costs to change and on how the project management team may allow or prevent cost changes from happening. When a change does occur, the project manager must document the change and the reason why it occurred and, if necessary, create a variance report. Cost control is concerned with understanding why the cost variances, both good and bad, have occurred. The why behind the variances allows the project manager to make appropriate decisions on future project actions. Ignoring the project...

Developing The Project Schedule

The WBS identifies the activities and tasks that must be completed in order to provide the project scope deliverables. Estimates provide a forecasted duration for each of these activities and are based upon the characteristics of the activity, the resources assigned, and the support provided to carry out the activity. Project networks, on the other hand, support the development of the project schedule by identifying dependencies and the sequencing of the activities defined in the WBS. The project network also serves as a key tool for monitoring and controlling the project activities once the project work begins. In this section, several project management tools and techniques will be introduced to create a project network plan that defines the sequence of activities throughout the

Selecting Project Management Methodologies

For organizations that do not have a methodology or are looking for a new one, this section explains what to look for in project management methodologies. It discusses the benefits and drawbacks of in house versus vendor-supplied methodologies, as well as canned versus customized methodologies. It then describes the most popular vendor methodologies.

To access the contents click the chapter and section titles Object Oriented Project Management with UML

Another project management enemy and one of the potential causes of project failure is poor communication between the customer and the developer. Given the difficulty of specifying the requirements, it is essential that you and the customer maintain open and constructive communications to ensure that you are building what the customer expects. To accomplish this requires ongoing interaction.

Its imperative that the project manager and project team are aware of any contract agreements that might impact the

Depending on the size of the organization, administering the contract might fall to someone in the procurement department. This doesn't mean you're off the hook as the project manager. It's still your responsibility to oversee the process and make sure the project objectives are being met, regardless of whether a vendor is performing the activities or your project team members are performing the activities. You'll be the one monitoring the performance of the vendor and informing them when and if performance is lacking. You'll also monitor the contract's financial conditions. For example, the seller should be paid in a timely manner when they've satisfactorily met the conditions of the contract, and it will be up to you to let the procurement department know it's OK to pay the vendor. If administering the contract is your responsibility, you might have to terminate the contract when the vendor violates the terms or doesn't meet the agreed-upon deliverables. If the procurement...

What Does a Project Manager Do

I've met many people who seem to think that project management is about solving problems of someone else's creation, like Tommy Lee Jones's character. However, I'd say that if this is your situation, then you're either a top trouble-shooter, or you haven't managed the projects properly.

Chaos Complex System and Project Management

In a business or society, such a phenomenon can be observed as a very commonplace situation. A business or society is a collection of individuals that work in a self-sustaining way, and their cooperation has the business performed and social activities pursued. This led to the general recognition that an approach is required that has a viewpoint being different from the conventional one, for which some regard should also be shown. Of course, not much study has been done of the case in which the complex system is directly utilized for project management. But in such a case as handles social problems or business networks, it can be put to use for providing a clue when making an analysis.

Formal It Project Management Roles

Formal IT project management begins with a clear understanding of the roles and responsibilities of the IT project manager, versus the roles and responsibilities of the project's business sponsor, versus the roles and responsibilities of the functional IT manager. These roles and responsibilities are briefly summarized in Table 34-1. Compare these responsibilities with those of the IT project manager. An IT project manager's responsibilities are established when the project is initially conceived and are concluded when the project's deliverables are completed, when the end state is achieved. The typical responsibilities associated with the project manager role include identifying the work to be performed, determining and obtaining the corporate resources (budget, people, facilities) required to achieve the project's objectives, and then managing those resources as they are used to perform the project's identified work. It is the project manager's responsibility to ensure that any...

Man and Project Management

The Mythical Man-Month, by Frederick P. Brooks, J., Addison-Wesley 1975 & 1995. This is the classic text on software project management. The technology is rather out of date now, but the ideas on team structure are still fine, and if s still one of the best basic texts on the importance of a well-structured design. Software Project Management - A Practitioner's Approach, by E. M. Benettan, McGraw Hill 1992. An excellent book with a similar scope to this one, although the style is quite different being targeted at more senior managers. If s very good on formal and public domain standards, and on structured methods of estimation, but is not so strong on things like design and testing, being a bit prescriptive rather than explaining why some approaches are advised.

Develop project management plan Outputs

The output is a project management plan. Project management plan In practice, the project management plan is a guide for the definition and control of the work. Therefore, the plan must include control points, e.g., project reviews. These review points ensure that management can authorize movement from one phase or stage to another. Reporting and monitoring strategies, including the use of earned value to integrate cost, schedule, and quality performance, should be made explicit.

Learn the Basics of Project Management First

Be sure you understand project management before trying to use project management software. If you don't, you could end up in trouble. Remember that using project management software is not the same as doing project management it's just a small extension of it. I once heard a funny but true anecdote Using scheduling software without understanding project management only allows you to create bad schedules faster. company advertising that its tool allowed team members to send electronic project status updates to the project manager, thus eliminating the need to get together (as if that were a bad thing). This company was not necessarily targeting the situation of virtual teams where it's not easy to get together on a regular basis. I think that this is an appalling feature to promote as a benefit for typical project teams.

Table Project Management Compared To Project Engineering

Project Management Total project planning Cost control Schedule control System specifications Logistics support engineer have similar functions above the line but different ones below the line.20 The main reason for separating project management from project engineering is so that the project engineer will remain solid to the director of engineering in order to have the full authority to give technical direction to engineering.

Location Of The Project Manager

The success of project management could easily depend on the location of the project manager within the organization. Two questions must be answered What salary should the project manager earn To whom should the project manager report Figure 1-8 shows a typical organizational hierarchy (the numbers represent pay grades). Ideally, the project manager should be at the same pay grade as the individuals with whom he must negotiate on a daily basis. Using this criterion, and assuming that the project manager interfaces at the department manager level, the project manager should earn a salary between grades 20 and 25. A project manager earning substantially more or

Table Methods And Techniques For Developing Project Managers

Assigning a variety of project management responsibilities, consecutively Job rotation Hands-on exercises in using project management techniques Professional meetings Conventions, symposia Formally established and recognized project management function Proper project organization Project support systems Project charter Project management directives, policies, and procedures

Develop Project Management Plan

Develop Project Management Plan is the process of documenting the actions necessary to define, prepare, integrate, and coordinate all subsidiary plans. The project management plan becomes the primary source of information for how the project will be planned, executed, monitored and controlled, and closed. .1 Project management plan Figure 3-9. Develop Project Management Plan Inputs and Outputs

Summary Of Project Management Knowledge Areas F Project Integration Management

Project Integration Management includes the processes and activities needed to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups. In the project management context, integration includes characteristics of unification, consolidation, articulation, and integrative actions that are crucial to project completion, successfully managing stakeholder expectations, and meeting requirements. Develop Project Management Plan The process of documenting the actions necessary to define, prepare, integrate, and coordinate all subsidiary plans. Direct and Manage Project Execution The process of performing the work defined in the project management plan to achieve the project's objectives. to meet the performance objectives defined in the project management plan. Perform Integrated Change Control The process of reviewing all change requests, approving changes, and managing changes to the deliverables,...

Through your organizations project management office

You can also offer to work with the organization's Project Management Office (PMO) to help improve project-management practices if one doesn't exist, you can suggest that the organization create one. A PMO serves as a central point for an organization's project-management-related activities. Typically, PMOs fall in one of two categories Develop, distribute, and maintain organization project-management-related policies, procedures, and forms Help develop staff project-management capabilities through mentoring or by providing more formal training Maintain a library of general project-management-related information Maintain the project-management portion of the organization's intranet Perform or help other people perform selected project-management activities in ongoing projects 1 The organizational unit to which all project managers are functionally assigned. In addition to performing the preceding activities, select managers in this unit manage the organization's more complex efforts.

Project Management Methodologies A Definition

Achieving project management excellence, or even maturity, may not be possible without a repetitive process that can be used on each and every project. This repetitive process is referred to as the project management methodology. Continuous use of the methodology will drastically improve a company's chances for success. If at all possible, companies should maintain and support a single methodology for project management. Good methodologies integrate other processes into Project Management Project Management the project management methodology, as shown in Figure 2-19. Companies such as Nortel, Ericsson, and Johnson Controls Automotive have all five of these processes integrated into their project management methodology. Project Management The basic principles of planning, scheduling, and controlling work In the next century, companies can be expected to integrate more of their business processes in the project management methodology. This is shown in Figure 2-20. Managing off of a...

Project Management

By the 1990s, companies had begun to realize that implementing project management was a necessity, not a choice. The question was not how to implement project management, but how fast could it be done Table 2-1 shows the typical life-cycle phases that an organization goes through to implement project management. In the first phase, the Embryonic Phase, the organization recognizes the apparent need for project management. This recognition normally takes place at the lower and middle levels of management where the project activities actually take place. The executives are then informed of the need and assess the situation. There are six driving forces that lead executives to recognize the need for project management

Develop Project Management Plan Inputs

Outputs from many of the planning processes described in Chapters 5 through 12 are integrated to create the project management plan. Any baselines and subsidiary management plans that are an output from other planning processes are inputs to this process. In addition, updates to these documents can necessitate updates to the project management plan. Figure 4-5. Develop Project Management Plan Data Flow Diagram Figure 4-5. Develop Project Management Plan Data Flow Diagram The enterprise environmental factors that can influence the Develop Project Management Plan process include, but are not limited to Project management information systems (e.g., an automated tool, such as a scheduling The organizational process assets that can influence the Develop Project Management Plan process include, but are not limited to Project management plan template Elements of the project management plan that may be updated include, but are not limited to o Project closure guidelines or requirements like...

Direct and Manage Project Execution

Direct and Manage Project Execution is the process of performing the work defined in the project management plan to achieve the project's objectives. These activities include, but are not limited to Manage risks and implement risk response activities The project manager, along with the project management team, directs the performance of the planned project activities, and manages the various technical and organizational interfaces that exist within the project. The Direct and Manage Project Execution process is directly affected by the project application area. Deliverables are produced as outputs from processes performed to accomplish the project work planned and scheduled in the project management plan. Work performance information, about the completion status of the deliverables and what has been accomplished, is collected as part of project execution and is fed into the performance reporting process. The work performance information will also be used as an input to the Monitoring...

Organizational Influences on Project Management

The organizational culture, style, and structure influence how projects are performed. An organization's degree of project management maturity and its project management systems can also influence the project When a project involves external entities as part of a joint venture or partnering, the project will be influenced by-more than one enterprise. The following sections describe organizational characteristics and structures within

Words to the Wise About Project Management Software

The tremendous power of project management software can lull you into a false sense of security. Although the tool can save you a significant amount of time, there are many things that it cannot do. You'll have to rely upon your knowledge of project management rather than the tool. Here are some things that the tool cannot do Solve your most critical problems. Some of the biggest problems you encounter will relate to people. Obviously, project management software does not address this issue at all.

Project Management Defined

Despite a changing project environment, the fundamental tools of project management remain the same regardless of project or industry. For example, managing a marketing project requires the same skills as managing a software engineering project. But what is a project What is project management A project is a discrete set of activities performed in a logical sequence to attain a specific result. Each activity, and the entire project, has a start and stop date. Projectmanagement is the tools, techniques, and processes for defining, planning, organizing, controlling, and leading a project as it completes its tasks and delivers the results. But let's take a closer look at the functions of project management just mentioned. Lead To inspire the participants to accomplish the goals and objectives at a level that meets or exceeds expectations. It is the only function of project management that occurs simultaneously with the other functions. Whether defining, planning, organizing, or...

Lets examine each in detail Project Management Process Skills

Project management process skills (sometimes called the hard skills) are knowledge and skills related to the mechanics of project management. You should be extremely knowledgeable about project management tools, techniques, and process technology and be able to apply them. For example, you should be know how to prepare a comprehensive customer requirements document, construct a network diagram, and construct a work breakdown structure. Without these skills, you'll find it very difficult to coordinate and facilitate the creation of a high-quality project plan and to maintain control during project execution. Also, since these skills are a basic expectation, you can expect to encounter problems of respect from your team members if you're deficient in this area. As mentioned earlier, this skill set is the main focus of this book.

Center For Project Management Expertise

In project-driven companies, the creation of a project management division is readily accepted as a necessity to conduct business. Organizational restructuring can quite often occur based on environmental changes and customer needs. In non-project-driven organizations, employees are less tolerant of organizational change. Power, authority, and turf become important. The implementation of a separate division for project management is extremely difficult. Resistance can become so strong that the entire project management process can suffer. Recently, non-project-driven companies have created centers for project management expertise. These centers are not necessarily formal line organizations, but more informal committees whose membership may come from each functional unit of the company. The assignment to the center for expertise can be part-time or full-time it may be only for six months to a year and it may or may not require the individual to manage projects. Usually, the center for...

Project Management vs Project Leadership

Is there a difference between project management and project leadership Project management uses the tools, knowledge, and techniques needed for defining, planning, organizing, controlling, leading, and closing a project. Project leadership appears, therefore, to be a subset of project management. But it would be a mistake to assume that project leadership is secondary to project management. Project leadership is the only function that occurs throughout the project cycle. It is, in many ways, the glue that holds the other functions together. The output from defining, planning, organizing, controlling, and closing a project depends largely on how well project leadership is exhibited. Without solid leadership, performance of the other functions will be marginal at best. Industries are replete with examples of projects that had well-defined plans and plenty of financial support, yet achieved less than satisfactory results. Project managers must gain and retain the confidence of myriad...

Chapter Becoming an IT Project Manager

We'd all like to be like Tiger Woods or Ernie Els, but we're not, so my answer to you is to get over it. The best we can do is to hit our drive in the fairway, knock an iron shot in the middle of the green, make some putts, and keep grinding away. Who knows where the practice will take you The same applies to project management. I'm a huge fan of project management as a business management discipline all its technologies, processes, techniques, skillsets, tools, and annual conferences make it one of the most exciting jobs in existence today. Call it common management sense, or whatever you like, it really is a rich and rewarding profession. Chances are you'll enjoy it and turn out to be a great project manager. However, lose the idea that being a project manager is a walk in the park. It's not. You don't simply put a manager behind some project management software that you bought from some very famous company. Lose the idea that it's an easy undertaking. It's a slog up a mountain. It...

Selecting the Right Project Management Software

People often ask me the same question What's the best project management software By now, you should know the standard answer in project management is it depends. The topic of software selection is no different. It depends upon a number of factors. Here are some of the factors you should consider, examine, and compare before selecting the right software for you. Cost vs. Functionality. The costs and capabilities of project management software vary considerably. Systems can cost anywhere from a few hundred dollars to tens of thousands of dollars. Consider how much power you need with respect to the size of project the software can handle, the features you're likely to need or benefit from. Make sure you keep an eye to the future consider functionality not only in terms of what you need now, but for the near term as well. Capability vs. Ease of Use. There's a general relationship between the capability of project management software and its ease of use. I once knew a company whose need...

The Downside Of Project Management

Project management is often recognized only as a high-salaried, highly challenging position whereby the project manager receives excellent training in general management. For projects that are done for external sources, the project manager is first viewed as starting out with a pot of gold and then as having to manage the project so that sufficient profits will be made for the stockholders. If the project manager performs well, the project will be successful. But the personal cost may be high for the project manager. There are severe risks that are not always evident. Some project management positions may require a sixty-hour workweek and extensive time away from home. When a project manager begins to fall in love more with the job than with his family, the result is usually lack of friends, a poor home life, and possibly divorce. During the birth of the missile and space programs, companies estimated that the divorce rate among project managers and project engineers was probably...

Project Management Methodologies

The ultimate purpose of any project management system is to increase the likelihood that your organization will have a continuous stream of successfully managed projects. The best way to achieve this goal is with good project management methodologies that are based upon guidelines and forms rather than policies and procedures. Methodologies must have enough flexibility that they can be adapted easily to each and every project. Methodologies should be designed to support the corporate culture, not vice versa. It is a fatal mistake to purchase a canned methodology package that mandates that you change your corporate culture to support it. If the methodology does not support the culture, it will not be accepted. What converts any methodology into a world-class methodology is its adaptability to the corporate culture. There is no reason why companies cannot develop their own methodology. Companies such as Compaq Services, Ericsson, Nortel Networks, Johnson Controls, and Motorola are...

Advantages of Project Management

Project management brings together many of the things that are needed to make endeavors like projects successful. But what do we mean by a successful project A successful project is one that meets the expectations of the stakeholders of the project. The stakeholders have consistent points of contact with the project team, and the project manager is a reliable source of information about the project and all that is going on within it. The tools and techniques of project management are tried and tested and can be used on any project with success. Nearly all of them have been available for many years but have been somewhat difficult to use without the aid of personal computers. Project management brings many of these tools together in one methodology that can be successfully applied. In project management we frequently speak of the triple constraints of project scope, project budget, and project time. This means that projects must meet the stakeholders' expectations and must be able to...

Functional Competencies of the Project Manager

The term functional competencies refers to your ability to synthesize the various skills described above and properly apply them as a project manager. Even if you've very proficient in many of the skill areas, your capability as a project manager will be limited if you can't apply those skills in your day-to-day activities effectively. Figure 3-3 contains a partial list of functional competencies. Project Management Process Functions Figure 3-3. Partial list of functional competencies for a project manager (Continued on next page) Understands how project management is regarded in their company or organization

Next Generation Project Managers

The skills needed to be an effective, twenty-first century project manager have changed from those needed during the 1980s. Historically, only engineers were given the opportunity to become project managers. The belief was that the project manager had to have a command of technology in order to make all of the technical decisions. As projects became larger and more complex, it became obvious that project managers might need simply an understanding rather than a command of technology. The true technical expertise would reside with the line managers, except for special situations such as R& D project management. As project management began to grow and mature, the project manager was converted from a technical manager to a business manager. The primary skills needed to be an effective project manager in the twenty-first century are

Project Management Office

A project management office (PMO) is an organizational body or entity assigned various responsibilities related to the centralized and coordinated management of those projects under its domain. The responsibilities of a PMO can range from providing project management support functions to actually being responsible for the direct management of a project. A PMO may be delegated the authority to act as an integral stakeholder and a key decision maker during the beginning of each project, to make recommendations, or to terminate projects or take other actions as required to keep business objectives consistent. In addition, the PMO may be involved in the selection, management, and deployment of shared or dedicated project resources. A primary function of a PMO is to support project managers in a variety of ways which may include, but are not limited to Identifying and developing project management methodology, best practices, and standards Monitoring compliance with project management...

Defining Project Management

Project management is the process of guiding a project from its beginning through its performance to its closure. Project management includes three basic operations Additional assignments Project managers may be asked to accept a new project in addition to not in lieu of existing assignments. And they may not be asked how the new work may affect their existing projects. (Higher management may just assume the project manager can handle it all.) When conflicts arise over a person's time, the guidelines or procedures to resolve those conflicts may not exist or may be inadequate. New people on new teams On small projects, project managers often seek the help of other people. But on larger efforts, people who haven't worked together before may be formally assigned to a project team. In fact, some people may not even know each other. These unfamiliar relationships may slow the project down because team members may No direct authority For most projects, the project manager and team members...

Tools in Building an Integrated Project Management System

The theme of project management systems is the tradeoff between cost, time, and value or performance. The objective of the system is to optimize all three since one can always be enhanced at the expense of the other two. Figure 3-1 shows time, cost, and value. In building a company or agency system to support new product development project integration, there are ten areas for process improvement. These are organization- or enterprisewide project management systems, program portfolio system development, integrated resource management systems, information technology, technical product development (including a stage-gateway review system), interface management system, project portfolio management, project monitoring and corrective action, change control, and program evaluation.

Understanding Project Management Software

Efficient project management requires more than good planning, it requires that relevant information be obtained, analyzed, and reviewed in a timely manner. This can provide early warning of pending problems and impact assessments on other activities, which can lead to alternate plans and management actions. Today, project managers have a large array of software available to help in the difficult task of tracking and controlling projects. While it is clear that even the most sophisticated software package is not a substitute for competent project leadership and by itself does not identify or correct any task-related problems it can be a terrific aid to the project manager in tracking the many interrelated variables and tasks that come into play with a project. Specific examples of these capabilities are Project management and business graphics capabilities

Project Management and Operations Management

Operations are an organizational function performing the ongoing execution of activities that produce the same product or provide a repetitive service. Examples include production operations, manufacturing operations, and accounting operations. Though temporary in nature, projects can help achieve the organizational goals when they are aligned with the organization's strategy. Organizations sometimes change their operations, products, or systems by creating strategic business initiatives. Projects require project management while operations require business process management or operations management. Projects can intersect with operations at various points during the product life cycle, such as At each point, deliverables and knowledge are transferred between the project and operations for implementation of the delivered work. This occurs through a transfer of project resources to operations toward the end of the project, or through a transfer of operational resources to the project...

Project Management Concept

The department, on larger and more complex projects, has utilized the project management method of construction. However, recent experience with this method has yielded lengthy delays, high cost overruns, and large claims, caused by a certain over-enthusiasm and overoptimism by project managers.

Project Schedule Network Diagrams

Project schedule network diagrams are schematic displays of the project's schedule activities and the logical relationships among them, also referred to as dependencies. Figure 6-7 illustrates a project schedule network diagram. A project schedule network diagram can be produced manually or by using project management software. It can include full project details, or have one or more summary activities. A summary narrative can accompany the diagram and describe the basic approach used to sequence the activities. Any unusual activity sequences within the network should be fully described within the narrative.

Project Management in Todays World of Business

The project manager has never had a tougher job. Companies are always in transition now, remodeling and reorganizing to meet the latest global challenges. Competition is keen and only the flexible will survive. These business conditions translate directly to the greater demands for efficient, effective management of an entire spectrum of projects. And the changes just don't stop. Many companies view projects as investments, integral parts of their strategic plans. This means the project managers must continually demonstrate their contribution to the bottom line. With this alliance between strategic plan and project management comes an increasingly close but often tense relationship between project and process management. Contrary to popular belief, project management and process management are compatible projects become integral players in using and implementing processes. But failure to effectively manage a key project could cause a malfunction in the core process This relationship...

The Project Office and the Project Management Office

''Project management office'' is a term that has come into use in the past few years. It should be noted that, in common usage, the term ''project office'' is different from ''project management office.'' The project office is the place where the project team is managed and where the project manager and the project team reside. As companies become more project oriented, quite a lot of inefficiency can result. This is because project managers want to have direct control of all the work that goes on inside their project. But it is not practical for all project teams to have complete independence. For example, although they might find it desirable, each project team cannot have their own high-speed copy machine, accounting group, payroll department, purchasing department, and so on. Common services that are required for several projects can be organized into a project management office (PMO). One PMO can support the needs of several project teams. It can be much more efficient to have...

Organizing And Staffing The Project Office And Team Table Project Management Positions And Responsibilities

Project Management Position Project Manager Program Manager Responsible for managing multiprogram businesses via various project organizations, each led by a project manager. Focus is on business planning and development, profit performance, technology development, establishing policies and procedures, program management guidelines, personnel development, organizational development. Because of the potential overlapping nature of job descriptions in a project management environment, some companies try to define responsibilities for each project management position, as shown in Table 4-3.

Organizing for Project Management

Most projects are smaller than the organizations to which they belong. The management of a project is strongly influenced by the organizational environment to which they belong. The organization's maturity with respect to project management will have a great influence on how the project manager is able to perform the work of managing the project. For example, project managers who have a management style of participative management may have trouble managing projects in a strongly hierarchical environment. In project management, the pure project organization is not the organization that we are most interested in. It is a developmental stepping-stone to the matrix organization that is so important to the proper use of project management. Let us look at these organizations one at a time. The first type of organization used was probably the pure project organization. In this type of organization the project manager is the supreme authority, and all questions regarding the project are...

Q Do you have any problems selecting good project managers and project engineers

We made a terrible mistake for several years by selecting our best technical experts as the project managers. Today, our project managers are doers, not managers. The project managers do not appear to have any confidence in our line people and often try to do all of the work themselves. Functional employees are taking technical direction from the project managers and project engineers instead of the line managers. I've heard one functional employee say, 'Here come those project managers again to beat me up. Why can't they leave me alone and let me do my job ' Our line employees now feel that this is the way that project management is supposed to work. Somehow, I don't think so.

Eight Key Tips for Success as a Project Manager BM

Many people ask me this If you could list a few key tips for H S good project management, what would they be Here's how I answer that question Now that you completely understand everything there is to know about projects, project management, and the role of the project manager, I think you're ready to move on to defining the project. So, let's get back to Brad as he prepares to launch Project Apex.

Time and Cost Management

In both the planning and the monitoring phases the project managers expressed concern over the paucity of planning and reporting documentation. What did exist was seen as confusing or too labor intensive to be useful to them and so they often tried to manufacture their own approaches. That clearly was not in keeping with good project management practice and needed to be further investigated by the task force. The project managers may have been right on with their criticism of the documentation. That could be easily confirmed. Assuming that documentation was the problem, the project teams would not be appropriately equipped with tools, templates, and process steps to handle the planning,

What Is Project Management Anyway

The Guide to the PMBOK defines project management as follows Project Management is the application of knowledge, skills, and techniques to project activities in order to meet stakeholder needs and expectations from a project. So project management is using a set of tools and techniques to manage projects. But it isn't fair to use the words you are defining as the definition. We had better first talk about what a project is and then see if we can come up with something better. Some distinction is made between the terms project and program. Most project managers feel that the project management profession can manage projects of any size and that the methodology that is used to manage them all is nearly the same, with modifications made to accommodate different sized projects. The methods used in the project management process are the same. While discussing the difference between projects and programs it would be well to note that there is a hierarchy of endeavors of this type starting...

Project Manager Roles and Responsibilities

It is a long-standing joke in the project management community that if anyone ever asks you who is responsible for anything in the project, the answer will always be the project manager. Truly it is easier to specify what the project manager does not do than to discuss what he or she actually does and is responsible for. Project Schedule The project manager, in order to determine when activities are supposed to take place in the project, uses the project schedule (Figure 5-2). It constitutes the schedule for the work that has to be done. Of course, people are involved with the work that has to be done. The project manager in a matrix organization draws the people from the functional organization. Referring to Figure 5-3, the functional manager must have a staffing plan that allows him or her to know where the people in the functional organization are committed. If these commitments are not organized, the utilization of the human resources will be poor. A staffing plan for the...

RD Project Management

One of the most difficult tasks in any organization is the management of R& D activities. These R& D activities are usually headed by scientists, engineers, managers, employees, or even executives. All of these people, at one time or another, may act as R& D project managers. They start out with an idea and are asked to lay out a detailed schedule, cost summary, set of specifications, and resource requirements so that the idea can become a reality. Unfortunately, this is easier said than done. Project management is an attempt to obtain more efficient utilization of resources within an organization by getting work to flow horizontally as well as vertically. Furthermore, all projects must be completed within the constraints of time, cost, and performance. If the project is for an outside customer, then there exists a fourth constraint good customer relations. Without proper training and understanding, R& D project managers might easily manage their projects within time,...

Project Management Made Easy

Project Management Made Easy

What you need to know about… Project Management Made Easy! Project management consists of more than just a large building project and can encompass small projects as well. No matter what the size of your project, you need to have some sort of project management. How you manage your project has everything to do with its outcome.

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