A project, as defined by Webster’s as “a temporary project to bring about improvement in society or to put into practice a new technology,” can be defined as a social and economic process by which highly skilled creative individuals are found for a specific time period in order to deliver large-scale and significant benefits. The average person can easily remember the projects he had as a child and those that he has tried to organize as an adult. Though a project is common for all social classes, a project management process is occupation specific. As outlined on a prince2 Course London qualification.
The process of program design, program implementation, and program evaluation all fall under project management. Modern management approaches and practices acknowledge the important of sustainable human development to national and international policy and that an organization can only manage projects successfully if it has programs and personnel to effectively plan, direct, and evaluate them.
The Project Management Body of Knowledge (PMBOK) and the Project Management Body of Knowledge guidebook (PMBOK Guide 5th Edition) both provide a basic understanding of project management. Both provide the concepts of formal program structure, describing the functional and management approaches identified in the PBOK Guide (Bonacum, 2007, page Issa). This makes it easier to see if one is managing more than one project. Other critical considerations include the ease of finding information on a project, when to adjust the project, and the project team’s willingness to commit to the task at hand. These topics are covered in more detail when browsing PMBOK and PMBOK Guide 5th Edition.
Project management processes are separate from project execution is the parallel of project initiation through completion. If project execution are rational, and project management processes are not, then any delays in the execution of the project would be considered unacceptable. However, there are many projects which are broken down into phases that are attributed to the project manager and depth and scope of the project. These projects can be managed successful if the projectsponsibility of each step is considered. It is important to understand the difference between managing one project and managing several projects at once.
Environmental issues in project management are related to resources, licenses, and time. All three of these factors are interdependent, meaning a change in one aspect will affect the other details out of commission. Whatever an organization does to manage its resources becomes a factor in the success or failure of the organization. Think of a day-to-day basis a project is managed. These activities are all highly expected of the managers in charge and every approach is discussed for all to see, whether it be the time, money, quality, and the specifications of the project. Consider that they need an opportunity to review every STEP in their project in order to push farther to make it succeed. The perceived failure can be seen when other regions become behind schedule and are at risk to being sued.
Resource allocation is a vital factor of project management; and many organizations and their project managers are unaware of priorities when the project first begins. The PMBOK Guide 5th Edition provides a brief yet concise definition of resource allocation that does not deviate from its overall goal of helping a project manager to learn to manage resources in the most efficient way. It provides only those resources that are directly related to the intended goal of the program. Specifically, the skipped artifacts are: operations, information, and other focused examples of resources.
A project manager is one who performs activities to specify project activities and manage it successfully. These activities dictate when activities must be performed, how the activities get done, and when it is expected to return back to the “r carbohydrates reclaim system” or what is often referred to as a baseline. There are six fundamental activities to be performed that cover the following language of project management activities. These are:
1. Project Definition
What is my idea? What do I intend to do? What will it cost?
Before the first activity is initiated, a project definition is also required. This activity requires the project manager to choose a scope and begin a future draft and create these documents. This process begins with the creation of the following:
2. Requirements Gathering
This activity includes gathering project requirements as well as any corporate requisites and policies. Requirements necessary to a project work to determine what is expected by the stakeholders and what the deliverables will be. Requirements of a project are usually made in the form of a list with each of the elements being in all caps so as to avoid confusion. Once this list is compiled, it is validated to ensure that all the information is on the same track before any data, scope, or documents are added. This also saves time and effort for all parties involved.
When gathering a list of needs, a project manager must decide how the requirements can possibly affect the project or the key deliverables.