Defining Project Management And Its Processes
What is project management? To put in layman terms, it is a system of knowledge that a manager can use to maximize his resources.
Oftentimes, projects are initiated in an ad hoc way which causes severe financial drain to the company.
With proper organizing and management, managers can analyze and make changes for the benefit of the whole operation.
Project managers need to deal with constant changes as well as daily challenges which sometimes vary according to a stakeholder's requirements.
As such, untrained managers in the art of project management can definitely slow down the process and get lucky on one to two projects.
However, when the number of projects increases, so is the ability to perform at a high level decreases.
One would argue that managers should be made aware of such trifles when it comes to unstructured environment, and it can only be achieved through proper project management skills.
There are a number of reference materials that one can use to be particularly useful in this trade.
One such book is the PMBOK or Project Management Book of Knowledge.
It is a compilation of the present theories with the use of computer as an analytical tool that one can have in their management practices.
There are 47 logical processes that a project can be intelligently categorized to, and it can be group into five processes.
They are initializing, planning, executing, controlling and finalizing.
A system like this can very well project the efficiencies into a much higher degree.
Easy manageability can make sure each of the tasks in the project correlates into a strong whole, each weaving seamlessly into the flow of things.
The first task is to find the initial requirements.
Then the project is discussed with the mindset of the stakeholders.
Any issues are discussed before the tasks are finalized and distributed among stakeholders.
Carrying of the assignment will require daily communication among stakeholders.
Changing one of the variables in the equation need to be communicated downward the ladder of tasks.
In effect, the study of changing of variables will be latch onto the final deliveries which is set to define the standard of operation.
It is virtually impossible to assess without going to trial and error except when the project in question is properly documentation by which minor changes will disrupt little in the ongoing project cycle.
Changing one of these factors will often affect the others and cause project complications.
It is almost impossible that a project can be completed without any changes to these factors; therefore it is inevitable that the project manager has to rely on a proper methodology to deal with it.
A complete project management plan should also include assessing how such changes will affect the other factors, to determine if the project deliverables are affected.
Oftentimes, projects are initiated in an ad hoc way which causes severe financial drain to the company.
With proper organizing and management, managers can analyze and make changes for the benefit of the whole operation.
Project managers need to deal with constant changes as well as daily challenges which sometimes vary according to a stakeholder's requirements.
As such, untrained managers in the art of project management can definitely slow down the process and get lucky on one to two projects.
However, when the number of projects increases, so is the ability to perform at a high level decreases.
One would argue that managers should be made aware of such trifles when it comes to unstructured environment, and it can only be achieved through proper project management skills.
There are a number of reference materials that one can use to be particularly useful in this trade.
One such book is the PMBOK or Project Management Book of Knowledge.
It is a compilation of the present theories with the use of computer as an analytical tool that one can have in their management practices.
There are 47 logical processes that a project can be intelligently categorized to, and it can be group into five processes.
They are initializing, planning, executing, controlling and finalizing.
A system like this can very well project the efficiencies into a much higher degree.
Easy manageability can make sure each of the tasks in the project correlates into a strong whole, each weaving seamlessly into the flow of things.
The first task is to find the initial requirements.
Then the project is discussed with the mindset of the stakeholders.
Any issues are discussed before the tasks are finalized and distributed among stakeholders.
Carrying of the assignment will require daily communication among stakeholders.
Changing one of the variables in the equation need to be communicated downward the ladder of tasks.
In effect, the study of changing of variables will be latch onto the final deliveries which is set to define the standard of operation.
It is virtually impossible to assess without going to trial and error except when the project in question is properly documentation by which minor changes will disrupt little in the ongoing project cycle.
Changing one of these factors will often affect the others and cause project complications.
It is almost impossible that a project can be completed without any changes to these factors; therefore it is inevitable that the project manager has to rely on a proper methodology to deal with it.
A complete project management plan should also include assessing how such changes will affect the other factors, to determine if the project deliverables are affected.
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