There is nothing new under the sun. Project management is not exception too. For the better understanding of the theme let's start our study from the very beginning, from the historical background of project management.
This term was not used until the 1950s. However, what the phrase "project management" means? The Latin "projectum" is the origin of the word "project". It stems from the Latin verb "proicere" which means "to throw something forward". Leading forward a group of people to their aim is the mission of a manager. And whole time that he will spend doing that, will be defined as a "project", which will start and finished in the precisely specified time. The word “management” goes from Italian language. "Maneggiare" means to "handle". And this is making sense! During the project manager meets many obstacles on his way. Sometimes it is difficult to do, but this is not a problem for professional manager.
Project management defined as a temporary action leading to the objective achievement including whole creation process. The word "temporary" mean that the timeline of every project is written from the beginning and have dates when project must be started and must be finished. The main purpose of the project management is to make work in time.
However, time frames this is not the one thing about which project management worries. Manager should not forget about quality of product or service that his team should produce. Moreover, client must be satisfied.
Examples of different projects include:
- Developing a new product or service,
- Effecting a change in structure or style of an organization,
- Developing or acquiring a new or modified information system,
- Constructing a building or infrastructure
- Implementing a new business process or procedure(Chiu, 7)
Thus, project management is a unique activity that includes the whole spectrum of responsibilities for the right running of the work process including defining the timeframe of the project, establishing of schedule, assigning resources, budgeting, rating quality and determining of risks. Moreover, this is the right way of using theoretical knowledge in combination with practical instruments tools and techniques in the right order depending on the project's aim.
Every project has a definite aim. No matter which: launching a new product, redesign, branding, maximization of profits of the company, manager should strictly understand the main purpose of the project in which he takes part. If he knows the objective, this project has been started, he could easily build plan for its successfully running.
Every project requires human resources, equipment and materials. Manager should allocate resources in the right order. Good project manager must understand the customer's needs in the right way, and he has to know how to transport this information to the team he is working with, not distorting it. If manager do not understand what the client wants how it can be possible to implement his requirements? Necessary to reach this understanding, the evaluation phase of the budget or objectives by investing as much as possible to communicate with the customer and to ask clarifying questions. If a manager has any ideas or examples how project will look like in the result, he should show it to the client, to make sure that the client will be satisfied with such product.
It is very important to create the time frame of the project correctly. If client wants to get work in the short time project manager should explain that it will cost him more money or less quality of the final product.
Manager should choose a program in which he will look after the project. Tactically flexible approach to projects of varying complexity and direction can be achieved through proper preparation of tasks.
If it necessary, the project should be divided into several stages. After every stage can be adjustments that can influence further conduction of the project. After every report manager, could see the situation clear.
According to the Claude Maleys book "Executives and operational managers must choose between proactive and reactive decision-making depending on the source of the influences” (Maley, 13) However I do not agree. In my opinion, there are no cases when project manager should choose reactive stance. Manager should take a proactive stance. He should lead the project from the very beginning to the end. He must be familiar with all sides of the product with what he starts his work. Leading project is a two-way process: the customer must keep up to date the status of implementation of project tasks, performers need to encourage interaction with the client by themselves, setting goals for detail. Only then your customer will feel that he in safe hands. Another side is communication with team. After talking (not only formally but also in a relaxed situation) with project participants manager, can get much information. Moreover, manager should be a leader in the team, and everyone should feel it and know he has a positive impact on the effectiveness of its work in general.
Manager should be responsive to the whims of the client, but at the same time avoid execution of unnecessary whims. If the customer requests to do something nonsensical, illogical and completely unnecessary, manager should explain the right way why client does not need this. And he should explain as long as it needed before the client will understand this. To lead this information to the customers mind means to avoid possible charges towards company such as "Why did you spend my money on something that I do not need?"
In the case of conflict with costumer started manager should take the position of dispassionate and objective arbitrator between his team and client. If the client due to various reasons trying to blame the team, it is necessary to achieve specificity in the formulation of the problem. Typically, after setting several clarifying questions, problem will loses essence and will be solved by itself. However, in the case when the problem still occurs, it should be emphasized that this is the normal workflow, and such situations are possible, and manager is solely responsible for its removal as soon as possible.
The purpose of project management and the principal role of the project manager is to achieve all the set project objectives in spite of the risks. (Harrison, Lock, 3)
There are a lot of reasons why project can fail, here are few of them
- The project scope changes
- The incorrect methodology is used
- Requirements have major changes
- Testing or inspections are poorly done
- The theory of project management is not put into practice
- Project managers are not trained to acquire the necessary skill base
- Plans are not used correctly(Jason Charvat, 12)
It seems difficult to follow all instructions. It is. However it is very important for manager for leading projects successfully.
Main reason the experience of the project manager important, he knows all of the limitations of his team. He knows, who will finish his work with delay, and how much extra time he needs, manager can predict which variants client will reject and how to satisfy his needs.
Defining a clear structure of the project team, including both performers and representatives of the customer project for rapid decision-making in the design and management of projects using special templates and applications allowing his team applies proven technologies and approaches reduce the time of the project.
Proceeding from the above we can make the following conclusion: for effective project management in every field is not important whether a person has experience in the theme of the project, it can be programming, design or whatever.
Works Cited
Charvat, Jason. Project Management Methodologies: Selecting, Implementing, and Supporting Methodologies, and Processes for Projects. New York: Wiley, 2003. Print.
Chiu. An Introduction to the History of Project Management. From the Earliest times to A.D.1900. Delft: Uitgeverij Eburon, 2011. Print.
Harrison, F. L., and Dennis Lock. Advanced Project Management: A Structured Approach. Aldershot, England: Gower, 2004. Print.
Maley, Claude H. Project Management Concepts, Methods, and Techniques. Boca Raton, FL: Auerbach, 2012. Print.
