Project management is not just about the 'tools' we use it is as much Essay

Project management is not just about the 'tools' we use it is as much as anything about people - how they interact, how they - Essay Example Furthermore, I will discuss the project lifecycle and the different processes that go with it. And finally, the importance of people in the success of a project will be investigated before concluding. For a project to be successful, the project manager must understand the different characteristics of a project. A project has a start and end dates. It has dates that properly specify when the project activities will start and when it is going to end. It uses resources – time, money, people and equipment. And finally, a project has an outcome - whether it’s a new condominium, building, satellite or a new highway. ‘A project is considered successful if it delivers the outcome with an agreed quality, does not overrun its end date and remains within the budget (cost resources). Note however, that outcome, time and budget are interrelated, and during a project the project manager may need to do trade-offs between them’ (Singh). Say for instance, if you want the pr oject to be done more quickly, you have to pump in more money for additional resources like people, time and equipment. Because of the increasing competition in the business environment, organisations are forced to come-up with high quality products at a lower cost and in a shorter time. And that’s the reason why project management exists. Project management allows the project manager to plan and organise resources to achieve a specified outcome within the allotted timeframe. The techniques of project management allow the project manager to manage and anticipate risks in a structured manner. Through proper project management better utilisation of resources, shorter development time, reduced costs, interdepartmental cooperation and a better focus on results and quality is achieved. ‘A project has a lifecycle. It starts with the initiating process, then the planning, executing, controlling and monitoring and the last phase is closing’ (Singh). Throughout this lifec ycle people are employed to do the tasks. The workforce spells the success or failure of a project. But before a project starts, a project manager should be appointed. As a project manager, he must have the Project Charter or commercial contract to get the wheels spinning in motion. At the minimum, the Project Charter designates the person as the project manager with the authority to use resources to bring the project to completion. This is formally done by the project sponsor or main stakeholders. The charter provides a short description of the result, outcome, product or services to be produced by the project. It also refers to the commercial contract (if there is a formal contract) as the basis for initiating the project. During the initiating process, the project manager refines the project goals, reviews the expectations of all stakeholders and determines assumptions and risks in the project. This is also the time when he selects the people to form the project team. However, th ere are times when the project team has already been imposed. If that’s the case, the role of the project manager is to familiarise himself to their skills and understands their roles in the project. He should ask the project sponsor and main stakeholders to share with him any emails, letters, memos, project feasibility, meeting minutes, requirements or other documents related