1. Managing Integration: Projects have all types of activities going on and there is a need to keep the “whole” thing moving collectively together – integrating all of the dynamics that take place.
2. Managing Scope: Projects need to have a defined parameter or scope and this must be broken down and managed through something called a Work Breakdown Structure or WBS.
3. Managing Time / Schedule: Projects have a definite beginning and a definite ending date. Therefore, there is a need to manage the budgeted time according to a project schedule. Project Management Body of Knowledge (PMBOK)
“Projects are often viewed as being fundamentally rooted in technology. This is
because most projects are technical. Unfortunately, this orientation toward
technology has obscured the true purpose of projects. The truth is that projects
are all about business – not technology. The fundamental objective for a project
is to achieve a business result, such as improving effectiveness, increasing sales,
or making operations more efficient. No matter what that underlying cause, the
ultimate purpose of a project is very simple: to make money or to save money.”
– Brief Case Books – Project Management by Gary R. Heerkens, PMP
4. Managing Costs: Projects consume resources and therefore, there is a need to manage the investment with the realization of creating value; i.e. the benefits derived exceed the amount spent.
5. Managing Quality: Projects involve specific deliverables or work products. These deliverables need to meet project objectives and performance standards.
6. Managing Human Resources: Projects consist of teams and you need to manage project team(s) during the life cycle of the project. Finding the right people, managing their outputs, and keeping them on schedule is a big part of managing a project.
7. Managing Communication: Projects invariably touch lots of people, not just the end users (customers) who benefit directly from the project outcomes. This can include project participants, managers who oversee the project, and external stakeholders who have an interest in the success of the project.
8. Managing Risk: Projects are a discovery driven process, often uncovering new customer needs and identifying critical issues not previously disclosed. Projects also encounter unexpected events, such as project team members resign, budgeted resources are suddenly changed, the organization becomes unstable, and newer technologies are introduced. There is a real need to properly identify various risks and manage these risks.
9. Managing Procurement: Projects will procure the services of outside vendors and contractors, including the purchase of equipment. There is a need to manage how vendors are selected and managed within the project life cycle.
2. Managing Scope: Projects need to have a defined parameter or scope and this must be broken down and managed through something called a Work Breakdown Structure or WBS.
3. Managing Time / Schedule: Projects have a definite beginning and a definite ending date. Therefore, there is a need to manage the budgeted time according to a project schedule. Project Management Body of Knowledge (PMBOK)
“Projects are often viewed as being fundamentally rooted in technology. This is
because most projects are technical. Unfortunately, this orientation toward
technology has obscured the true purpose of projects. The truth is that projects
are all about business – not technology. The fundamental objective for a project
is to achieve a business result, such as improving effectiveness, increasing sales,
or making operations more efficient. No matter what that underlying cause, the
ultimate purpose of a project is very simple: to make money or to save money.”
– Brief Case Books – Project Management by Gary R. Heerkens, PMP
4. Managing Costs: Projects consume resources and therefore, there is a need to manage the investment with the realization of creating value; i.e. the benefits derived exceed the amount spent.
5. Managing Quality: Projects involve specific deliverables or work products. These deliverables need to meet project objectives and performance standards.
6. Managing Human Resources: Projects consist of teams and you need to manage project team(s) during the life cycle of the project. Finding the right people, managing their outputs, and keeping them on schedule is a big part of managing a project.
7. Managing Communication: Projects invariably touch lots of people, not just the end users (customers) who benefit directly from the project outcomes. This can include project participants, managers who oversee the project, and external stakeholders who have an interest in the success of the project.
8. Managing Risk: Projects are a discovery driven process, often uncovering new customer needs and identifying critical issues not previously disclosed. Projects also encounter unexpected events, such as project team members resign, budgeted resources are suddenly changed, the organization becomes unstable, and newer technologies are introduced. There is a real need to properly identify various risks and manage these risks.
9. Managing Procurement: Projects will procure the services of outside vendors and contractors, including the purchase of equipment. There is a need to manage how vendors are selected and managed within the project life cycle.
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