The Principles Of Project Management

Project management with its concepts, theories, methodologies, tools and techniques has developed during the last 30 to 40 years. There are number of new methods of project management which have emerged in recent years, and also started to be used in various projects by both the private and public sectors. This paper identifies the concepts, theories, methodologies, tools and techniques of both traditional and modern project management approaches, then evaluates the differences between them. Furthermore, this paper evaluates if it is better to rigorously adhere to the traditionally accepted project management approach for both the private and public sectors. From the evaluation, it is concluded that the hypothesis which argues that both the private and public sectors must rigorously adhere to the traditionally accepted concepts, theories, methodologies, tools and techniques of project management in order to sustain a competitive advantage and deliver value for money through the successful delivery of projects is neither proven nor disproven. Both traditional

The paper is divided into three sections, the first of which will establish a timeline of events. This project background will serve as a case study for the analysis in the following section that will be structured such that each of the previously mentioned facets will be independently analyzed and contrasted with project management principles. Finally the paper will conclude with a summary of the analysis and recommendations based on

With the exceptional growth in technology, the present day projects are often large and complex involving a significant risk. So, a Project Management Methodology enables the delivery organization to handle these projects comprehensively, systematically and in an integrated manner, which results in strategic, tactical and operational benefits.

Projects are used today as a way of achieving a variety of outcomes in local or international locations for new constructions, new product development, product improvement, process design, process improvement, utility installation, theory and technology development, and many more. Bringing a project to a successful conclusion requires the integration of numerous management functions like controlling, directing, team building, communication and others. It also requires cost and schedule management, technical and risk management, conflict and stakeholder 's management, and life cycle management.

Project Management Institute. (2000). _A Guide to the Project Management Body of Knowledge (4th ed.)._

This paper was prepared for Fundamentals of Project Management, Module 2 Check Your Understanding taught by Dr. Levern Eady.

In this paper the word ‘project” is defined, discussed and elaborated on. The phases of a project lifecycle and its purpose are to be discussed, and how it is important for organizations to use project management to accomplish tasks will in conclusion be discussed thoroughly. The indisputable word ‘Project” may be defined in numerous unusual ways, some can all have the same meaning and others can mislead a reader. The definition that accurately explains what a project is, comes from the Houghton Mifflin Company (2009) website stating; “something that is contemplated, devised, or planned; plan; scheme.” A definition that can mislead a reader is this definition from the same website just two paragraphs

Project management is the application of knowledge, skills, tools, and techniques to project activities in order to meet project requirements (PMBOK Guide, 2008). Using this definition, it is made evident that the parties involved in the Denver International Airport (DIA) Baggage System project in the 1990’s failed at applying basic organizational practices towards managing the triple constraint of scope, time, and cost goals. The combination of inherent risks, uncertainties, and dysfunctional decision making geared the project towards disappointment while simultaneously designating it as a text book example of what not do when taking on a complex project. By looking at the key strengths, weaknesses, opportunities, and threats we can

In study conducted by Aubr, Hobbs & Thuillier (2007), disparity existed between business strategy and project plan. They identified it as project strategy, which projects failed to identify. According to Freeman, (2010), business strategy and project management were not aligned as the project plan had not been aligned with the business strategy. Because of misalignment, the business strategy is not clear and therefore, the project manager initiates the project without considering the business strategy. In recent times,

In order to achieve their business objective, project management and the used methodology are key factor which will be responsible for the success or failure of this project.

For optimum project performance and delivery it is widely accepted that it can no longer be achieved without the use of

Project Management is not something new in today’s world as it has been practiced since the early civilization by early architects and engineers such as Vitruvius, a Roman writer, architect and engineer, Christopher Wren, Thomas Telford and Isambard Kingdom Brunel. Though it has been used before, organizations started to apply systematically the project management tools and techniques to complex project in the 1950s.

OBJECTIVE: The assignment is intended to provide you the opportunity to evaluate and discuss critically three different principles of project management under the following tasks : Task 1 Task 2 Task 3 Organisation Structure Risk Management Project Planning

Governance and organizational structure are two matters that may be considered the pillar of every large scale project. Governance is the one process that gives a suitable framework for decision making and managerial action inside an organization that should be based on transparency, accountability and defined roles. In addition, it gives a plain distinction between ownership and task control. It helps setting limits for management acts by defining goals as well as the means by which they should be fulfilled. In the absence of a proper governance structure, organizations would take risks in terms of conflicts and inconsistencies between different means of reaching goals and therefore causing costly repercussions that impact negatively on the running of the project but also on the profitability. (Muller, 2009)

This principle is an extension of the management principle and is needed for effective management of the project commitment. Clear communication is very important for the coordination of a complicated project activity.