Understanding Project Management

There are three types of system which Project manager has to deal with and they are

In the current business environment, the demand for project managers is ever growing. In short, project management is a provisional project constrained by time, cost and scope (A guide to the project management body of knowledge, 2013). Between the immense organization, optimization, and communication assets skilled project management brings to a project, it is easy to see why project management is a booming field of study. Furthermore, project management can be both financially and personally rewarding when long term milestones and goals come to fruition.

Optimization, the report talks about efficiency of a project can be increased by making the project optimal i.e. taking into consideration all aspects of the project like scope,

Projects often can exceed their planned schedule by a certain percentage, sometimes even 50 to 100 percent. Often this is

The role of project manager divided to few ways. Project Manager job description : a project manager can have many different job description which can vary tremendously based on the organization and the project. For example, Monster.com includes thousands of job listings for project managers. They even have a job category for project/program managers. Project manager for a consulting firm, IT project manager for a financial services firm, IT project manager for a nonprofit consulting firm.

Dainty, Cheng, & Moore (2005) explains that “finding the right project managers begins with the organization’s definition of the role, and its project management processes. Most often companies look for project experience when evaluating new project managers, followed by communication skills. The generally described project manager competencies, such as project-specific expertise, problem-solving competence, leadership and social competence have to be complemented with entrepreneurial and project management competence.” In addition, Gillard & Price (2005) consider specific attitudes, behaviors and competencies as characteristics of results-oriented, effective project managers.” Professional project management competencies can be achieved

Earned Value Management started back in the early sixties when the Air force started using the program. In recent years, the program has become a part of the federal project risk management system and is mandatory tool used for US government contracts. Earned Value Management helps to analyze many parts of a project such as the cost variance, schedule variance, cost performance, and schedule performance. Earned Value management measures the performance of a project by finding variances between the works being completed. This paper will discuss how project scope relates to Earned Value Management.

One critical aspect of a successful project is that of resource scheduling. Resources, such as people, materials, and equipment need to be available at the scheduled task start date otherwise the project may be delayed resulting in costly repercussions. According to Gray and Larson (2014), it is important to consider resource constraints before the project begins in order to reduce the likelihood of project failure or expensive delays. There are two types of resource constraints projects experience; time constrained and resource constrained. A time-constrained project is one that is pressed to deliver a project by a set deadline, and a resource-constrained project is one where the resource itself may be unavailable at

The duties of a project manager are made of many important tasks that guarantee the completion of a project on time. One of the most important obligations in project management is the resource scheduling and management duty. Due to economic principles and the theories on the demand and supply of goods and services, managers seek to efficiently utilize the resources available to the project (Sprecher, 2000). After reading many different articles on resource scheduling, I came to the conclusion that the person who is in charge of scheduling resources is the most critic player in the business project. Resource scheduling is a way of determining when activities should be performed (Larson & Gray, 2010). To smooth out the demand on the available resources, the manager decides how the resources are use and as such this prevents him from exceeding the given limits or availability of these resources (Lever, 2009). Adequate resource leveling is undertaken so that the project can be delivered on the planned due date. However, managers are faced with different constrains that delay project completion.

This chapter gives an overview on the project management structure that was used to ensure the project success in meeting with its set out goals and objectives and in finding an answer to the set project research question.

With my Project Management knowledge, I can provide project support to planning, organising, leading and controlling project activities and coordinating project inputs. I also possess good project management skills, interpersonal skills and personnel effectiveness skills to consistently lead projects to success.

Increased flexibility – subject matter experts and other resources can be assigned to the project as needed. An individual can be part of the project team on a full-time or part-time basis and then return to their respective functional units once the project is completed. Breadth and depth of knowledge and experience – individuals from a particular subunit can bring a wealth of knowledge, expertise, and experience to the project. The project experience may lead to greater opportunities for career advancement within the subunit. If the project crosses functional areas, an opportunity exists for these individuals to learn from each so that a less parochial solution can be developed. Less duplication – coordination of resources and activities can lead to less duplication of resources across projects since specialization of skills and resources are housed within a functional area. The project also tends to be more focused because a primary functional area is responsible for and ultimately takes ownership of the project.

The way a project is conducted can have a significant impact on the success (PMBOK, 2013, p. 1) and that is why best practices for project management are needed. A project’s goal is to create a product, service, or result, which can be tangible or intangible, but always needs to have a clear beginning and ending (PMBOK, 2013, p. 3). Even though every project is different and unique, all projects are created for long lasting outcomes (PMBOK, 2013, p. 3). Because of these reasons, projects need management. Project Management is the application of knowledge, skills, tools, and techniques that guide the project to meet its purpose (PMBOK, 2013, p. 5). There are five process groups that are: initiating, planning, executing,

Projects are composed of process. A process is “a series of action bringing about a result”. Project processes are performed by people and generally fall into one of two major categories:

Project constraints delay the start of project activities. Three project constraint need to be considered in scheduling.