Project manager: Difference between revisions

Revision as of 10:24, 16 July 2024

Revision as of 04:02, 20 October 2024

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== Project management key topics ==

*Important closingareas theof project. management may include:<ref>{{cite web |url=https://www.apm.org.uk/WhatIsPM |title=What is project management? |website=www.apm.org.uk |access-date=29 March 2018 | quote = The core components of project management}}</ref>

* to specify the reason why a project is important

* to specify the quality of the [[deliverable]]s

* specifying reasons for the importance of a project

* [[Resource (project management)|resource]] [[Estimation (project management)|estimate]]

* to specifyspecifying the quality of the [[deliverable]]s

* timescale

* [[Resource (project management)|resource]] -[[Estimation (project management)|estimateestimation]]

* investment, corporate agreement and funding

* estimating timescales

* implementation of [[Project management plan|management plan]] on to the project

* negotiating investment, corporate agreement and funding

* team building and motivation

* implementation of a [[Project management plan|management plan]] on toin thea project

* risk assessments and change in the project

* [[team -building]] and [[work motivation | motivation]]

* maintain sustaining project

* risk assessments and changechanges in thea project

* monitoring

* maintain [[sustaining project]]s

* monitoring progress against plans

* [[stakeholder management]]

* provider -management

* closing the project

* closing the project.<ref>{{cite web|url=https://www.apm.org.uk/WhatIsPM|title=What is project management?|website=www.apm.org.uk|access-date=29 March 2018}}</ref>

George Roth and Hilary Bradbury identify a desire for more non-authoritarian [[leadership]] in project work.<ref>

{{cite book

|last1 = Roth

|first1 = George

|last2 = Bradbury

|first2 = Hilary

|editor-last1 = Reason

|editor-first1 = Peter

|editor-last2 = Bradbury

|editor-first2 = Hilary

|date = 26 March 2013

|orig-date = 2008

|chapter = Learning History: An Action Research Practice in Support of Actionable Learning

|title = The SAGE Handbook of Action Research: Participative Inquiry and Practice

|url = https://books.google.com/books?id=2fTlmcue2p0C

|edition = 2, unabridged

|publication-place = Los Angeles

|publisher = SAGE

|page = 357

|isbn = 9781446206584

|access-date = 20 October 2024

|quote = '''Setting an example of non-authoritarian leadership.''' Many experts and consultants preach the need for a more non-authoritarian and participative approach to project leadership [...].

}}

</ref>

;=== Project tools ===

;

:TheSome tools, knowledge and techniques for managing projects aremay oftenbe unique to project management. - Forfor example: [[work breakdown structure | work-breakdown structure]]s, [[critical path analysis | critical-path analysis]] and [[earned -value management]]. Understanding and applying the tools and techniques which are generally recognized{{cn}} as good practices are not sufficient alone for effective project management. Effective project management requires that the project manager understands and uses the knowledge and skills from at least four areas of expertise.{{cn}} Examples are [[PMBOK]], Application Area Knowledge: standards and regulations set forth by [[International Organization for Standardization | ISO]] for project management, General Management Skills and Project Environment Management<ref>PMBOK Guide Third Edition 2004 p.12</ref> There are also many options for [[project -management software]] to assist in executing projects for the project managermanagers and his/herany associated [[team]]s.

;Project tools

:The tools, knowledge and techniques for managing projects are often unique to project management. For example: [[work breakdown structure]]s, [[critical path analysis]] and [[earned value management]]. Understanding and applying the tools and techniques which are generally recognized as good practices are not sufficient alone for effective project management. Effective project management requires that the project manager understands and uses the knowledge and skills from at least four areas of expertise. Examples are [[PMBOK]], Application Area Knowledge: standards and regulations set forth by ISO for project management, General Management Skills and Project Environment Management<ref>PMBOK Guide Third Edition 2004 p.12</ref> There are also many options for project management software to assist in executing projects for the project manager and his/her team.

;=== Project teams ===

:WhenIf recruiting and building an effective team, the manager must consider not only the technical skills of each personteam member, but also the critical roles of and chemistry between workers. A [[project team]] has mainly three separate components: project manager, core team and contracted team.

;=== Risk ===

:Most of the project -management issues that influence a project arise from [[risk]], which in turn arises from uncertainty.{{cn}} The successfulSuccessful project managermanagers focusesfocus on this as his/hertheir main concern and attemptsattempt to reduce risk significantly,{{cn}} often by adhering to a policy of [[open communication]], ensuring that project participants can voice their opinions and concerns.{{cn}}

== Responsibilities ==