Project Management - a Science or a Trade?
Project Management - a Science or a Trade?
I have been managing projects professionally for over years. The basic logic and methodologies used in the project management function have not changed significantly. What has evolved however is the science of project management, versus managing projects as an integral part of most individual's job functions within an organization.
Given the current economic and professional climate, is project management still but one function in all respects or is there a clear distinction, a line drawn in the sand between those that follow the project management science as a discipline versus all others who manage projects on a daily basis as part of their regular job functions?
You know your company will prosper by implementing your project plan. However, you are probably spending most of your productive hours juggling your everyday business with meetings, management responsibilities, and the other hundred activities that fit into your busy day. You find yourself pressed to find time, to strategically evaluate your business on your own, or even to properly implement your project plan, without some assistance. You will have to find a way to allocate some of the responsibilities and duties relating to implementing yourproject plan.
When you begin to implement your project plan, we recommend you meet with your senior managers, key staff and advisers to discuss the project in general. Talk with them to cultivate their ideas and concepts for the project. Ask them important questions about their functions and responsibilities, and what they perceive to be the future of your business. Explain the purpose of this project plan implementation process, and what you want the project plan to accomplish.
To effectively implement and track your project plan's goals and objectives, you have to prepare your
management team for this undertaking, you will have to compile an appropriate GANTT Chart and milestones checklist. It will summarize the timelines and procedures you will have to follow, on an on-going basis.
For on-going success, the necessary controls over the full project plan implementation process are
necessary. As a minimum, your management team should take into account the following criteria:
How is your business organized?
Outline the duties of all principal personnel in your business. You should highlight your
company's operating plan or schedule for upcoming work , over the next few years, etc.
Should you incorporate other risk factors, including an appropriate insurance policy?
You must also identify key performance indicators that your management will watch
continuously. If the measures fall out of line, then your managers must be able to determine the cause
and act. In each instance, the numbers should be linked to costs or sales. Often the measure is a ratio.
Nevertheless, the measures should support your business plan.
Some of the indicators to watch include:
The various risks that your company will inevitably face, in its development / implementation
phases.
Risks should be identified, quantified and anticipated. Risks include:
- Failure to achieve budget targets
- Bad debt risk
- Cost control measures
- Product specifications and any required modifications, etc.
- Special applications programming/third-party product compatibility
- Proprietary information / copyright disputes
Part of your implementation and tracking responsibilities will include the preparation and
maintenance of a 'mini project plan' for each key milestone, in the form of a presentation package, for submission to your board of directors and/or senior management. Remember, the comprehensive project plan charter should continue to be revised on an on-going basis by your company's board and stakeholders.
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