Project Management Overview

By Michele Dove

With changes in techniques, thinking and management procedures, and the use of technology, project management is a complicated and continually growing discipline. Year after year, the number of projects in various industries such as construction, finance, manufacturing, information technology, and so on has expanded fast, but the rate is regarded to be successful according to a set of product criteria. In recent studies, quality, time, cost, and customer satisfaction have all been below 30%; the remainder are behind schedule, have exorbitant costs, and lack features and quality. Customer complaints or the full failure of initiatives.

• Language: English
• Publisher: Lulu.com
• Release date: Jun 1, 2023
• ISBN: 9781312497832

Book preview

PREFACE

With changes in techniques, thinking and management procedures, and the use of technology, project management is a complicated and continually growing discipline. Year after year, the number of projects in various industries such as construction, finance, manufacturing, information technology, and so on has expanded fast, but the rate is regarded to be successful according to a set of product criteria. In recent studies, quality, time, cost, and customer satisfaction have all been below 30%; the remainder are behind schedule, have exorbitant costs, and lack features and quality. Customer complaints or the full failure of initiatives.

The project management team's quality is one of the primary reasons of this circumstance. With many years of teaching and consulting on project management in Vietnam, Project Management Consulting and Training Co., Ltd (PMC Co., Ltd) finds it surprising that project leaders, particularly in IT projects, are typically technical experts in that field who are also responsible for additional management tasks when they have not, or very little, training in management in general, and project management in particular. private. In fact, with medium-sized projects, the project leader has practically no time to address technical issues, instead focusing on leading and managing to maximize the project team's strength and available people and material resources, advancing the project. As a result, the project leader must be trained and self-trained in order to possess the requisite knowledge and abilities for project management and leadership.

The book that you are holding is one of the few really valuable documents for both novices and experienced project managers. and has experience in project management. If you're a newbie, the simple, easy-to-understand presentation with plenty of examples and illustrations will help you rapidly comprehend the fundamental ideas, information, and procedures needed to move forward with project management according to your needs. conventional procedure, which avoids making basic errors. You will gain more from Heagney's insightful, practical recommendations and suggestions on crucial issues if you have expertise and experience. The book does not give specific instructions on how to proceed, but it does provide a realistic framework for managing various components of a project.

Guide issued by the International Project Management Institute (PMI®), even though the first edition was published 17 years ago (1997), this book remains current and valuable since it is always updated according to the global leading standards for project management, the PMBOK book. With a total of 42 processes and 9 knowledge domains, this 4th edition of the book has been revised according to PMBOK® Guide version 4.

This is not a summary of the PMBOK® Guide since it has been modified according to the PMBOK® Guide. Heagney delves into the complicated yet critical success and failure elements of a project after discussing the fundamentals of project management, the role of the project leader, and areas of knowledge. From the perspective of someone with many years of experience in project management, program management, and teaching. Objectives; Planning (with a focus on timelines); Risk management; Control; Project team management are among the topics covered in depth by Heagney. The author of the book will explain and share his practical experience on: developing strategy, vision, and goals; project planning; work breakdown chart; develop a feasible timetable; risk management; Earned Value Analysis (Earned Value Analysis); and risk management. Management of project teams; Control and analyze the success of each step, as well as how your organization's project management processes are designed and applied.

Aside from university textbooks and documents for specific specialties, only a few general project management books have been translated into Vietnamese, such as Project Management Is Simple by Stephen Barker and Rob Cole, Project Management on a Paper by Clark A. Campbell, and Project Management by Phil Baguley. This Vietnamese translation of Joseph Heagney's book is a fresh endeavor by Alpha Books to promote the industry in Vietnam. The book will be used as a reference in project management training classes at PMC, and we'd want to share it with our readers.

Chapter 1. Project Management Overview

The Project Management Institute (PMI®) membership has grown by thousands since the first version of this book was published in 1997, reaching approximately 450,000 members in 2011. To those of you who are unfamiliar with PMI, let me explain that it is a professional association for project managers. The PMI Institute's website, www.pmi.org, contains further information. PMI is dedicated to not only delivering a wide range of services to its members, but also to furthering the profession of project management. To this purpose, the PMI Institute has created a professional competence testing procedure via which eligible persons can earn a Professional Project Management (PMP®) certification. PMP® grantees must have roughly 5,000 hours of work experience and pass an online exam based on the material of the PMBOK® Guide, which is the Project Management Fundamentals curriculum.

Is PMI a trade organization? Is this business primarily focused on project management? Isn't project management simply another name for general management?

Both true and false. There are numerous parallels, but there are enough variances that project management cannot be considered a generic management approach. First, projects are frequently under more time constraints than most of the operations that general managers are responsible for. Second, project team members seldom report directly to the project director, whereas employees must report to their respective directors.

So, what is the difference between project management and a project? A project is a time-bound attempt to generate a unique product, service, or outcome, according to PMI. (From the Project Management Institute's PMBOK® Guide, p. 5). A project is only started once, according to this definition. It cannot be termed a project if it is repeated. A project should have a definite start and finish date, as well as a budget (cost), a well defined scope or size, and explicit requirements to meet. I use the word need since few projects can be finished with the exact result that is intended. PCTS objectives (Performance, Cost, Time, and Scope) are a type of project requirement that will be discussed throughout the book. this publication.

A project, according to Dr. JM Juran, a well-known specialist in the field of management consulting, is a issue that is designed to be solved. This description appeals to me since it reminds the reader that every project is about fixing a issue for a corporation. However, it's worth noting that the term issue has a negative connotation, but programs that deal with these sorts of problems have both positive and negative meanings. A good issue involves generating a new product, whereas a cleanup effort must deal with a bad problem.

Failed project

According to the findings of a field study conducted by market research and consulting company Standish Group only around 17% of software projects deployed in the United States achieve the PCTS criteria. 50 percent had to adjust their aims first. As a result, projects frequently fall behind time, incur expenditures, or are compelled to lower performance standards. Worse, 33% of the remaining projects had to be cancelled. In one year, American corporations spent more than $250 billion on software development in the United States, resulting in a loss of up to $80 billion due to unsuccessful projects.