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Project Manager
As project managers, we believe that our most important skill is our ability to choose the most appropriate project management method to suit the specific project under consideration.
Project management involves planning, organising, motivating, and controlling resources to achieve specific goals. Project management is a common activity in industries like construction, engineering, computing, telecommunications, research, and many other fields.
A project is undertaken to meet defined objectives, usually to add value. A project has a defined beginning and end, with constrained funding, and deliverables - and is therefore of a temporary nature. The temporary nature of ‘Project Management’ makes it very different to the almost permanent nature of ‘Operations Management’. In practice ‘Operations Management’ deals with repetitive, semi-permanent functional activities that produce repetitive items. Therefore in practice, for these two areas of management, this has led to the development of distinctly different technical skills and strategies.
The primary challenge of project management is to achieve the project objectives, within the prevailing project constraints. Traditionally, project management constraints are defined as ‘scope’ , ‘time’ , and ‘cost’ . These three items are also referred to as the ‘project management triangle’, where each side represents a constraint. There are some adaptations of this where issues such as ’quality’ or ’performance’ and so on, are also considered. The meaning of each constraint is straight forward, however the interactions between them can be very complex. The discipline of project management is about providing the tools and techniques that enable rational choices to be made regarding these constraints.
The secondary challenge is to optimize the allocation of the available resources to meet the project objectives.
A project manager is accountable for accomplishing the stated project objectives. A project manager is often a client representative and has to proceed in accordance with the client’s needs, and other prevailing constraints. Key project management responsibilities include definition of the project objectives, and managing the constraints of the project.
Background
The scientific management theories of Frederick Winslow Taylor, particularly his work regarding the ‘work breakdown structure’ and ‘resource allocation’ provided the intellectual foundation for modern project management. The work breakdown structure is the subdivision structure of the activities required to achieve an objective. This is often developed by starting with the end objective and successively subdividing it into manageable components in terms of size, duration, and responsibility, or other rational grouping.
Henry Gantt and Henri Fayol are usually regarded as pioneers of modern project management, and they were both students of Taylor. Gantt is now famous for the Gantt chart, and for developing planning, and control techniques. Fayol is credited with the creation and definition of the five project management functions that form the foundation of project management understanding.
In the 1950’s project management became an accepted and distinct management discipline. At this time the "Critical Path Method" which was developed by DuPont and Remington Rand when developing techniques to manage a maintenance project. And the "Program Evaluation and Review Technique" or PERT, was developed by Booz Allen Hamilton and Lockheed during the development of a submarine missile project. And at the same time, Hans Lang and others, developed project-scheduling models, and associated cost management techniques. These mathematical project management techniques led to project management quickly spreading to a wide variety of applications, and industries.
Project management methods
There are a large number of methods of project management that have gained wide acceptance. In project environments with a specific requirements, like say research and development, the methodology can be adapted to suit the project requirements. However, regardless of the methodology employed, all methods must give consideration to the overall project objectives, timeline, and cost, as well as the roles and responsibilities of all participants and stakeholders. A few of the more common methods are as follows -
The traditional method - This method is a sequential, phased approach and identifies a sequence of five developmental components for a project:
1 - Initiation
2 - Planning and design
3 - Execution and construction
4 - Monitoring and controlling systems
5 - Completion
Note that not all projects will have every stage, as projects some can be stopped before they reach completion. And also, in an iterative process, some projects will repeat some of the steps, often several times.
Some industries use a variation of the project stages that are more suited to their specific needs. In the construction industry, a logical sequence, or waterfall method, is often used. In software development, this known logical sequence is the foundation of the Rational Unified Process (RUP). These known logical sequence methods usually work well for simple, easy to understand, more well defined projects. However, the logical sequence often fails when you have to deal with larger projects, that have an undefined, and ambiguous nature.
For complex projects that have an ambiguous nature, the ‘Cone of Uncertainty’ means that the initial planning phase is made problematic due to a high degree of uncertainty. This problem is common in software development, as new products will be completed in an software environment which will most probably be significantly different at the end of the project. Nevertheless, whatever the industry, project stages usually follow this simple sequence, common to most problem solving, of problem definition, then a consideration of the options. Then choosing a course of action, execution of that action, and then evaluation.
The PRINCE2 method - This is a generic project management method, with a structured approach. It was released in 1996 and it was originally based on the work done by IBM on it’s ‘managing the implementation of the total project’ methodology. PRINCE2 provides a method for managing projects within a clearly defined framework. It articulates procedures to coordinate people and activities. It determines how to design and control a project, and how to make adjustments to accommodate changes. Each process is specified with inputs, outputs, goals and activities. The idea is that this allows for automatic control of any changes. When dealing with manageable stages, the efficient monitoring of this method enables early identification of problems, and close management control. In addition, PRINCE2 provides a common language for all project participants, and all roles are clearly articulated. This method is suited to large clearly defined projects, and is less effective in dealing with more fuzzy, more ambiguous projects.
The PRiSM method - The full name of this method is ‘Projects integrating Sustainable Methods’ and is a process-based, structured method of project management that introduces the concept of sustainability. The methodology encompasses the management, control and organization of a project with consideration and emphasis beyond the project life-cycle and on the five aspects of sustainability, People, Planet, Profit, Process and Product.
The agile or flexible method - This method is based on the principles of human interaction management. It is a flexible approach where the project is seen as a series of small tasks conceived and executed as the situation demands in an adaptive manner, and it is in contrast to a completely pre-planned process. It is a the most consistent project management technique since it involves frequent testing of the project under development. This method requires a high level of client involvement and interaction. With this method the client becomes very involved in the project, and this method is suitable for software, scientific projects, and so on.
The benefits realisation method - This method of project management focuses on the benefits of a project, rather than products or outputs. This method will attempt to provide an overall efficiency, rather than focus on some isolated requirements. For example a more efficient system for maintenance say, rather than changes to individual attributes of the system for maintenance.
The management of project management
The integration of project management and system development life cycles, and including project deployment, and operations, is known as a project management framework. And the process of selecting the right projects, and then using project management techniques as the means for delivering the outcomes, is known as project portfolio management. Typically the management of several projects is not well suited to project management, and it is usually more successful to use operational management techniques.
Project management software
Software to assist project management may range from the high-end custom made databases based on software like Oracle and the like, to off the shelf packages like Microsoft Project, to a simple spreadsheet like Numbers, or Excel. Project management software can help plan, organise, and allocate resources and allow for the evaluation and control of the project. Some software can be very sophisticated and provide a huge amount of data and control, however this type of software usually requires a correspondingly large administration overhead. Therefore in practice, it is important to ensure that the project management software is appropriately matched to the project.
Conclusion
We have considerable expertise in detailing and correcting technical project issues. And note that our focus is always on the ‘project’, and not necessarily the ‘project management’. We understand that project management is the process of bringing about the successful completion of specific projects, rather than a focus on some academic project management theory. We can help resolve difficult project problems, because we have experience of many different project management methods, and concepts, that can be brought to bear on a project. And in addition, we have a great deal of expertise in selecting the most appropriate project management techniques to progress a specific project.
If you have a project that you would like to discuss, please contact us.
As project managers, we believe that our most important skill is our ability to choose the most appropriate project management method to suit the specific project under consideration.
Project management involves planning, organising, motivating, and controlling resources to achieve specific goals. Project management is a common activity in industries like construction, engineering, computing, telecommunications, research, and many other fields.
A project is undertaken to meet defined objectives, usually to add value. A project has a defined beginning and end, with constrained funding, and deliverables - and is therefore of a temporary nature. The temporary nature of ‘Project Management’ makes it very different to the almost permanent nature of ‘Operations Management’. In practice ‘Operations Management’ deals with repetitive, semi-permanent functional activities that produce repetitive items. Therefore in practice, for these two areas of management, this has led to the development of distinctly different technical skills and strategies.
The primary challenge of project management is to achieve the project objectives, within the prevailing project constraints. Traditionally, project management constraints are defined as ‘scope’ , ‘time’ , and ‘cost’ . These three items are also referred to as the ‘project management triangle’, where each side represents a constraint. There are some adaptations of this where issues such as ’quality’ or ’performance’ and so on, are also considered. The meaning of each constraint is straight forward, however the interactions between them can be very complex. The discipline of project management is about providing the tools and techniques that enable rational choices to be made regarding these constraints.
The secondary challenge is to optimize the allocation of the available resources to meet the project objectives.
A project manager is accountable for accomplishing the stated project objectives. A project manager is often a client representative and has to proceed in accordance with the client’s needs, and other prevailing constraints. Key project management responsibilities include definition of the project objectives, and managing the constraints of the project.
Background
The scientific management theories of Frederick Winslow Taylor, particularly his work regarding the ‘work breakdown structure’ and ‘resource allocation’ provided the intellectual foundation for modern project management. The work breakdown structure is the subdivision structure of the activities required to achieve an objective. This is often developed by starting with the end objective and successively subdividing it into manageable components in terms of size, duration, and responsibility, or other rational grouping.
Henry Gantt and Henri Fayol are usually regarded as pioneers of modern project management, and they were both students of Taylor. Gantt is now famous for the Gantt chart, and for developing planning, and control techniques. Fayol is credited with the creation and definition of the five project management functions that form the foundation of project management understanding.
In the 1950’s project management became an accepted and distinct management discipline. At this time the "Critical Path Method" which was developed by DuPont and Remington Rand when developing techniques to manage a maintenance project. And the "Program Evaluation and Review Technique" or PERT, was developed by Booz Allen Hamilton and Lockheed during the development of a submarine missile project. And at the same time, Hans Lang and others, developed project-scheduling models, and associated cost management techniques. These mathematical project management techniques led to project management quickly spreading to a wide variety of applications, and industries.
Project management methods
There are a large number of methods of project management that have gained wide acceptance. In project environments with a specific requirements, like say research and development, the methodology can be adapted to suit the project requirements. However, regardless of the methodology employed, all methods must give consideration to the overall project objectives, timeline, and cost, as well as the roles and responsibilities of all participants and stakeholders. A few of the more common methods are as follows -
The traditional method - This method is a sequential, phased approach and identifies a sequence of five developmental components for a project:
1 - Initiation
2 - Planning and design
3 - Execution and construction
4 - Monitoring and controlling systems
5 - Completion
Note that not all projects will have every stage, as projects some can be stopped before they reach completion. And also, in an iterative process, some projects will repeat some of the steps, often several times.
Some industries use a variation of the project stages that are more suited to their specific needs. In the construction industry, a logical sequence, or waterfall method, is often used. In software development, this known logical sequence is the foundation of the Rational Unified Process (RUP). These known logical sequence methods usually work well for simple, easy to understand, more well defined projects. However, the logical sequence often fails when you have to deal with larger projects, that have an undefined, and ambiguous nature.
For complex projects that have an ambiguous nature, the ‘Cone of Uncertainty’ means that the initial planning phase is made problematic due to a high degree of uncertainty. This problem is common in software development, as new products will be completed in an software environment which will most probably be significantly different at the end of the project. Nevertheless, whatever the industry, project stages usually follow this simple sequence, common to most problem solving, of problem definition, then a consideration of the options. Then choosing a course of action, execution of that action, and then evaluation.
The PRINCE2 method - This is a generic project management method, with a structured approach. It was released in 1996 and it was originally based on the work done by IBM on it’s ‘managing the implementation of the total project’ methodology. PRINCE2 provides a method for managing projects within a clearly defined framework. It articulates procedures to coordinate people and activities. It determines how to design and control a project, and how to make adjustments to accommodate changes. Each process is specified with inputs, outputs, goals and activities. The idea is that this allows for automatic control of any changes. When dealing with manageable stages, the efficient monitoring of this method enables early identification of problems, and close management control. In addition, PRINCE2 provides a common language for all project participants, and all roles are clearly articulated. This method is suited to large clearly defined projects, and is less effective in dealing with more fuzzy, more ambiguous projects.
The PRiSM method - The full name of this method is ‘Projects integrating Sustainable Methods’ and is a process-based, structured method of project management that introduces the concept of sustainability. The methodology encompasses the management, control and organization of a project with consideration and emphasis beyond the project life-cycle and on the five aspects of sustainability, People, Planet, Profit, Process and Product.
The agile or flexible method - This method is based on the principles of human interaction management. It is a flexible approach where the project is seen as a series of small tasks conceived and executed as the situation demands in an adaptive manner, and it is in contrast to a completely pre-planned process. It is a the most consistent project management technique since it involves frequent testing of the project under development. This method requires a high level of client involvement and interaction. With this method the client becomes very involved in the project, and this method is suitable for software, scientific projects, and so on.
The benefits realisation method - This method of project management focuses on the benefits of a project, rather than products or outputs. This method will attempt to provide an overall efficiency, rather than focus on some isolated requirements. For example a more efficient system for maintenance say, rather than changes to individual attributes of the system for maintenance.
The management of project management
The integration of project management and system development life cycles, and including project deployment, and operations, is known as a project management framework. And the process of selecting the right projects, and then using project management techniques as the means for delivering the outcomes, is known as project portfolio management. Typically the management of several projects is not well suited to project management, and it is usually more successful to use operational management techniques.
Project management software
Software to assist project management may range from the high-end custom made databases based on software like Oracle and the like, to off the shelf packages like Microsoft Project, to a simple spreadsheet like Numbers, or Excel. Project management software can help plan, organise, and allocate resources and allow for the evaluation and control of the project. Some software can be very sophisticated and provide a huge amount of data and control, however this type of software usually requires a correspondingly large administration overhead. Therefore in practice, it is important to ensure that the project management software is appropriately matched to the project.
Conclusion
We have considerable expertise in detailing and correcting technical project issues. And note that our focus is always on the ‘project’, and not necessarily the ‘project management’. We understand that project management is the process of bringing about the successful completion of specific projects, rather than a focus on some academic project management theory. We can help resolve difficult project problems, because we have experience of many different project management methods, and concepts, that can be brought to bear on a project. And in addition, we have a great deal of expertise in selecting the most appropriate project management techniques to progress a specific project.
If you have a project that you would like to discuss, please contact us.