Project management is not a black and white Fashion, but a tool that requires application, time management, scope and quality control. The best project managers, can also be called Project Managers. They manage the work, assign tasks to the team and keep the team focused on the project goals.
The black and white concept of projects has managed to carry the concept of management into the digital age. e-Project, defines projects as efforts involving direct involvement with the customer, where people and costs are closely intertwined. These projects could be carried out either as stand-up or back-up jobs, depending on the level of control exercised by the project manager. The bottom line is, how well the client (and the team) can be held accountable for results, depends on how well the manager carries out his/her duties.
How the Project Management Philosophy Becomes a Project Management Philosophy
The Project Management Philosophy, or PMP for short, is the basis of the application of project management skills in the modern workplace. ManyProject Managers don’t even consider themselves to be Project Managers, as they see themselves as more of a strategic consultant.
There are a multiplicity of opinions regarding the origin of the term Project Management. Some believe it was originally used to describe the way suppliers procure goods and services: “As the way things used to be, things just came naturally, and a list of expenses comes naturally, now we call it project management.” This is the theory behind the belief that any project management activity is a simple list of tasks to be completed, and the success of a project is understanding.
But others believe that the term project was derived because of a perceived lack of control over the resources being managed, the people being managed were humans, and the management was the part of providing things, rather than managing them.
Whatever the origin, the philosophy has strengthened throughout the years. This philosophy encourages “functional”pacification”as the management philosophy in use today. This is the position that management provides with the tools and technology to complete a task, and the people being employed to complete those tasks, are more of support resources than workers.
The blank canvas:
No longer are projects viewed as end in themselves, but more like a process that must be controlled, monitored and otherwise Cordially connected, the better the way the business is managed the more companies will want to use the services of a PMP.
But there is more to the way projects are controlled and campus managed.Controlling the Projectivity of Projects
The first goal of PMP certification and training is to set a goal and then develop the tools to achieve that goal. While most projects are focused on tasks and jobs ( tasks in the strictest sense), there are other uses of a project through the life cycle of a project. These uses are referred to as round trips or other means of arriving at a project final goal. These trips occur throughout the life cycle, either through changing plans or arriving at the final goal after changing plans. The point at which the previous work is being accomplished and the new goal is being set. This is the critical as the amount of change can affect the final project, or the whole life cycle of the project could occur during the final phase. The critical requires that all the actors be involved and accurately tracking all the stages throughout the life cycle. The life cycle of a project could begin in planning, which could include an estimate of the final development, or the estimated cost of a project. The distinction between the estimated and the final costs can be large, sometimes substantially so, depending on the type of project and the level of detail involved.
For example, construction companies in Sacramento hired a project manager to deal with a specific problem of theirs. The gap between the planned and actual costs is also wide, making it difficult to accurately determine what the budget really is. This happens mostly because there is no generally agreed method of measuring the level of detail or scope that exists in the design phase of a project. The only way to compare design and development efforts is to ask a number of different people, each with different expertise and differing interpretations of the design and development process.
It is possible to use the process assessment and improvement techniques to more accurately determine the costs involved in a particular stage of the process. The most common ways to compare the process of design and development are to calculate the total human resource (HTR) required for the project, the number of development hours required, and the lead time required, all expressed in hours. It is also possible to calculate the amount of progress actually achieved, or the total capabilities achieved.
Different types of cost and performance measures are applied to the various measurements of costs and capabilities associated with a project. These measures are expressed in percentages or as changes to the original schedule. The primary challenge is then, how to value the process view of process cost and activity success in relationship to the primary measurement area of the schedule.