Project management is a process that helps ensure a project’s successful completion by managing its resources and ensuring timely delivery of its objectives.
It involves setting up and following a plan, organizing resources, and coordinating activities among team members. Project managers may also monitor and assess the project’s progress.
Who is a Project Manager?
A project manager is a professional who manages projects. They are responsible for ensuring the project’s goals are met and ensuring all stakeholders are on track. A project manager typically has experience in a specific field, such as engineering or marketing, and can communicate with different stakeholders to ensure everyone is working towards the same goal.
Managing a project includes:
• Identifying requirements
• Establishing clear and achievable objectives
• Balancing the competing demands for quality, scope, time and cost
• Adapting the specifications, plans, and approach to the different concerns and expectations of the various stakeholders.
Project managers often discuss a “triple constraint”—project scope, time, and cost—in managing competing project requirements. Project quality is affected by balancing these three factors.
High-quality projects deliver the required product, service or result within scope, on time, and within budget. The relationship among these factors is such that if any of the three factors changes, at least one other factor is likely to be affected. Project managers also manage projects in response to uncertainty.
What is Project Risk?
Project risk is an uncertain event or condition that, if it occurs, has a positive or negative effect on at least one project objective. The project management team has a professional responsibility to its stakeholders, including customers, the performing organisation, and the public.
A project risk management methodology is used to establish a plan to control, monitor, and measure those risks to ensure they do not exceed a predetermined level or cause unplanned expenses that will have a negative effect on the project outcome.”
Project Risk Management may be defined as a methodology used to systematically identify, evaluate, reduce, and communicate risks associated with a project. However, there are other definitions and uses of the term project risk. In the Project Management Body of Knowledge (PMBOK), project risk is defined as “the risk of not meeting defined scope, schedule, quality, or cost goal and the related loss to project success.
What is Project Management Software?
Project management software (PM software) is a type of software that is used to manage projects. Projects can be anything from small, one-time tasks to large, long-term endeavours. PM software can help project managers keep track of all the details related to a project, ensuring that everything is on schedule and in accordance with the project’s goals. PM software also allows for communication between project team members and managers, providing easily accessible updates and reports on progress.
Code of Professional Ethics in Project Management
PMI members adhere to a “Code of Ethics”, and those with the Project Management Professional (PMP.) certification adhere to a “Code of Professional Conduct.” Project team members who are PMI members and PMPs are obligated to adhere to the current versions of these codes.
It is important to note that many processes within project management are iterative because of the existence of, and the necessity for, progressive elaboration in a project throughout the project’s lifecycle. As a project management team learns more about a project, the team can then manage it to a greater level of detail.
The term “project management” is sometimes used to describe an organizational or managerial approach to managing projects and some ongoing operations, which can be redefined as projects, which is also referred to as “management by projects.”
There has been a tendency in recent years to manage more activities in more application areas using project management. More organisations are using “management by the project.” This is not to say that all operations can or should be organised into projects. The adoption of “management by the project” is also related to adopting an organisational culture close to the project management culture.