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Lesson 1 Intro To Project Management

The document provides an introduction to project management. It defines project management as the application of processes, methods, skills, knowledge and experience to achieve specific project objectives according to acceptance criteria and within agreed timescales and budgets. It describes projects as unique, transient endeavors undertaken to achieve planned objectives, and outlines the core components of project management including defining objectives, capturing requirements, securing funding, developing management plans, and closing projects. The roles of project managers are also summarized as defending teams and projects, making strategic decisions to achieve goals, and balancing administrative and people management tasks.

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55 views

Lesson 1 Intro To Project Management

The document provides an introduction to project management. It defines project management as the application of processes, methods, skills, knowledge and experience to achieve specific project objectives according to acceptance criteria and within agreed timescales and budgets. It describes projects as unique, transient endeavors undertaken to achieve planned objectives, and outlines the core components of project management including defining objectives, capturing requirements, securing funding, developing management plans, and closing projects. The roles of project managers are also summarized as defending teams and projects, making strategic decisions to achieve goals, and balancing administrative and people management tasks.

Uploaded by

Sheena Mai Abo
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd
You are on page 1/ 4

OAS COMMUNITY COLLEGE

Calzada, Oas, Albay

BACHELOR OF SCIENCE IN OFFICE ADMINISTRATION


INTRODUCTION TO PROJECT MANAGEMENT

LESSON 1: PROJECT MANAGEMENT

Project management is the application of processes, methods, skills, knowledge and


experience to achieve specific project objectives according to the project acceptance
criteria within agreed parameters. Project management has final deliverables that are
constrained to a finite timescale and budget.
References:

apm.org.uk (n.d.) What is project management? Retrieved from


https://www.apm.org.uk/ resources/ what-is-project-management/#:~:text=Project%
20management%20is% 20the%20application,a%20finite% 20timescale% 20and
%20budget.

Alain Thierstein (2012) “Sustainable Urban planning and development: Interplay of top-
down and bottom-up Approaches,” retrieved from
http://www.raumentwicklung-tum.de/upload/.../135_2_1161003741.pdf.

Vesa Harmaakorpi & Satu Pekkarinen (2012) “The Concept of the Urban planning and
development Platform and Urban planning and development Platform Method (RDPM)
as a Tool for Regional Innovation Policy,” retrieved from
http://www.ideas.repec.org/p/wiw/wiwrsa/ersa03p392.html

Lecture

Project management is the application of processes, methods, skills, knowledge and


experience to achieve specific project objectives according to the project acceptance
criteria within agreed parameters. Project management has final deliverables that are
constrained to a finite timescale and budget.

A key factor that distinguishes project management from just 'management' is that it has
this final deliverable and a finite timespan, unlike management which is an ongoing
process. Because of this a project professional needs a wide range of skills; often
technical skills, and certainly people management skills and good business awareness.
What is a project?

A project is a unique, transient endeavor, undertaken to achieve planned objectives,


which could be defined in terms of outputs, outcomes or benefits. A project is usually
deemed to be a success if it achieves the objectives according to their acceptance
criteria, within an agreed timescale and budget. Time, cost and quality are the building
blocks of every project.

Time: scheduling is a collection of techniques used to develop and present schedules


that show when work will be performed.

Cost: how are necessary funds acquired and finances managed?

Quality: how will fitness for purpose of the deliverables and management processes be
assured?

The core components of project management are:


 defining the reason why a project is necessary;
 capturing project requirements, specifying quality of the deliverables, estimating
resources and timescales;
 preparing a business case to justify the investment;
 securing corporate agreement and funding;
 developing and implementing a management plan for the project;
 leading and motivating the project delivery team;
 managing the risks, issues and changes on the project;
 monitoring progress against plan;
 managing the project budget;
 maintaining communications with stakeholders and the project organization;
 provider management;
 closing the project in a controlled fashion when appropriate.
 More specifically, what is a project? It is a temporary endeavor undertaken to
create a unique product, service or result.

A project is temporary in that it has a defined beginning and end in time, and therefore
defined scope and resources.
And a project is unique in that it is not a routine operation, but a specific set of
operations designed to accomplish a singular goal. So a project team often includes
people who don’t usually work together – sometimes from different organizations and
across multiple geographies.

The development of software for an improved business process, the construction of a


building or bridge, the relief effort after a natural disaster, the expansion of sales into a
new geographic market — all are projects.

And all must be expertly managed to deliver the on-time, on-budget results, learning
and integration that organizations need.

Project management, then, is the application of knowledge, skills, tools, and


techniques to project activities to meet the project requirements.

It has always been practiced informally but began to emerge as a distinct profession in
the mid-20th century.

PMI’s A Guide to the Project Management Body of Knowledge


(PMBOK® Guide) identifies its recurring elements:
Project management processes fall into five groups:

1. Initiating
2. Planning
3. Executing
4. Monitoring and Controlling
5. Closing

Project management knowledge draws on ten areas:

1. Integration
2. Scope
3. Time
4. Cost
5. Quality
6. Procurement
7. Human resources
8. Communications
9. Risk management
10. Stakeholder management

All management is concerned with these, of course. But project management brings a
unique focus shaped by the goals, resources and schedule of each project. The value of
that focus is proved by the rapid, worldwide growth of project management:
 as a recognized and strategic organizational competence
 as a subject for training and education
 as a career path
 So, then, what is project management? It’s not a tool or a person, it’s a
practice.
 What does a project manager do?
 No matter where they work—construction, consulting agencies, marketing teams,
manufacturing, HR teams, software developers, and event planners—or the types of
projects they manage, project managers are the men and women on the front lines
of projects, defending their teams, clients, and projects from miscommunication,
missed deadlines, scope creep, and any other failures. They champion the well-
being of the people involved in their projects and look to make or facilitate strategic
decisions that uphold the goals of their projects. That’s a hefty job description, and it
requires a fine balance of managing the administrative details of a project and its
people. While PMs are often lumped in the “behind the scenes” aspect of project, to
be highly effective, they need to be a part of the bigger strategic project
conversations.
 PMs are not robots. They are not on your team to just take notes and make sure
you’re recording your time properly. Yes, they do work in spreadsheets and follow-up
on deadlines at a sometimes-annoying rate. But the PM role is important on your
team for several reasons.
 There are so many intangible tasks and qualities of project managers that it’s not
uncommon for people to not fully understand just what a PM does, and if they need
one or not. Here’s the thing: You always need a PM, no matter what. That PM might
be called a producer, account manager, designer, or even developer.

Assessment:
1. What distinguishes project management from just management?
2. What is a project?
3. What are the roles of project managers?

PREPARED BY:

ENGR. JOSEPH R. PULVINAR, MBA, MPA


Instructor

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