PROJECT MANAGEMENT

Project Management

Project Management

Task 1: Background and Principles of Project Management

It does not matter what business or industry is involved, all projects have the same trio at their cores. That trio is time, money, and scope. A project has a clear objective, with specific beginning and ending dates, and a budget. A project is a temporary enterprise in creating a unique product or service. Unlike business processes, a project is not routine or recurring, (Ernst, 2007). A project consists of a progression of tasks, planned from start to finish, and constrained by time, resources, and defined outcome and deliverables. The project's budget restricts the amount of people, supplies, and capital needed for completion.

Successful projects have a structured, well-ordered approach, with a dedicated project team. The project team keeps balance between time, resources, results, and customer satisfaction. In order to define a project certain elements have to be present. Those elements include a distinct objective, expectation of time obligation, fundamental expenses in attaining the objective, and a described design of accomplishment. Other elements include a record of the objective's main sub-elements, explanation of hazards or indefinite factors, and achievement measurement methods. Additional elements exist in defining a project, such as financial support resources and potential, problem background information, crucial reference documents, and necessary capital equipment. Other project elements include the project methodologies of management and operation.

Shenhar and Dvir (2007) have shown that task administration is finished distinctly counting on kind of project. It is said: “one dimensions does not fit all projects” (Shenhar, 2001). This paper takes a broader outlook on what could interpret dissimilarities to task management. It assertions that the task administration set about is furthermore influenced by the organizational heritage of the groundwork association, which groups up the project. Projects are “organizations inside an organization”. They will not be unaffected by the heritage of remainder of the organization. This reasoning is even more applicable when we address that numerous tasks are founded on the matrix association standard, which entails that persons from the groundwork association work part-time on projects.

Organizational heritage comprises of numerous elements. For this study, we constraint us to a exact facet of organizational heritage, namely looking at the prescribed organizational rationality of the groundwork organization.

We will differentiate between two rather distinct advances to task administration (Andersen, 2008). We denote them the task and organizational perspective. The task viewpoint sees the task as a well-defined strive, which can be designed in minutia at the start of the project. Within the organizational viewpoint a task tends to be glimpsed as a carrying association assisting the groundwork association in its change efforts and having more aim on the reason behind the task than fixed tasks.

Criteria of Organization for Successful and Unsuccessful Projects

In a 2003 article Julia King(10) reports, “At companies that aren't among the top 25% of technology users, three out of 10 IT projects fail on average. Translation: for these companies an amazing 30% of IT projects fail. Now if you are an extremely optimistic person you might ...