PROJECT MANAGEMENT APPROACHES

Comparing Aspects of Project Management Approaches

Comparing Aspects of Project Management Approaches

Introduction

Project management includes planning, scheduling, execution, control and accounting tasks that make up the project objectives. The literature also indicates that project management is an area dedicated to the effective implementation of the project objectives while neutralizing the impact of existing limitations and risks as well as being an area dedicated to building a motivated project team and correct communication between the participants. From another point of view, project management can be defined as knowledge of defining and achieving targets while optimizing the use of resources such as time, money, people, etc. Basically, there are two approaches to project management methodology. Traditional approach, based on the life cycle of the project, identifies a sequence of steps that must be taken in the process of project management (Hass, 2007, pp. 1-8).

On the other hand, the traditional approach is distinguished by five phases which includes initiation, planning, exercise, monitoring, and end. In practice, not every project goes through all these phases. For some projects, it is possible that the next phase will start before the previous phase is completed. This is acceptable when the risk of failure to progress phase is low. This practice is called fast-tracking or overlapping. In special cases projects not have some of these phases, while others progress through several phases (Hebert & Deckro, 2011, pp. 21-32).

Control and Management in Traditional Project Management Approaches

The traditional way to manage or control project has a model very predictable, fixed, simple and accurate. The project manager adopts the philosophy of management as the plan. Avoids change what has been defined at all costs. The model was designed to practice for this. The triple constraint (scope, time and cost) is considered the reference maximum of managing a project and the project manager strives mainly to keep it as planned. However, this effort, without looking around, makes the focus on rationality is lost that should satisfy the customer and business outcomes to be achieved and not only achieve the design requirements. Another risk is that project management is traditionally considered the sole remedy for all cases, since projects are projects (Rodrigues & Bowers, 1996, pp. 121-139).

However, in the new business environment, projects are increasingly singularities, including as managing them. This two premises (triple constraint and that projects are projects only) no longer meet the new business environment. Knowledge and understanding of traditional and lightweight project management methodologies, and attempt to connect and create synergies, can help project leaders, business executives and others connected with running IT projects to break down barriers and opening up new opportunities for IT projects, which can help eliminate or avoid mistakes and still increase the efficiency of project management.

PRINCE 2

This method is based on several key principles, these are includes that the project must have a beginning and an end, and the project must be managed, so that it was a success of the project. Moreover, management, financing, and working must be clearly defined its powers, ...