Chapter 1 and 2

Chapter 1

Project Management in a Changing World

The first key idea from this chapter ( as well as the Chapter 2)differentiates a 'project' from the ongoing operations of an organization. A project is not repetitive. It is finite. A project may constitute of multiple smaller projects but they lead to a one time unique process. My project will result in a training module for the team leads and managers across the cross section of the company. The project management 101 training programs will be an ongoing process.

Project management is definitely an art , which is being enriched by scientific techniques. Successful projects consist of agreement among team, client and management. A project has to have a controlled scope, clear plan, management support and constantly effective communication.Time, scope and resources of a project can only be managed efficiently by using science of management. In my project, it was essential that management of the company gets involved and support the requirement of a formal training program.

Dynamics of today's industry demand the use of project management skills in almost every workplace. Ever changing technology, ever increasing competition, changing business structures require the businesses to adapt at a much faster pace than it was in the past. The client for which I am producing the training program is facing pressure on all the above accounts. It can only survive and eventually hope to become profitable by monitoring and controlling cost, time and quality of its projects.

Chapter 2
The Project Environment

Traditional organizational structure has evolved to include the project managers alongside functional managers. Projects and ongoing operations require different managerial skills. It is easier and more predictable to manage ongoing activities which are repetitive in nature. Whereas the needs of a project are unique, dynamic and more challenging. The traditional staffing, general estimates of cost and schedules, traditional lines of authority and normal accounting practices cannot sufficiently support project managers. In my project, needs analysis showed clearly that the client organization was grappling with these challenges. Every time the regular quarterly reports showed cost over runs , it was too late to recover.


In chapter two, the author also puts forth the validity of project management applications in any industry. The techniques and methods from this discipline can be applied to technical, creative, financial, manufacturing and of course to management functions. Most projects are made up of multiple smaller projects transcending different functions and skill sets. A project follows its life-cycle regardless of its particular focus. In the project I am considering, the need for improving the quality with project management 101 exists among test writers, accounting staff, technical leads as well as finance and investments managers.

On the other hand, project managers have to be well versed with project environment, project specific business functions and technical skills. Success of a project is measured in its optimal achievement of time, budget and quality goals. Though difficult , it is possible to maintain a balance between these mutually dependent variables. For example, clients usually expect a simple but effective , cost efficient training module , delivered in time. It is the project manager's job to minimize any discrepancy between the realistic expectations and customer's perception.