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Project Management
Project management could be said to be as old as humankind itself. Since, by definition, any management activity that introduces a new objective or causes change and has a defined start and finish is a project. Formal project management as we know it today started in the 1950s.
In any organisation, whether private or public sector, service or manufacturing, software or hardware, it is necessary to plan control and implement tasks to achieve a given objective. Although the concepts and basic principles of project management are universal, they have to be tailored and adapted to suit the particular circumstances of any project.
A project is a means to an end. An enterprise may need to increase income, and/or reduce cost, and/or improve productivity with reasonably clear ideas of the extent to which change has to be brought about. An understanding of the objective by the appropriate personnel should being alternative ways of achieving or maybe even exceeding the objectives.
Following a review of the alternatives and their respective consequences, we will discuss these with the senior management to decide on the preferred course of action and issue instructions to the responsible people for work to proceed.
One of the major causes of sub-standard project management arises from the failures at the planning stage causing a series changes to the scope which pushes expenditure and creates delays.
Increasingly, projects cut across departmental boundaries and the management team has to ensure that the appropriate structure is in place to run a project. This often requires stty Consulting to be engaged on a temporary basis supported by a team of staff with the appropriate skills for the needs of the project.
