Project management requires managers to use a unique group of skills and a much different approach than general management. In today’s e-business world, project management requires technical tools and knowledge that were not a consideration even a decade ago. As a project manager, you will be primarily concerned with keeping your projects on time and under budget, and with achieving the projects’ predetermined goals. Over the course of a project, you will fi nd yourself balancing theory, practice and psychology while handling the fi ve critical components involved in executing such an undertaking. These components are: 1. Cost accounting. 2. Progress measurement. 3. Variance tracking and change control. 4. Performance evaluation. 5. Productivity evaluation. Project managers can combine proven practices with new, innovative techniques and the attached Project Management software to achieve several key goals including: Plan projects that maximize productivity. Subdivide and quantify the tasks. Create a work breakdown structure (WBS). Sequence, budget and schedule the tasks. Document all expenditures. Track progress accurately in all areas. Create progress and status reports. Maintain variance tracking. Create an objective way to evaluate performance. Perform variance analysis, that is, problem identifi cation. Prepare productivity reports. Find and correct productivity problems. Create and address alternate views and hierarchies. Sequence and schedule using Modern Project and Microsoft Project software and other tools. Employ an automated interface between scheduling and management. Understand government terms, models, reporting and managerial methods, including fulfi llment of legal requirements. Quantify and manage risk. Turn around a problem project. Deal with unplanned detours. Eliminate unexpected barriers. To succeed as a project manager, disregard two common misconceptions.
One is that project management is just an organization’s general management when that organization is set up as an ongoing project. The other misconception is that managing a project is mostly schedule managment. Actually, scheduling is only one detail of project management. In fact, on big jobs, project managers typically turn over specifi c details to a hired team of specialists, such as project schedulers, cost accountants, project administrators and control package managers. Project management can and must be dealt with in an integrated way, yet project management training is usually “unnecessarily disjointed,” and most project management tools are also disjointed. Automated project management software can help you implement all aspects of each project management task more smoothly, including depicting the progress you are making on understandable charts and graphs.
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