Project management is the discipline of planning, organizing, and managing resources to bring about the successful completion of specific project goals and objectives.
A project is a temporary endeavor, having a defined beginning and end (usually constrained by date, but can be by funding or deliverables), undertaken to meet particular goals and objectives, usually to bring about beneficial change or added value. The primary challenge of project management is to achieve all of the project goals and objectives while honoring the preconceived project constraints.
PRINCE2 is a structured approach to project management, released in 1996 as a generic project management method. In the method, each process is specified with its key inputs and outputs and with specific goals and activities to be carried out. A project manager is the person accountable for accomplishing the stated project objectives. A project manager is often a client representative and has to determine and implement the exact needs of the client, based on knowledge of the firm they are representing. Succeeding in project management requires completing  projects on time, finishing within budget, and making sure your sponsor is happy with what is delivered.
The Organizational Project Management Maturity Model Assessment determines what World Level Best Practices are being used in your organization, and appraises where there is room for greater maturity. A Project Management Office (PMO) is a group or department within an organization that defines and maintains standards for project management.
Project Management Information Systems software greatly enhances the project manager’s ability to do their job. Project, program and portfolio managers need a specific skill set to effectively execute their role. Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising.

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Programme Development work with your team to develop what you already have and deliver a streamlined approach that matches your culture, your needs & your people. We bring with us extensive experience, knowledge of the pitfalls and effective mobilisation strategies to help you get the returns on your ability as soon as possible. The temporary nature of projects stands in contrast to business as usual (or operations), which are repetitive, permanent or semi-permanent functional work to produce products or services. In the "traditional approach", we can distinguish 5 components of a project (4 stages plus control) in the development of a project. It combined the original PRINCE methodology with IBM's MITP (managing the implementation of the total project) methodology. The various management roles and responsibilities involved in a project are fully described and are adaptable to suit the complexity of the project and skills of the organization. Project managers can have the responsibility of the planning, execution, and closing of any project, typically relating to construction industry, architecture, computer networking, telecommunications or software development.
Key project management responsibilities include creating clear and attainable project objectives, building the project requirements, and managing the triple constraint for projects, which is cost, time, and scope. The ability to adapt to the various internal procedures of the contracting party, and to form close links with the nominated representatives, is essential in ensuring that the key issues of cost, time, quality and above all, client satisfaction, can be realized. Our experience and in depth industry knowledge enable us to understand the oil and gas business supply chain.
The process identifies who should take the assessment, includes a half day informational session on taking the assessment and entails the completion of a questionnaire of 125 questions.

The primary goal of a PMO is to achieve benefits from standardizing and following project management policies, processes, and methods. Many companies want to move into project management or improve their performance in PM but lack knowledge of PM human resource requirements. Hanford is the chief methodologist for the IBM SUMMIT Ascendant methodologies and a member of the IBM Rational commercial methods content team. Your display name must be unique in the developerWorks community and should not be your email address for privacy reasons.
In practice, the management of these two systems is often found to be quite different, and as such requires the development of distinct technical skills and the adoption of separate management. Many other fields in the production, design and service industries also have project managers.
Project management requires knowledge about how all three of these constraints apply to the project. Project Management human resources require specific experience, certification, accreditation and skills to fulfill their role within a PM organization. PRINCE2 describes procedures to coordinate people and activities in a project, how to design and supervise the project, and what to do if the project has to be adjusted if it does not develop as planned.
On the basis of close monitoring, the project can be carried out in a controlled and organized way.

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