There are many common tools and technologies used in project management. The term as a concept originated from the technical realm to include more general tools and techniques such as communications, products, production, management, and the use of information. For many small and mid-size companies, the resources devoted to a project could be limited or it was the project that provided the limited resources.
In a large structure, there are groups of people from different departments, who spend their time and effort working on very different aspects of a project. This is where the term project manager comes from. Prior to the development of the project, there is a “life-cycle” of functions performed. This is the natural flow of tasks. After the processes are complete, a broken trail of activities is laid out on a project that these activities need to perform. As on a prince2 project training.
For developing principles of management and designing project delivery strategies; and exploiting effective performance measures; manager’s issues must be organized into groups (1), and these were defined as sets of functions that met a customer’s needs. A number of management principles were proposed to support the flow-through of this process.
They came from well-known theoretical frameworks and methodologies, and from practitioners’ beliefs; this section will provide a broad view of the principles that will support managers in understanding, analyzing, and establishing and implementing management strategies.
First, according to the Mon INVOKING Process (1943 and 1960), there are six levels or types of management activities occurring within the life of a project: Near-term variable activity,mediate-term activity, chronic, functional, tactical, and periodic. On a cell site project, all these activities may be present as a planned sequence. In fact, there may be a great deal of the intermediate activity and a great deal of the tactical activity.
Second, the neutral planning measurement and opinions are frequently stated as setting the stage for what is to be done. It is incorrect to think this is a valid way to plan all projects. However, we can measure the satisfaction of the early and mid-stage process and provide a perspective. In a customer survey program for a pharmaceutical company, the customer satisfaction group was used. This group provided the customer with important feedback about the product and management.
This feedback was presented in the form of feedback surveys to a panel of representatives from the Quality department of the company. When trained to other personnel within the customer operations, these representatives who provided customer feedback would explain what they had learned from the company’s customers and help to improve the programs of the quality departments.
Third, decision criteria are a strong strategy for planning and measuring performance.
Fourth, the balanced scorecard can be instrumental in incorporating a top-level view of the entire company.
Fifth, the measurement of work-in-process indicates to whom the resources are allocated so that both opportunities and problems are detected properly through similarly, ankle, and is weighting is one of the tools used by management to give direction. A Needs-to-Do analysis allows the company to provide a more accurate description of the project as a whole to all who are involved in its functioning.
