Project management is the application of processes, methods, skills, knowledge and experience to achieve specific project objectives according to the project acceptance criteria within agreed parameters. Project management has final deliverables that are constrained to a finite timescale and budget.
Staffing is an essential part of project management that involves identifying the right people, determining their roles, and ensuring that they have the necessary skills to complete the project. Staffing a project can be a…
The role of project managers has evolved significantly since the 1980s. Back then, only engineers were considered for the role of project manager, with the belief that they needed to have a command of technology…
Project management is a complex and challenging task that requires a specific set of skills, knowledge, and experience. Even though executives know the personal characteristics and traits that project managers should possess, and even though…
When it comes to managing a project, having the right project manager in place can make all the difference. However, what happens when the project isn’t large enough to warrant a full-time project manager? What…
Managing complex programs represents a challenge requiring skills in team building, leadership, conflict resolution, technical expertise, planning, organization, entrepreneurship, administration, management support, and the allocation of resources. This section examines these skills relative to program management effectiveness. A key factor to good program performance is the program manager’s ability to integrate personnel from many disciplines into an effective work team.
Probably the most difficult decision facing upper-level management is the selection of project managers. Some managers work best on long-duration projects where decisionmaking can be slow.
To understand the problems that occur during staffing, we must first investigate the characteristics of project management, including the project environment, the project management process, and the project manager.
Successful project management, regardless of the organizational structure, is only as good as the individuals and leaders who are managing the key functions.
By 1970, Jones and Shephard Accountants, Inc. (J&S) was ranked eighteenth in size by the American Association of Accountants. In order to compete with the larger firms, J&S formed an Information Services Division designed primarily for studies and analyses.
Why have some companies been able to implement this change in a short period of time while other companies require years? The answer is that successful implementation requires good transitional management.