Principles of Project Management
Principles of Project Management

Principles of Project Management

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  • Pages: 6 (2932 words)
  • Published: October 16, 2017
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1. The Commitment Principle
An just committedness between the undertaking patron and the undertaking bringing squad must be before a possible undertaking exists.

The Undertaking Sponsor is considered to be the Project Owner who provides resources such as financess. services and general way. The undertaking bringing squad is the 1 in charge for appropriate techniques. programs and controls for utilizing the accomplishments needed and work to change over those resources into the needed deliverables or merchandise. Covering with a Sponsor is a affair of developing a trust and apprehension between the Sponsor and the squad. Undertaking patrons should put clear boundaries for cost and clip. with which the director should work. If he/she can non supply the agreed deliverables within these restraints. concerns must be escalated to the patron for a determination.

Defined functions and duties: A undertaking squad in which ALL people understand their duties and unfeignedly believe they can accomplish them. Each individual must cognize how they can lend to project aims. Undertaking stakeholders must hold a clear apprehension of their functions and duties. to be able cognize precisely what he or she is supposed to be making. Undertaking environment is of critical importance and requires definition and apprehension.

2. The Success Principle

The steps of undertaking success. in footings of both procedure and merchandise. must be defined at the beginning of the undertaking as a footing for undertaking direction determination devising and post-project rating.

Success for a undertaking and how it will be measured after completion demands to be defined at the beginning of the undertaking. T


he most of import ground is to supply an ongoing footing for direction determination doing during the class of the undertaking. The timing of the measuring of success itself may besides necessitate placing. It is non possible to mensurate its ultimate success without understanding on the project’s success standards

3. The Tetrad Trade-off Principle

The nucleus variables of the undertaking direction procedure — viz. . merchandise range. quality class. time-to-produce. and 4 entire cost-at-completion — must all be reciprocally compatible and decidedly come-at-able. The term “Tetrad trade-off” is rather an unfamiliar word. but perchance this is the value of the term to stressed that there are four separate but synergistic variables which are range. quality. clip and cost instead than merely three as in the old position of ‘Triple Constraint’ ( clip. cost and performance. ) The advantage of sing the four as a four instead than taking merely three to organize a trigon is that it gives more importance to quality. Of the four. the quality of the merchandise is seemingly. and in fact. the most stable.

4. The Strategy Principle

A scheme embracing foremost be aftering so making. in a focussed set of consecutive and progressive stages. must be in topographic point. Before the undertaking start. it is really of import that consumers think exhaustively about the merchandises. or deliverables they need. They must be precised and detailed about their demands to bring forth a executable program. This makes pull offing the undertaking much easier and less hazardous.

5. The direction rule

The Management Principle begins with “how it will be done and who will make it” . Policies and

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processs that are effectual and efficient must be in topographic point for the proper behavior and control of the undertaking committedness.

6. The Single-Point Responsibility Principle

This rule is an extension of the direction rule and is needed for effectual direction of the undertaking committedness. Clear communicating is really of import for the coordination of a complicated undertaking activity. A individual channel of communicating must be between the undertaking patron and the undertaking squad leader for all determinations impacting the merchandise range.

7. The Cultural Environment Principle

Management must supply an informed and supportive cultural environment to guarantee that the undertaking bringing squad are able to work to the bounds of their capacity. Whatever methodological analysis or model you prefer. it must be modified to accommodate the demands and demands of your undertaking. Rather than lodging to methodological analysis. the undertaking director must be able to acquire used to processs to run into the demands of the work in manus. the direction of the organisation in which the undertaking takes topographic point must be supportive and the environment free of obstructions in the manner of undertaking advancement. ( Wideman. Robert Max ; Bing. John A. ; Neal. Gerald ; . 2000 )

B. Appraise the viability of at least five ( 5 ) project’s success/ failure standards ( 1. 2 )

To be successful. a undertaking must hold:

1. Agreement or agreement among the undertaking stakeholders – the undertaking squad. client. undertaking leader accomplishments and direction – on the aim of the undertaking.

2. A undertaking program that shows what is capable. shows an overall way and clear undertakings. contains the facts and inside informations for ciphering the people. money. clip. equipment. and stuffs needed to acquire the occupation completed. and will be used to find development as the undertaking is taking its class.

3. Continuous. effectual communicating among everyone that is concerned in the undertaking in order to pull off and form action. distinguish and acquire to the underside of jobs and react to alterations.

4. A controlled range or “stakeholder outlooks management” . Everyone involved in the undertaking must cognize their portion of duties. To do certain that everyone concerned understands precisely what can be done within a specified clip frame and budget ; a systematic method for set uping practical ends for deliverables. cost. agenda. and quality. every bit good as techniques for keeping the ends dependable all through the undertaking.

5. Upper direction support. “managing upward” . steering the upper directors toward appropriate determinations that maintains the undertaking traveling – to convey people and other resources. do guidelines. or take organisational obstructions.

The chief causes of undertaking failure that were identified were:

1. Lack of User Involvement

One of the grounds why undertakings fail is that users do non take part in the system development procedure to the extent that they should. the deficiency of engagement in the undertaking by those who will utilize the system has proved fatal for many undertakings. Without user engagement. it will do hold to Undertakings because the direction has non allocated people to make the work that users should be making. If a undertaking is to be a success direction and users need to

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