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67-521: In the realm of project management , processes, techniques and philosophies as to the best approach for allocating resources have been developed. These include discussions on functional vs. cross-functional resource allocation as well as processes espoused by organizations like the Project Management Institute (PMI) through their Project Management Body of Knowledge (PMBOK) methodology of project management. Resource management

134-399: A "solution" consists of projects and other definitions. It can be defined as "a set of state policies and/or agencies unified around a particular issue or oppression". Therefore, these kinds of projects involve constant change and dynamism due to the social constructions that evolve among time. State projects have to adapt to the current moment. They are mostly community services based. In

201-529: A building). It seeks the realization of a unique and innovative deliverable , such as a product , a service , a process, or in some cases, a scientific research. Each project has a beginning and an end, and as such is considered a closed dynamic system. It is developed along the 4 Ps of project management: Plan, Processes, People, and Power (e.g. line of authority). It is bound by the triple constraints that are calendar, costs and norms of quality, each of which can be determined and measured objectively along

268-480: A defined corporate resource management process which mainly guarantees that resources are never over-allocated across multiple projects. Peter Drucker wrote of the need to focus resources, abandoning less promising initiatives for every new project taken on, as fragmentation inhibits results. One resource management technique is resource-leveling . It aims at smoothing the stock of resources on hand, reducing both excess inventories and shortages. The required data are:

335-421: A few. Beyond executing the change in the field, the change normally needs to be documented to show what was actually constructed. This is referred to as change management. Hence, the owner usually requires a final record to show all changes or, more specifically, any change that modifies the tangible portions of the finished work. The record is made on the contract documents – usually, but not necessarily limited to,

402-572: A fixed period and within certain cost and other limitations". A project may be a temporary (rather than a permanent) social system ( work system ), possibly staffed by teams (within or across organizations ) to accomplish particular tasks under time constraints . A project may form a part of wider programme management or function as an ad hoc system. Open-source software "projects" or artists' musical "projects" (for example) may lack defined team-membership, precise planning and/or time-limited durations. The word project comes from

469-450: A larger amount of effort and more independent work than that involved in a normal essay assignment. It requires students to undertake their fact-finding and analysis, either from library/internet research or from gathering data empirically. The written report that comes from the project is usually in the form of a dissertation , which will contain sections on the project's inception, analysis, findings and conclusions. In project management,

536-413: A minimum service level but otherwise minimizing cost . A Project Resource Allocation Matrix (PRAM) is maintained to visualize the resource allocations against various projects. The principle is to invest in resources as stored capabilities, then unleash the capabilities as demanded. A dimension of resource development is included in resource management by which investment in resources can be retained by

603-420: A project consists of a temporary endeavor undertaken to create a unique product , service or result. Another definition is a management environment that is created for the purpose of delivering one or more business products according to a specified business case . Projects can also be seen as temporary organizations. Project objectives define target status at the end of the project, reaching of which

670-426: A project to requirements might be agreeing to deliver a computer system that will process staff data and manage payroll, holiday, and staff personnel records in shorter times with reduced errors. Under BRM, the agreement might be to achieve a specified reduction in staff hours and errors required to process and maintain staff data after the system installation when compared without the system. Critical path method (CPM)

737-417: A project. With the correct documentation, a project's success can be tracked and observed as the project goes on. If performed correctly documentation can be the backbone of a project's success Monitoring and controlling consist of those processes performed to observe project execution so that potential problems can be identified in a timely manner and corrective action can be taken, when necessary, to control

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804-459: A significant exploratory element (e.g., research and development ), these stages may be supplemented with decision points (go/no go decisions) at which the project's continuation is debated and decided. An example is the Phase–gate model . Project management relies on a wide variety of meetings to coordinate actions. For instance, there is the kick-off meeting, which broadly involves stakeholders at

871-527: A smaller additional investment to develop a new capability that is demanded, at a lower investment than disposing of the current resource and replacing it with another that has the demanded capability. In conservation , resource management is a set of practices pertaining to maintaining natural systems integrity. Examples of this form of management are air resource management, soil conservation , forestry , wildlife management and water resource management. The broad term for this type of resource management

938-430: A very different discipline. For example, project managers have a key role in improving the translation even when they do not speak the language of the translation, because they know the study objectives well to make informed decisions. Similarly, research study management can also apply a project manage approach. There is public project management that covers all public works by the government, which can be carried out by

1005-422: Is PRINCE2 . Traditionally (depending on what project management methodology is being used), project management includes a number of elements: four to five project management process groups, and a control system. Regardless of the methodology or terminology used, the same basic project management processes or stages of development will be used. Major process groups generally include: In project environments with

1072-405: Is natural resource management (NRM). Project management Project management is the process of supervising the work of a team to achieve all project goals within the given constraints. This information is usually described in project documentation , created at the beginning of the development process. The primary constraints are scope , time and budget . The secondary challenge

1139-519: Is a key element to activity resource estimating and project human resource management. Both are essential components of a comprehensive project management plan to execute and monitor a project successfully. As is the case with the larger discipline of project management , there are resource management software tools available that automate and assist the process of resource allocation to projects and portfolio resource transparency including supply and demand of resources. Large organizations usually have

1206-402: Is an algorithm for determining the schedule for project activities. It is the traditional process used for predictive-based project planning. The CPM method evaluates the sequence of activities, the work effort required, the inter-dependencies, and the resulting float time per line sequence to determine the required project duration. Thus, by definition, the critical path is the pathway of tasks on

1273-401: Is an extension to the theory and practice of EVM. In critical studies of project management, it has been noted that phased approaches are not well suited for projects which are large-scale and multi-company, with undefined, ambiguous, or fast-changing requirements, or those with high degrees of risk, dependency, and fast-changing technologies. The cone of uncertainty explains some of this as

1340-523: Is based on a project as a production system view, in which a project transforms inputs (raw materials, information, labor, plant & machinery) into outputs (goods and services). Product-based planning is a structured approach to project management, based on identifying all of the products (project deliverables ) that contribute to achieving the project objectives. As such, it defines a successful project as output-oriented rather than activity- or task-oriented. The most common implementation of this approach

1407-563: Is considered necessary for the achievement of planned benefits. They can be formulated as SMART criteria : Projects are often guided by a steering group . The evaluation (measurement) occurs at the project closure. However, a continuous guard on the project progress should be kept by monitoring and evaluating. In civil, military and industry (e.g. oil and gas) infrastructure, capital projects refer to activities to construct and install equipment, facilities and buildings. As these activities are temporary endeavors with clear start and end dates,

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1474-414: Is easy to see whether or not a project's requirement has been met. To go along with that, documentation provides information regarding what has already been completed for that project. Documentation throughout a project provides a paper trail for anyone who needs to go back and reference the work in the past. In most cases, documentation is the most successful way to monitor and control the specific phases of

1541-470: Is famous for his use of the Gantt chart as a project management tool (alternatively Harmonogram first proposed by Karol Adamiecki ); and Henri Fayol for his creation of the five management functions that form the foundation of the body of knowledge associated with project and program management. Both Gantt and Fayol were students of Frederick Winslow Taylor 's theories of scientific management . His work

1608-426: Is happening to keep a project on track. This can help to reduce the risk of a completed project being a failure by delivering agreed upon requirements (outputs) i.e. project success but failing to deliver the benefits (outcomes) of those requirements i.e. product success. Note that good requirements management will ensure these benefits are captured as requirements of the project and their achievement monitored throughout

1675-521: Is referred to as IT project management and which specializes in the delivery of technical assets and services that are required to pass through various lifecycle phases such as planning, design, development, testing, and deployment. Biotechnology project management focuses on the intricacies of biotechnology research and development. Localization project management includes application of many standard project management practices to translation works even though many consider this type of management to be

1742-479: Is the forerunner to modern project management tools including work breakdown structure (WBS) and resource allocation . The 1950s marked the beginning of the modern project management era, where core engineering fields came together to work as one. Project management became recognized as a distinct discipline arising from the management discipline with the engineering model. In the United States, prior to

1809-401: Is the termination of a project prior to its completion and generally includes the cessation of access to funding and other project resources. Project cancellation may result from cost overruns , schedule overruns, changes in budget , change or obviation of the goal of the project, political factors, or any combination of those and other factors. Contracts often stipulate the time and

1876-472: Is to optimize the allocation of necessary inputs and apply them to meet predefined objectives. The objective of project management is to produce a complete project which complies with the client's objectives. In many cases, the objective of project management is also to shape or reform the client's brief to feasibly address the client's objectives. Once the client's objectives are established, they should influence all decisions made by other people involved in

1943-525: Is to increase the flow of projects in an organization ( throughput ). Applying the first three of the five focusing steps of TOC, the system constraint for all projects, as well as the resources, are identified. To exploit the constraint, tasks on the critical chain are given priority over all other activities. Earned value management (EVM) extends project management with techniques to improve project monitoring. It illustrates project progress towards completion in terms of work and value (cost). Earned Schedule

2010-613: The Latin word projectum from the Latin verb proicere , "before an action", which in turn comes from pro- , which denotes precedence, something that comes before something else in time (paralleling the Greek πρό) and iacere , "to do". The word "project" thus originally meant "before an action". When the English language initially adopted the word, it referred to a plan of something, not to

2077-418: The demands for various resources, forecast by period into the future as far as is reasonable, as well as the resources' configurations required in those demands, and the supply of the resources, again forecast by time into the future as far as is reasonable. The goal is to achieve 100% utilization but that is very unlikely, when weighted by important metrics and subject to constraints, for example: meeting

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2144-426: The management of such distinct production approaches requires the development of distinct technical skills and management strategies. Until 1900, civil engineering projects were generally managed by creative architects, engineers, and master builders themselves, for example, Vitruvius (first century BC), Christopher Wren (1632–1723), Thomas Telford (1757–1834), and Isambard Kingdom Brunel (1806–1859). In

2211-415: The methodology employed, careful consideration must be given to the overall project objectives, timeline, and cost, as well as the roles and responsibilities of all participants and stakeholders . Benefits realization management (BRM) enhances normal project management techniques through a focus on outcomes (benefits) of a project rather than products or outputs and then measuring the degree to which that

2278-408: The 1950s, organizations started to apply project-management tools and techniques more systematically to complex engineering projects. As a discipline, project management developed from several fields of application including civil construction, engineering, and heavy defense activity. Two forefathers of project management are Henry Gantt , called the father of planning and control techniques, who

2345-413: The 1950s, projects were managed on an ad-hoc basis, using mostly Gantt charts and informal techniques and tools. At that time, two mathematical project-scheduling models were developed. The critical path method (CPM) was developed as a joint venture between DuPont Corporation and Remington Rand Corporation for managing plant maintenance projects. The program evaluation and review technique (PERT),

2412-531: The Iron Triangle or Triple Constraint in order for projects to be considered a success or failure. For each type of project management, project managers develop and utilize repeatable templates that are specific to the industry they're dealing with. This allows project plans to become very thorough and highly repeatable, with the specific intent to increase quality, lower delivery costs, and lower time to deliver project results. A 2017 study suggested that

2479-473: The act of actually carrying this plan out. Something performed in accordance with a project became known as an " object ". Every project has certain phases of development. Based on the Project Management Institute , a project can be defined as a "temporary endeavor" aimed to drive changes in teams, organizations, or societies. The output of a project is normally a unique product, service, or result. Projects can be short-term or long-term. Project cancellation

2546-419: The construction industry's maintenance of correct documentation has caused an increase in the need for document management systems. Project A project is a type of assignment, typically involving research or design, that is carefully planned to achieve a specific objective. An alternative view sees a project managerially as a sequence of events: a "set of interrelated tasks to be executed over

2613-432: The context of infrastructure code, a project is a collection of code used to build a discrete component of the system. There is no rule on how much a single project or its component can include. It is the performance of services, including consultation, operation, management, administrative or other services, for the project. For examples: Site One Landscape Supply provides project services for project bids and submittals in

2680-405: The design drawings. The end product of this effort is what the industry terms as-built drawings, or more simply, "as built." The requirement for providing them is a norm in construction contracts. Construction document management is a highly important task undertaken with the aid of an online or desktop software system or maintained through physical documentation. The increasing legality pertaining to

2747-471: The execution of the project. The key benefit is that project performance is observed and measured regularly to identify variances from the project management plan. Monitoring and controlling include: Two main mechanisms support monitoring and controlling in projects. On the one hand, contracts offer a set of rules and incentives often supported by potential penalties and sanctions. On the other hand, scholars in business and management have paid attention to

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2814-560: The first integrated process for portfolio, program, and project management ( total cost management framework). In 1969, the Project Management Institute (PMI) was formed in the USA. PMI publishes the original version of A Guide to the Project Management Body of Knowledge (PMBOK Guide) in 1996 with William Duncan as its primary author, which describes project management practices that are common to "most projects, most of

2881-409: The government agencies or contracted out to contractors. Another classification of project management is based on the hard (physical) or soft (non-physical) type. Common among all the project management types is that they focus on three important goals: time, quality, and cost. Successful projects are completed on schedule, within budget, and according to previously agreed quality standards i.e. meeting

2948-672: The initiation stage, the project is planned to an appropriate level of detail (see an example of a flowchart ). The main purpose is to plan time, cost, and resources adequately to estimate the work needed and to effectively manage risk during project execution. As with the Initiation process group, a failure to adequately plan greatly reduces the project's chances of successfully accomplishing its goals. Project planning generally consists of Additional processes, such as planning for communications and for scope management, identifying roles and responsibilities, determining what to purchase for

3015-490: The landscaping industry. Jubilee Scholars consulting firm provides multidisciplinary project services. It is a project that is meant to improve the lives of others, often done without expecting anything in return. It can benefit individuals, a non-profit, or a community A service project can directly address community needs, indirectly address community needs through research, organization, or community action; and provide research and advocacy for change in society, politics, and

3082-443: The manner in which a project may be cancelled. Contracted projects typically have a specified end date, when the contract may or may not be renewed; nonrenewal often has the same effect as cancellation but carries different legal ramifications. A project consists of a concrete and organized effort motivated by a perceived opportunity when facing a problem, a need, a desire or a source of discomfort (e.g., lack of proper ventilation in

3149-475: The network diagram that has no extra time available (or very little extra time)." Critical chain project management (CCPM) is an application of the theory of constraints (TOC) to planning and managing projects and is designed to deal with the uncertainties inherent in managing projects, while taking into consideration the limited availability of resources (physical, human skills, as well as management & support capacity) needed to execute projects. The goal

3216-405: The objective, participant list, and facilitation methods. The initiating processes determine the nature and scope of the project. If this stage is not performed well, it is unlikely that the project will be successful in meeting the business' needs. The key project controls needed here are an understanding of the business environment and making sure that all necessary controls are incorporated into

3283-512: The organization. For example, when working on a brick-and-mortar design and construction, projects will typically progress through stages like pre-planning, conceptual design, schematic design, design development, construction drawings (or contract documents), and construction administration. While the phased approach works well for small, well-defined projects, it often results in challenge or failure on larger projects, or those that are more complex or have more ambiguities, issues, and risks - see

3350-442: The other hand, allows for stochastic activity times; the times at which each activity will be carried out are uncertain or varied. Because of this core difference, CPM and PERT are used in different contexts. These mathematical techniques quickly spread into many private enterprises. At the same time, as project-scheduling models were being developed, technology for project cost estimating , cost management and engineering economics

3417-511: The parodying 'six phases of a big project'. The incorporation of process-based management has been driven by the use of maturity models such as the OPM3 and the CMMI (capability maturity model integration; see Image:Capability Maturity Model.jpg Project production management is the application of operations management to the delivery of capital projects. The Project production management framework

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3484-549: The planning made on the initial phase of the project suffers from a high degree of uncertainty. This becomes especially true as software development is often the realization of a new or novel product. These complexities are better handled with a more exploratory or iterative and incremental approach. Several models of iterative and incremental project management have evolved, including agile project management , dynamic systems development method , extreme project management , and Innovation Engineering®. Lean project management uses

3551-523: The principles from lean manufacturing to focus on delivering value with less waste and reduced time. There are five phases to a project lifecycle; known as process groups. Each process group represents a series of inter-related processes to manage the work through a series of distinct steps to be completed. This type of project approach is often referred to as "traditional" or " waterfall ". The five process groups are: Some industries may use variations of these project stages and rename them to better suit

3618-572: The project into compliance with the project management plan. Project maintenance is an ongoing process, and it includes: In this stage, auditors should pay attention to how effectively and quickly user problems are resolved. Over the course of any construction project, the work scope may change. Change is a normal and expected part of the construction process. Changes can be the result of necessary design modifications, differing site conditions, material availability, contractor-requested changes, value engineering, and impacts from third parties, to name

3685-415: The project lifecycle. Some projects produce some level of formal documentation, the deliverable(s), and some impacts, which can be positive and/or negative. A project is an individual or collaborative enterprise that is carefully planned and researched about by students. At schools, educational institutes and universities, a project is a research assignment - given to a student - which generally requires

3752-488: The project management plan's deliverables are executed accordingly. This phase involves proper allocation, coordination, and management of human resources and any other resources such as materials and budgets. The output of this phase is the project deliverables. Documenting everything within a project is key to being successful. To maintain budget, scope, effectiveness and pace a project must have physical documents pertaining to each specific task. With correct documentation, it

3819-446: The project's initiation. Project meetings or project committees enable the project team to define and monitor action plans. Steering committees are used to transition between phases and resolve issues. Project portfolio and program reviews are conducted in organizations running parallel projects. Lessons learned meetings are held to consolidate learnings. All these meetings employ techniques found in meeting science , particularly to define

3886-466: The project, and holding a kick-off meeting are also generally advisable. For new product development projects, conceptual design of the operation of the final product may be performed concurrent with the project planning activities and may help to inform the planning team when identifying deliverables and planning activities. While executing we must know what are the planned terms that need to be executed . The execution/implementation phase ensures that

3953-404: The project. In addition, BRM practices aim to ensure the strategic alignment between project outcomes and business strategies. The effectiveness of these practices is supported by recent research evidencing BRM practices influencing project success from a strategic perspective across different countries and industries. These wider effects are called the strategic impact. An example of delivering

4020-423: The project. Any deficiencies should be reported and a recommendation should be made to fix them. The initiating stage should include a plan that encompasses the following areas. These areas can be recorded in a series of documents called Project Initiation documents. Project Initiation documents are a series of planned documents used to create an order for the duration of the project. These tend to include: After

4087-723: The project– for example, project managers, designers, contractors and subcontractors. Ill-defined or too tightly prescribed project management objectives are detrimental to the decisionmaking process. A project is a temporary and unique endeavor designed to produce a product, service or result with a defined beginning and end (usually time-constrained, often constrained by funding or staffing) undertaken to meet unique goals and objectives, typically to bring about beneficial change or added value. The temporary nature of projects stands in contrast with business as usual (or operations) , which are repetitive, permanent or semi-permanent functional activities to produce products or services. In practice,

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4154-532: The role of integrators (also called project barons) to achieve a project's objectives. In turn, recent research in project management has questioned the type of interplay between contracts and integrators. Some have argued that these two monitoring mechanisms operate as substitutes as one type of organization would decrease the advantages of using the other one. In multi-phase projects, the monitoring and control process also provides feedback between project phases, to implement corrective or preventive actions to bring

4221-454: The success of any project depends on how well four key aspects are aligned with the contextual dynamics affecting the project, these are referred to as the four P's : There are a number of approaches to organizing and completing project activities, including phased, lean, iterative, and incremental. There are also several extensions to project planning, for example, based on outcomes (product-based) or activities (process-based). Regardless of

4288-519: The term "project" is applied. Because the results of these activities are typically long-standing infrastructure, with a life measured in years or decades, these projects are typically accounted for in financial accounting as capital expenditures, and thus they are termed "capital projects". In computer software , a project can consist of programs, configuration definitions and related data. For example, in Microsoft Visual Studio ,

4355-574: The time." Project management methods can be applied to any project. It is often tailored to a specific type of project based on project size, nature, industry or sector. For example, the construction industry, which focuses on the delivery of things like buildings, roads, and bridges, has developed its own specialized form of project management that it refers to as construction project management and in which project managers can become trained and certified. The information technology industry has also evolved to develop its own form of project management that

4422-535: Was developed by the U.S. Navy Special Projects Office in conjunction with the Lockheed Corporation and Booz Allen Hamilton as part of the Polaris missile submarine program. PERT and CPM are very similar in their approach but still present some differences. CPM is used for projects that assume deterministic activity times; the times at which each activity will be carried out are known. PERT, on

4489-601: Was evolving, with pioneering work by Hans Lang and others. In 1956, the American Association of Cost Engineers (now AACE International ; the Association for the Advancement of Cost Engineering ) was formed by early practitioners of project management and the associated specialties of planning and scheduling , cost estimating, and project control. AACE continued its pioneering work and in 2006, released

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