Abstract
Project management is concerned with the effective management of projects to ensure the successful delivery of a high-quality product, on time and on budget, to the customer. A project is a temporary group activity designed to accomplish a specific goal such as the delivery of a product to a customer. It has a clearly defined beginning and end in time.
Project management involves good project planning and estimation; the management of resources; the management of issues and change requests that arise during the project; managing quality; managing risks; managing the budget; monitoring progress; taking appropriate action when progress deviates from expectations; communicating progress to the various stakeholders; and delivering a high-quality product to the customer.
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Notes
- 1.
These are the risk management activities in the Prince 2 methodology.
- 2.
This refers to whether the project is technically and financially feasible.
- 3.
Organizations have limited resources, and as many projects may be proposed it will not be possible to authorise every project, and so several projects with weak business cases will be rejected.
- 4.
For example, it may be decided to outsource the development to a third party provider, purchase an off-the-shelf solution, or develop the solution internally.
- 5.
The project scheduling is usually done with the Microsoft Project tool.
- 6.
The consequences of under estimating a project include the project being delivered late, with the project team working late nights and weekends to recover the schedule, quality being compromised with steps in the process omitted, and so on.
- 7.
Unless “Go Ask Fred” is the name of the estimation methodology or the estimation tool employed.
- 8.
The project board in the Prince 2 methodology includes roles such as the project executive, senior supplier, senior user, project assurance, and the project manager. These roles have distinct responsibilities.
- 9.
The project plan will usually specify a tolerance level for schedule and spending, where the project may spend (perhaps less than 10 %) in excess of the allocated capital for the project before seeking authorization for further capital funding for the project.
- 10.
Often, a colour coding mechanism is employed with a red flag indicating a serious issue; amber highlighting a potentially serious issue; and green indicating that everything is on track.
Reference
Office of Government Commerce (2004) Managing successful projects with PRINCE2. TSO, London
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© 2014 Springer International Publishing Switzerland
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O’Regan, G. (2014). Project Management. In: Introduction to Software Quality. Undergraduate Topics in Computer Science. Springer, Cham. https://doi.org/10.1007/978-3-319-06106-1_3
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DOI: https://doi.org/10.1007/978-3-319-06106-1_3
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