This informal CPD article ‘Project Management: An Overview’ was provided by London Optimum Training & Consultancy (LOTC), a UK-based training and consultancy provider committed to professional development and organisational performance.
A brief glance on the internet will reveal many various definitions of project and project management. A project is a series of activities designed to reach a specific outcome within a set budget and timescale (1). With project management, managers can focus on priorities, track performances, overcome difficulties and adapt to change. It gives manager more control and provides vital tools and techniques to help them lead teams to meet objectives on time and within budgets.
Project management is not necessarily about doing the tasks included in the whole project, but instead it is the management or organisation of the tasks included in the duties of the project. Projects are not the same as everyday work or normal duties. They are special actions that need good planning and demand effective management of people to get things done well (1).
The importance of Project Management
So, why is project management so crucial and vitally important? It is interesting to note that more managers are being tasked by organisations to deliver projects for their company (2). The managers come from a range of disciplines and professions but often have one thing in common: no formal project management training.
Professional project managers used to be found only in some large multinational organisations who had dedicated project management offices (PMOs). They were involved with large strategic programmes and initiatives. Furthermore, many IT departments had project managers working almost continually on software development, upgrades and roll-out projects (3). By contrast, for the vast majority, project managers had a day job too. They had to fit in the management of projects along with their day-to-day line management activities. These managers were often marketing or customer service managers, who were involved from time to time in the delivery of projects for their department or the wider business.
Developing Project Management skills
Project management has stopped being a specialist item for a few dedicated individuals and has entered the mainstream. It is often crucial to the success of a business. It is a key management capability for the twenty-first century (4), one that all managers should look to acquire and develop.
It is useful to start by looking at your current skills and understanding how project management works. Then you can learn to spot the main tasks in a project, decide which one’s matter most, and see how they fit together. Study how to handle risks, plan ahead, and deal with problems when they happen. Building these skills helps both your workplace and your own career, since project management is something, many jobs expect as you progress.
A sustainable way of doing project management keeps you, your team, and your organisation moving forward and ready for the future. The first step is to understand what project management really means and to know your own and your team’s current strengths. In today’s global and competitive world, good project management can be key to success (5). Your team needs to work well together and you need to lead them properly because poor leadership or weak teamwork can lead to failure.
Final thoughts
Project management isn’t just for experts anymore. It’s bigger than that and something every manager increasingly needs. Knowing how to plan, stay organised, and lead people makes a big difference in getting things done right. Good project management helps teams work better, avoid mistakes, and reach their goals. By improving these skills, you help your organisation succeed and build your own confidence as a leader.
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REFERENCES
(1) Project Management Institute (PMI). (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (7th ed.). Project Management Institute, Inc.
(2) Kerzner, H. (2017). Project Management: A Systems Approach to Planning, Scheduling, and Controlling (12th ed.). Wiley.
(3) Slevin, D. P., & Pinto, J. K. (1987). The project implementation profile: New tool for project managers. Project Management Journal, 18(4), 57-70.
(4) Dinsmore, P. C., & Cabanis-Brewin, J. (2014). The AMA Handbook of Project Management (4th ed.). AMACOM.
(5) Müller, R., & Turner, J. R. (2007). The influence of project managers’ emotional intelligence and transformational leadership style on project success. International Journal of Project Management, 25(1), 49–59.
