A goal is an aim. Project management is the concerted effort to achieve these aims. As you can find on a PRINCE2 Foundation training courses uk.
Managers at all levels:
-Understand business performance and economic trends to set their planning
The four most important components of project performance are:
-Time, the time required to produce the project’s results.-Quality, the level of quality results from the use of resources.-Downtime, the time required to recover from that which was lost.-Re-work/ defects
The concept of project management underlying these components is simple – normally an estimated time, quality, and schedule target, which if met, ensure a fit-to-purpose result.
Project leadership has to understand these dimensions to succeed:
-Identify the agreed processes and methods, do not sacrifice quality/ performance for the sake of the economy.
-Establish a baseline of likely limits and ‘service-level agreements. Talk about and seek the views of the project stakeholders.
-Who is accountable for each step? At any one time, an ‘Agricultural’ approach has been used by pilot program managers – they have to calculate the consequences each step may have. Note the root cause of a step that may not be needed in future stages of the project and discuss this at the great length of time needed to correct it.
-Measured performance against the agreed targets meet effectiveness and implement a re-plan.
All this takes time, effort, skill, and judgment, and managers probably are not very good with these when faced with re-planning and re-work, and feelings of frustration. Equally, they may feel that their ‘agile’ ideas, which may lead to stage fixations, are bloated and/or artificial. They may also be engaged in running before their ‘agile’, run-in’ project is completed, and project members no longer have their opinion valued. Prevent this by litigation; forecasters; a strong vision of its robustness, or act as a clearinghouse never to enlist the support of project stakeholders.
Project management may seem even more complicated in practice than is reflected in the written instructions. Practice ill-impacts the status of this understanding. The most common cause of bad experience with project management is the over-reliance on the project management plan and is the opinion that a document describing a plan is the ‘tax sheet’ that managers use all the time.
The best method that must be used to produce a plan is to prepare it in the format in which planning is normally carried out:
Project management is like driving. If you’re on a road trip, have your driving lights ready. They are those special tools that enable you to steer. Remember, the group of participants do not have the same view and understand the opportunity to decide whether a plan is robust or not. If you don’t have the complete view and do not communicate problems, it may be that in the end, you abandon the plan and become one of those losses.
Project management often presents opportunities and vulnerabilities that constitute High risks and/or significant opportunities in the current business environment. That means that planning and control measures must be designed to encompass these opportunities and vulnerabilities.
The planner needs to have a steering group that provides them with energy, direction, and change management.