Application of Effective Project Management

This presentation explores the application of effective project management processes, methodologies, and knowledge areas for successful project implementation. It discusses the importance of project management in meeting project goals, the key phases of project management, different project management methodologies, and the knowledge areas that project managers need to consider. The presentation also highlights the consequences of ineffective project management and emphasizes the need for following project management processes.

Application of effective project management
Name
Institution
Professor
Course
Date

Introduction
Project management remains a key factor on successful actualization of
project deliverables.
Effective project management application help project managers to meet
project goals conveniently.
Key project management phases are; planning, control, team management and
communication .

Application of effective project management processes
Project management process are used by team managers to communicate to project
members.
Communication has been categorized as one of the key success factors in project
management.
Team management require effective application of project management in order to
achieve project goals.
Ineffective team management results to disagreement among members which in
turn results to project failure.

Application of effective project management processes cont..’
Project control enables project manager and project members to be able to
articulate all issues clearly.
If all processes are not articulated as prescribed, it makes it difficult to achieve
project goals.
Project planning should be the first phase after project idea initiation.
Planning process serves as the basis of lying strong foundation for successful
project implementation.

Project management methodologies
Waterfall is a linear and sequential approach where project execution process
flows downwards in one direction.
Waterfall is mainly used in software development projects where outcomes are
clearly articulated.
Critical Path Method (CPM) categorizes all project into one work breakdown
structure.
Critical Path Method has been adopted as one of the popular methodology in
non-software development project.

Project management knowledge areas
Project scope which outlines the extend and nature of deliverable to be covered
during project implementation.
 Cost management defines the amount of financial resources required during project
actualization.
Communication management outlines flow of information from project leader to all
stakeholders.
Risks management outlines prospective challenges that might hinder successful
project implementation.

Project success/Failure and consequences
Ineffective project management results to project creep which is associated
with change in project scope.
Project management process facilitates effective communication among
stakeholders required for successful project implementation.
Failure to follow project management process results to failed prediction of
project risks which can have advance effects on achieving project goals.

Conclusion
Project management defines processes that should be followed by project
managers during implementation of the projects.
Project management can be actualized through different methods such as
waterfall and Critical Path Methods (CPM).
Project management knowledge areas include; project scope, cost,
communication, and risks management.

References
Anantatmula, V. S. (2010). Project manager leadership role in improving project
performance. Engineering Management Journal, 22(1), 13-22.
Badewi, A. (2016). The impact of project management (PM) and benefits
management (BM) practices on project success: Towards developing a project
benefits governance framework. International Journal of Project Management,
34(4), 761-778.
Ghaeli, M. (2018). The advantage of project risk management tools. Journal of
Project Management, 3(2), 121-124.
Moura, R. L. D., Carneiro, T. C. J., & Diniz, B. D. (2018). Influence of the
project manager's personal characteristics on project performance. Gestao &
Produçao, 25(4), 751-763.