Principles of Project Management

This presentation discusses the principles of project management, including project integration, scope management, time management, cost management, quality management, human resource management, and communications management. It also explores the factors of successful projects and the conditions when project management practices are not executed. References are provided for further reading.

Principles of Project Management

Application of an effective procedure,
methods and the knowledge areas
 Project integration- It includes a fundamental plans in developing the charter
of the project that is been created at the time of an initiation phase. It is a
document that sets the project and assigning it to the project manager.
 Managing Scope of Project- In this area scope of the project is been defined
in the scope statement that is converting sentence to the bulleted list which is
comprehensive in reducing the major part of the project risk.
 Time management- It provides for the schedule management that includes
creating schedule for a project which reflects defining the activities and
preparing the task list which touches each aspect of project.

CONTD..
 Cost management- - It means an area that involves preparation of the project
budget that means having a good estimating techniques.
 Quality management- It is stated as part of overall project plan that contains
all the quality specs for a service or the product.
 Human resource management (HRM)- In this phase a best team is been
assemble for tracking the performance for ensuring progress of the project as it
is planned.
 Communications management- At this point of area, dissemination of the
communication is been identified which includes controlling communication
by monitoring effectiveness of project planned and adjusted.

Ways in which project management
relates with the project failure and
success
Factors of successful project
Involvement of the user
Support of executive management
Clear statement of the requirements
Proper planning
Realistic expectations

CONTD..
Factors of project failure
Shortage of resources
Unrealistic expectations
Incomplete requirements
Changing specifications
Technical illiteracy
lack of the IT management

Conditions when the practices of project
management are not been executed in
the projects
 Company is not having a committed sponsorship- When
managers of the company are not having a strong commitment to
cultural change that is needed for getting better management of
the project.
 Overall organization is not involved- If the manager does not
value the skills regarding project management then he is not said
to be a good project leader.

CONTD..
 An organization is not having lot of pain across the project- In many of the
circumstances, projects are not seen as under pressure for getting completed
within fixed period or deadline.
 An enterprise not scaling approaches and the processes- It is the common
criticism that is reflected cumbersome, taking too much of the focus, paper
intensive from the work at the hand.
 Project team fight for the changes- Most of the organization seeks for
resolving their problems and in doing their job creatively with minimum level
of supervision.

REFERENCES
Hornstein, H. A., 2015. The integration of project management and organizational change management
is now a necessity. International Journal of Project Management. 33(2). pp.291-298.
Behera, P., Mohanty, R. P. and Prakash, A., 2018. An investigation of implementation issues, process
phases and knowledge areas of project management in the performance of construction supply
chains. International Journal of Project Organisation and Management. 10(2). pp.137-157.
Reusch, P. J., 2015, September. Extending project management processes. In 2015 IEEE 8th
International Conference on Intelligent Data Acquisition and Advanced Computing Systems:
Technology and Applications (IDAACS) (Vol. 2. pp. 511-514). IEEE.
Joslin, R. and Müller, R., 2015. Relationships between a project management methodology and project
success in different project governance contexts. International Journal of Project Management. 33(6).
pp.1377-1392.