Project management is a methodology for managing resources in time and money, across projects, in order to deliver the required product and/or service.  It is a discipline that focuses on a clear understanding of what, when, how, and why the work should be done and achieve objectives, as you would find on PRINCE2 Foundation training belfast.  The term project management summarizes the work of:

– Planning- Anderson- Committee opportunities- Control the budget- Assembling the team- Dealing with resistance

Each of these four roles requires certain skills, attitudes, and knowledge.  However, of the four, the project manager must fully understand the source of risk: external as well as internal.  Historically, much effort has been directed toward minimizing the impact of the project on corporate or individual reputations.  To establish the need to address the issue of dealing with resistance, the sponsoring agency, sponsor, and sponsors — usually more senior than the process manager — have followed a consensus-driven move.  The thinking goes that if there are better procedures in place for all participants; the work breakdown cost, or the schedule will actually be reduced.  After all, socially responsible organizations typically include quality just about anywhere.

Unfortunately, this philosophy, albeit established through the earliest organization definition research, produced a set of processes that only focus on what the organization can do.  Others state, it highlights the role of the sponsor as a funder of the project.  As a way to apply more substantial analysis, the sponsor, the sponsor management, and the sponsor’s formal and informal leadership typically question the need for any development (1) to a more straightforward methodology; (2) to reduce yield, (3) to increase confidence, and (4) to assess the integrity of the retired signifies major preparation for trust issues; and (5) to help lower project hurdles … the list goes on.

It has also been a practice to stage periodic reviews to verify knowledge as things shift resulting in re-training, re-analyzing, or a re-engineering of the project process.  More recently, the issue has been to create a set of standards to be followed for all the above activities.  This focus on the establishment of standards and to discuss acceptance of the performance standards helps to assure that the “do what it takes standards” will be adhered to by all interested signs.  Yet, a key overlooked requirement for failure is to provide a set of tools to help manage the important issue of resistance.

Here the initial mindset of project managers generally varies from one of being visionary to one of being detail oriented.  Similarly, one concern is to be up to date and on top of specific details of the project.  While the clear understanding of the field and prospects is necessary, it must be balanced with the reality of the work to be done and the challenges that might be reaped.  Ultimately, the responsibility lies with the project manager to keep the project manager in the loop.

So, it would seem that projects require an optimal methodology in addition to organizational skills.  In essence, this statement is consistent with the focus of the traditional project/program management methodology.  However, a far more valuable tool would be the new paradigm of project/program management that puts emphasis on the level of management of the project and program, the person/s responsible for the project and his/her stakeholders, and the individual/s responsible throughout the process.

Consequently, a more highly tuned, supported means to manage, mandate, drive, and test successful projects is necessary.  This includes:

(1) leadership identification that people generally provide the higher probability of achieving favorable results

(2) an emphasis on understanding the styles and motivational preferences of the project managers and their organization,

(3) a requirement for the support of the project manager and the project team from executive personnel to staff at all levels of the organization,

(4) increased acceptance of the need to manage “_ unanticipated” end-of-project issues, and

(5) a practice of using the inbox as the Scribe for maintaining a regular – and highly interactive – pulse on the issues affecting the manager, team, and program.  This now is how or where project/program executives and mavens of the organization get real value from managing these things.

According to Tom proceeding to the — “The Master Key to    Project Absence is Follow-Up.”, published in the Robert H. Fairlessly Management Journal,  this is the single most important step to understanding the resistance you face during management of the project/program.  Without getting thorough, honest, impactful production and management reports, the project heads can’t assess systemic causes of failure and identify them for needed intervention.