Project Management

Project Settings

A project’s main characteristic is its unique objective. It differs from day-to-day business which is characterized by routine and recurring processes. Clients and project managers alike should be aware of this. A project manager works on different terms than a senior staff member. The above mentioned difference also implies that a project manager can’t always rely on pre-determined processes, documentations, or procedures all staff members are familiar with. Sometimes, using those established staff-relevant procedures raise the costs of a project. Before starting a project, evaluate which of the established processes are recyclable and which have to be built from scratch. Following that line of thought, a project manager has to be flexible as well as pragmatic. One aspect of a project manager’s job is to determine methods, processes, tools, and structures to realize a given project. Those decisions usually are made at the beginning of a project. They should be adjustable according to the increasing insight into a growing project. A project manager pragmatically calculates the available means in line with size and requirements of the project, adhering to all parameters.

A Project’s three fundamental Energies

Three main energies are at work in a project. They don’t always pull in the same direction.

It’ll be essential for a successful project to focus all of those energies on one objective. A project manager always should keep those three pulling forces in mind.

Project Paths

To achieve a project’s goal is to plan prudently and proceed according to that plan. If you can’t put the plan to practice, sooner or later you’ll be bound to merely react to incidents. But then, you can’t rely solely on a systematical line of action. There are always risks, malfunctions, or alterations to the specifications. A project manager is aware of processes being in a state of flux. It would be wise to arrange a change incident procedure in cooperation with the client before starting a project. Important questions to be settled are: How are these changes absorbed? If taken into consideration, in which way can a deviation be calculated? Who decides which project alterations will be implemented?
Mishaps are bound to happen. It would be prudent to always have at least two solutions: a fast one and a lasting one. If a plan only features a fast solution, a product’s lifespan could be afflicted with a lingering maintenance problem, raising costs or preventing future enhancements.

Project Managers and Quality

A project manager is the one who determines a project’s quality and defines the structural and analytic quality control (QC). Over the course of a project, a project manager breathes life into quality and QC. At the start of a project, the manager has to devise the necessary quality standards together with the client. It’s of great importance to closely adhere to those standards which include the favored documentation process, maintainability, and c
onfiguration management.
A project manager also has to install checkpoints. Checkpoints are necessary to keep the client informed and are useful to re-calculate possible improvements.


The main tasks of a project manager are to tap a team’s full potential and to maintain a client’s confidence in the project’s development.
Maybe the project manager has contributed only a little to a project’s effective output but rather was the lubricant keeping the engine running smoothly.