Project Management Defined
Project management was once a unique term designated for specialized organizations such
as NASA or the US Army Corps of Engineers. Today, this term is a widespread and
well-known term for almost every business, regardless of its size. Some regard project
management strictly as a business discipline used to “define goals, plan and monitor tasks
and resources, identify and resolve issues, and control costs and budgets for a specific
project”“ (2006, Bridgefield Group). Others view project management almost as an art –
the art of managing the product and service development cycle to achieve a balance of
time, cost and quality”“ (2007, MarketRight, LTD). The Project Management Institute
defines project management as the application of knowledge, skills, tools and techniques
to a broad range of activities in order to meet the requirements of a particular project”“
(2007, Project Management Institute [PMI]).
Almost any human activity that is non-repetitive can be considered a project: building a
new bridge, planning a wedding, or writing a term paper. However, there is a big
difference between carrying out a very simple project involving one or two people and one
involving a complex mix of people, organizations and tasks. It is only human to plan for
the future and in an essence; a project can be captured on paper with a few simple
elements: a start date, an end date, tasks to be done, and some idea of the resources needed
during the course of the project. However, when the plan starts to involve different things
happening at different times, some of which are dependent on each other, and resources are
required at different times and in different quantities and perhaps, working at different
rates, the “paper plan”“ becomes a pile of balled-up, indecipherable notes.
Most people want their projects completed on time, to meet quality objectives, and to not
cost more than what their budget allows. This forms the core of every project: the project
triangle of time, money, and scope (2007, Microsoft Corporation). Project management
control can only be achieved when cost, schedule, and technical objectives are clearly
documented, realistically derived, and managed deliberately (1997, Chapman). In other
words, in order for a project to reach successful completion, the who, what, where, when,
and how of a project must first be defined, which will be done through the establishment of
three major elements: work breakdown structure (WBS), time and cost estimation, and risk
management assessment.
Work Breakdown Structure
Every project should have a specification, which is the definition or purpose of the project.
