Project Management is a term applied to many positions that, at first glance, appear to be very different. The position can be found in most fields, particularly in engineering and technology development, ranging from construction to information technologies. Project length can vary anywhere from a few months to a few years. With such a range of applications, the exact responsibilities of the project manager can vary drastically, making the position difficult to define. This is especially true when managing a research project, which is not concrete. Technical development, by definition, means looking for answers that are unknown, but the process still must be managed in order to obtain meaningful results. In order to identify the basic criteria for project management, we will investigate each part of the term individually: this post will define a project; we will then continue to describe management in the following blog post.
In the workplace, most jobs fall in the category of operational positions. These involve a specific set of tasks that are repeated cyclically. For example, an engineer is given the task of calculating physical criteria and creating the drawings for a desired product. The product and the drawings may change, but the process is always the same. Once one drawing is finished, the next one is begun.
A project on the other hand, is finite. It has a beginning, a middle and an end, which are generally broken down into the following phases: initiation, planning, execution, controlling and closing.
Project completion depends on some functional skills as well as others that are not as clear-cut. The initiation and planning phases are primarily solitary endeavors, in which other people are consulted but the work is done by the project manager. The tasks are relatively concise. The scope of the project is defined, the primary schedule is created and a working budget is assembled. These require such skills as good organization, the ability to read and correctly understand a contract and risk assessment. As the project launches into the execution phase, the project suddenly involves many people from different departments, clients, suppliers and site personnel. The critical skills become communication, problem-solving and motivating people. Each phase of the project will be defined further in a separate post, but for now it is important to understand that the tasks involved with each phase of a project are very different and require a varied skill set, not the least of which is flexibility.
Projects are also unique. The objectives, the budget and the timeline can differ drastically, and the role of the project manager is distinct to each project. In some cases, the project is small enough that the project manager can personally oversee some tasks such as purchasing and shipping. On the other end of the spectrum, some projects are very large and can span several years, requiring multiple project managers to oversee all of the different facets. One of the first tasks accomplished on any project is determining exactly what the responsibilities of the project manager will be and how authority is delegated to other parties.
Change is the nature of projects. Some of these are anticipated, such as the natural movement through each phase from initiation to close. Others are no less avoidable, but come up unexpectedly. Problems will arise, weather will prevent construction, clients will change the scope of the contract and people will fail to communicate in a timely manner. Project managers are the conductors in the middle of all parties. They must constantly problem-solve, reassess progress and analyze the best way forward for the project’s critical path. They generally are not an expert in the field of work. In fact, not only is that unnecessary, but can sometimes be counterproductive. Someone who is too involved in the detail work will probably not have the time to have their fingers in all the other pots as well. Project managers must be able to have an overall view to move a project forward and meet the objectives.
Project management is so difficult to define because project managers must wear so many hats. The general structure of a project, however, is consistent across all disciplines and types of projects. Because project managers see these from start to finish, it is the nature of their role to morph as the project is born, develops and is passed on to the end user. The required skill set is broad but also generally consistent from project to project. These skills rely on the forethought and organization. Although basic subject knowledge is required, a good project manager can manage a wide range of projects through good organization and communication.
In regards to technology development in which specific results cannot be known, specific questions define the project and the processes are still managed. Goals address specific needs that must be met. Hypotheses are generated in the initiation phase, then tested using regimented experimentation during the execution phase. Depending on results, timeline and budget, new hypotheses may be formed and tested over the course of the project. However, despite the use of the word “experiment”, this process is certainly not random. Experiment refers only to the controlled scientific process of setting up procedures that will disprove or support hypotheses. A scope, budget and schedule are still maintained.
Post by Amandine Aubertot,
SALLC Project Manager
Stites & Associates, LLC, is a group of technical professionals who work with clients to improve laboratory performance and evaluate and improve technology by applying good management judgment based on objective evidence and sound scientific thinking. For more information see: www.tek-dev.net.
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