Click the PDF icon below to from the Online Library. Book Description - ISBN 978-1-62620-958-9 (42 Pages) Organizations are increasingly using project management techniques within their operations and the specialist language of project management has become more and more commonplace in managerial and executive meetings. This trend is here to stay and it means that managers need to be familiar with project management roles, terms and processes.

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Chapter 1 - Managers now find that they are frequently involved in projects that are being managed using a formalized project management methodology. Communications forms a key part of such projects and if you are going to be successful in your role as a manager it is essential that you have a thorough understanding of project management terminology, processes, and procedures. Chapter 2 - Everything that an organization does can be categorized either as a project or process. Bmw Sat Nav Disc Iso Mount more.

A process is something that happens continually and has a low risk associated with it, whereas a project happens once and has a relatively high level of risk. Chapter 3 - Project management is the discipline of planning, organizing, motivating, and controlling resources to achieve specific goals. A project is a temporary endeavor designed to produce a unique product, service or result. It has a defined beginning and end (usually time-constrained, and often constrained by funding or deliverables), undertaken to meet unique goals and objectives. The primary challenge of project management is to achieve all of the project goals and objectives while honoring the constraints on scope, time, quality and budget. Chapter 4 - The way in which an organization is structured is largely a result of whether its day-to-day work is process driven or project driven.

Every organization is unique and these classifications are only useful in that they illustrate the fact that project management is likely to present more of a challenge in process-focused organizations than in those that are project focused. Chapter 5 - In a matrix environment, an individual may 'belong to' a particular department but they will be assigned to different projects and report to a project manager while working on that project. An advantage of the matrix structure is that it can lead to a more efficient exchange of skills and information as people from different areas work closely together. A disadvantage of the matrix structure is that it is a recipe for disagreement between the line manager and the project managers. Chapter 6 - Project stakeholders are individuals, groups, bodies and organizations that are actively involved in the project, or whose interests may be positively or negatively affected by execution of the project or project completion. Chapter 7 - The sponsor is responsible for securing the financing and overall resource budget approval and owns the opportunities and risks related to the financial outcome of the project. They may be referred to as the 'business sponsor,' 'project sponsor,' or 'executive' and are usually a senior manager with a direct interest in the behind the project.