Therefore, any project manager wishing to do well must establish who these stakeholders are (direct and indirect) and make sure that they have considered their needs and expectations from the outset.
Common project management terms include: (Maylor, 2012) Any project possess generic elements across its lifecycle.
It requires a start point, with established project initiation processes, it needs to be defined in scope so that resources and constraints are understood and possess realistic objectives.
The project must be planned, monitored and controlled throughout its life and there needs to be a mechanism to capture any lessons learned. A range of management processes and associated organisational concerns must be addressed if project benefits/deliverables are to be achieved.
PMBOK® is a knowledge-based approach that provides project managers with information about proven and successful project management approaches (Meredith & Mantel, 2010).
PMBOK® argues for a balance between the application and deployment of knowledge, behaviours and processes.
Project risks must be captured and mechanisms put in place to minimise threats and maximise opportunities to deliver the projects benefits.
This requires a quality management approach to ensure that the projects outputs are ‘fit for purpose’, along with suitable health, safety and environmental management controls (APM, 2006).
A project is a temporary endeavour undertaken to create a unique product, service or result, often used to embed enduring business change (Larson & Gray, 2011).
A well-planned project adopts processes that capture agreed benefits from the outset, putting in place mechanisms that monitor progress and delivery (APM, 2006).