successful project management - Commonwealth of Learning

Chapter 5 logically follows planning effort by highlighting decomposition of tasks in
what is referred to as structuring and scheduling of the project. Key issues that are
expanded upon include: the work breakdown structure; definition of activities;
scheduling of such activities; allocation of activities; and planning alternatives.
Instruments such as the Gantt Chart are explained contextually. Both the feasibility
and viability of a given project repose in the way the project team conducts business.
This matter is accommodated in Chapter 6 where ideas of building up a team are
given voice. It is argued, in that chapter, that first and foremost, the project manager
should have an accurate knowledge of the self before getting to know team
members. In brief, individual differences are crucial and should be managed with
sagacity. The key idea discussed in the Chapter is the close link between teamwork
and productive project management.
The project baseline, which is the focus of Chapter 7, arguably falls into place when
planning is complete and the team members have agreed all the scheduled dates. At
this juncture, values are stored, and these include the agreed tasks; the scheduled
start and finish dates for the tasks; team members who will be responsible for
scheduled tasks; and the budgeted cost. All that is done cognisant of performance,
cost, time and scope (PCTS) of the project. On grounds that first things will have
been given their priority, Chapter 8 deals with yet another very important aspect,
namely, project control and evaluation. In order to make informed decisions both
during and after the project there ought to be regular meetings, regular reports,
regular reviews, as well as budget control. The Chapter ends with a reminder to the
project manager of what he/she should have done for successful management to
occur. This is in the form of a checklist. Chapter 9 focuses on the issue of managing
project team meetings.
Chapter 10, the concluding chapter is the rallying point of insights and wisdom
garnered during the study of the entire text. It is argued, and we think logically so,
that simulation is closest to verisimilitude. Case studies have been consciously
developed to enable application of ideas and principles of project management
discussed hitherto. By engaging actively with the Case Studies, we are optimistic that
you will typically apply the discourse of project management to your situation and
continue to be a successful project manager ever after.
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