I'm agree with this. Better efficiency in delivering services: Project management provides a “roadmap” that is easily followed and leads to project completion. Once you know where to avoid the bumps and pots holes it stands to reason that you’re going to be working smarter and not harder and longer.
One of the most difficult aspects of project management has nothing to do with projects themselves. It has nothing to do with technology, timelines, budgeting, or functionality, and everything to do with good ol’ fashioned negotiation and diplomacy.
Let us explain.
Project managers are in the business of delivering solutions for their internal customers (business users). And if we’re to believe the classic adage, the customer is always right. Taking that logic a step further, therefore, project managers, by definition, can’t really say “no” to a project all too easily.
If a business manager requests better functionality for a product and an accelerated delivery time, the project management office has to make it happen.
But what if it can’t make it happen? What if the business user’s understanding of technology is, shall we say, a bit unsophisticated? What if their needs are simply impossible to implement? What if there’s no budget?
In other words, how do project managers – technologically-inclined individuals who, generally speaking, didn’t take management classes in college – navigate this potentially awkward and disruptive conversation?
It’s a challenge that startups face every day, particularly those operating on the fly without any standardized management processes in place.
Ultimately, at the end of the day, project managers shouldn’t be strictly “yes men” when it comes to business requests. As stewards of the startup’s budget, they must learn how to say “no,” or if that’s a bit too harsh, at least, “Well….maybe. Let’s talk it over.”
This article from Inc. Magazine talks about the most basic issue that most project managers face on a regular basis. Often times it takes project managers more time in managing a project than it does in actually working on that project. There are different apps and software mentioned in the article that can make project management a less time consuming task for all project managers.
The project manager is in charge of updating the project plans to reflect actual time elapsed for each task. The project manager and business owner pull together the project team and those who have an interest in the outcome of the project (stakeholders) to analyze the final outcome of the project.
I dont particularly agree with the point that project management has nothing to do with technology, timelines, budgeting, or functionality. If we call upon the crust and core essence of management we will see that the management of a project solely revolves around the time and cost estimates. However, the project manager does need to get in the habit of not accepting all the requirements from the business user without preparing a feasibility report.
Why does the writer make it seem as if the project manager must talk down to the tech-illiterate business owner? That's a little insensible.
I totally agree with the blog. An effective project manager should be effectively delegating the tasks to others. Also he must be careful in accepting the changes out of scope as "scope creep" is the most common reason of projects' failures.