Itm533 It Project, Logistics, and Contract Management

ITM533 IT Project, Logistics, and Contract Management Summer 07 Module 1 Case Assignment Dr. Kathleen Hargiss Project management is definitely more art than science. Project teams consist of people and no two people, personalities, or skill sets are the same. This is the project manager’s blessing and curse. Given the 14 Key Principles for Project Management Success (Greer 1999), no two project managers will interpret these principles the same, nor will they execute their duties with equal skill. I will demonstrate the art of project management as I step through these 14 Key Principles. Project managers must focus on three dimensions of project success. With these three dimensions including time, budget, and quality we imply†¦show more content†¦flag may well get fired. It is likely however, they find themselves rewarded with a hefty bonus for saving the organization thousands, if not hundreds of thousands of dollars. This is the art of fortitude. Project managers must fight for time to do things right. The project manager is the gatekeeper ensuring that his team has adequate time to complete the tasks at hand without secondary diversions. The project manager understands the intricacies of reporting to several bosses at one time. As gatekeeper, the project manager communicates the need for time dedicated exclusively to the project and without interruption. Again we see the art of communication and persuasion at work. (Kondo, 2007) Project manager responsibility must be matched by equivalent authority. When a project manager does not have the authority to make decisions then he is not the project manager. The person holding the authority must trust the project manager’s competence to make sound decisions in the interest of the organization. A project manager who fails to make decisions when granted the authority to do so will likely fail. When a project manager is given the responsibility for the project successfully executes the equivalent authority, this is the art of leadership. Project sponsors and stakeholders must be active p articipants, not passive customers. If these individuals truly care about the final outcome of the project, their involvement in