Great. You want to learn about Project Management.
It is not only a fabulous discipline for building a career around, it is one of the most valuable life-skills you can acquire.
But if you had to be selective, and needed to focus on just ten things, what would they be? I have around twenty years of experience in training project management courses, and delivering projects, so I have thought about this carefully. Even so, it’s a difficult challenge. But, just for you, I have finally honed my list down to the ten critical things to learn about project management.
Before we get to Number One, let’s put aside the place many people might start: understanding what project management is. Clearly, this is important. So why knock it off my list? ‘Maybe I just needed the slot’, you are thinking.
I shan’t include it because I have heard myself tell groups time and time again, that I may need to teach them what a project is, to make their course complete, but they will never really need to know the definition. What matters in the real world is not some theoretical debate about whether this is a project, or that is just an initiative. What matters is how you get it done: the tools, techniques, systems, and processes that you deploy. The fact is, you will know it when you see it, and as long as you choose the right tools from your toolbox; that’s enough. If you want to know more than that, check out the short video in this article: What is Project Management? Definition of Project.
So, with that out of the way; let’s get on with our list…
The foundations of your project will be its definition. Without getting your definition right, it barely matters what else you learn about project management: your project is likely to fail. I make a great big deal of understanding how to define your project, in terms of goal, objectives, and scope. There are other components to your project definition, but these are the ‘Big Three’ you absolutely need to nail at the start of any project.
But don’t think this is simple: for me, getting your project scope right is not only crucial; it is also the hardest part of project management. Tis is where your negotiation skills will come to the fore, as you try to reconcile the varying needs, ambitions, priorities, and desires of your stakeholders. The good news is that, once you’ve done this, it will all get easier from there!
We have an article: ‘Clear Project Brief’ that will help you to define your project. It lists ten things to include.
This is a simple concept, often taught in a trivial way. The Time-Cost-Quality Triangle (also known as The Iron Triangle) is not trivial at all: it is profound in its implications for your project. Forget the trite sayings, like ‘time, cost, quality: pick two’ and focus on what this concept can do for you… especially when you build in scope properly.
What it cannot do is answer any of your questions nor solve any of your problems. But what it can do is make your choices (and their implications) very clear. The solution to most project management problems is going to involve your choices around time, cost, quality, and scope. Understanding this well is crucial when you start to learn about project management.
You might like our video: What is The Iron Triangle?
There are lots of reasons why project managers split our projects up into stages, but the most important of them all boil down to control. As a project manager, you should be doing everything you can to build systems, procedures, and tools that will give you control. And stages do just that.
Each stage can have specific outcomes, defined resources, and a fixed deadline. All that helps you wth control, but it is the stage boundaries that help most. These are where decisions can be made in what is known as either a Stage Gate or Gateway Process. This is a go/no-go choice of whether or not to continue the project, based on a set of pre-determined criteria. This is not just about control, however, it also contributes to the third of our critical project management concepts…
The word ‘governance’ originates in the ancient Greek word ‘kubernator’ the steersman of a large sea vessel. Governance is an essential concept to learn about project management because you, as project manager, are spending your organization’s or client’s money, and you are putting at hazard their reputation.
Governance, like the steersman of a trireme, needs to achieve three essential roles in a project. First, it must set direction and ensure that the project will fulfil the long-term interests of the sponsoring organization. Second, it must make accountable decisions when the project encounters unfamiliar shores or unexpected turbulence. And finally, it must oversee what is going on, to ensure that the projects ship is being properly managed.
A lot of project governance is also about getting your project documentation right. You might like our article: ‘The Secret to Getting your Project Documentation Right‘.
Who cares about all of this? It is your stakeholders. If there is one thing that I would single out for every new project manager to learn about project management… and really remember, every day of their working lives, it is that it will be your stakeholders who will determine the success (or not) of your project.
Stakeholders are anyone who has any interest in your project. Consequently, the task of engaging positively with them is a substantial commitment. The overall process is simple, but its execution takes discipline and hard work. But relentless attention to your stakeholders can have more effect on your project succeeding than any other endeavour.
As you get used to being a project manager, planning will increasingly become a natural part of your life. Project managers plan instinctively: we can’t do anything without a plan. And that is good, because it makes implementation so much easier and more reliable. The only problem comes when we forget that a plan is just an estimate of how reality might turn out, if things go the way we expect them to.
This is one of the reasons why we have a variety of different planning tools. They help us to see our projects from multiple perspectives, and therefore (we hope) to spot inconsistencies that render our plans risky at best and fatally flawed at worst. If there is one thing I would want all project managers to learn about project planning, it is not the instinct to plan, nor the talent to plan well… it would be an attitude of scepticism about your plans.
You cannot do a project without the right resources, in the right quantities, in the right place, at the right time. Resource planning is at the very core of the practical skillset that you need to learn about project management. By resources, I mean the full set of people, assets, materials, information, and cash.
Money is indeed a resource: it is the master resource that can be exchanged for any of the others. I would also want project managers to learn that time is not a resource. It behaves in a very different way; not least because you cannot store it, save it up, buy more of it, or use it some other time.
If the one thing a project manager craves, above all else, is control (and believe me, it is), then an understanding of project controls has to be one of the most critical concepts to learn about project management.Project controls serve two purposes: they help us to keep our project on plan, and they tell us how we can respond, if (when) our project veers off plan (as it will – see planning, above).
There are many project controls, but the ones that will be most valuable for a new project manager to learn about are: project reporting, change control, and risk management.
Projects do something different. They do it in limited time frames and with constraints on their resources. They can be big, complex, and affect peoples lives. No wonder there is uncertainty and the possibility of adverse consequences. And uncertainty that can affect outcomes has a name: risk.
Project risk management is so important that it is very much a discipline in its own right (at OPMC, it is high on our list of specialist courses we will be developing). But this does not mean a project manager can sideline it and put it solely in the hands of an expert. Even if it were not the case that you will rarely have that luxury, risk management is, without a doubt, one of the most important things for a project manager to learn about project management.
The last of my ten critical concepts of project management is the beating heart of your project during its delivery stage: the monitor and control loop. You know (or should by now) that the one thing we crave, above all else, is control. So constant attention to what is going on in your project is vital. And we do that so that we can intervene as soon as we become aware that our project is drifting ff plan (as it will).
When you exert control over your project, by rescheduling activities, re-allocating resources, re-working deliverables, or addressing risks, for example; you are managing your project. And that is why we learn about project management. To increase our ability to stay in control, and therefore deliver your project on budget, on target, and on time.
All of our Core Courses are designed to cover these these ten critical project management concepts. But then, so too will many other project management courses. So you may want to take a look at a sister article to this one, to help you decide Which is the Right Project Management Course. Other articles you may enjoy, include:
You may also like some other articles, that take a different but complementary view of what is most important.
Dr Mike Clayton is one of the most successful and in-demand project management trainers in the UK. He is author of 13 best-selling books, including four about project management. He is also a prolific blogger and contributor to ProjectManager.com and Project, the journal of the Association for Project Management. Between 1990 and 2002, Mike was a successful project manager, leading large project teams and delivering complex projects. In 2016, Mike launched OnlinePMCourses.
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