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Handling Special Projects for the Project Management Professional

Some projects are the function of unusual circumstances or occur less frequently than most other computing activities. These types of applications fall under the heading of “Special Projects” in the field of project management. Examples include system integration due to mergers or acquisitions, application reengineering, and the well-known year 2000 conversion. Managing these types of projects can challenge even the most experienced and seasoned of professional. Sometimes, there is a tendency to administer similar procedures as those used for more standard projects and the results can be less favorable than expected. The most important aspect to remember in these situations is that project management should not be exercised in such a way that it ignores the peculiar aspects of such one-time projects.

Project management cannot be viewed as a solitary management activity but rather a set of dynamic principles that can be cultivated and improved through practical experience. Ignoring the need for continuous improvement would be as detrimental as ignoring the basic principles for applying project management itself.

On the other hand, it is yet another facet of the intricate process that defines the overall manner of project management. Despite the obvious need for managing projects and the necessity to improve the process, many organizations continue to fail in the consistent and repeatable application of project management principles. This may be due, in part, to the overwhelming difficulties of technical projects, partial success, or misunderstanding the evolution of the project management life cycle. Nevertheless, without a commitment to measurement, further improvements to project management efforts will stagnate and organizations will rely on ineffective techniques to manage computing activities.

Planning the project management activities for the challenges of tomorrow’s business environment will remain difficult, but not impossible. Opinions and predictions about future computing technology or shits in economic direction should be viewed cautiously, especially since many predictions tend to confuse rather than aid in project management endeavors. For those of us who have earnestly pursued the rigors of managing projects, it has demanded the best of our skills, including the dedication to succeed.

From my own experiences as a senior IS executive, I appreciate the challenges that project management poses in a time of rapid, yet exciting technical change. I hope you continue researching project management strategy to gain important concepts that add knowledge to your existing expertise, as well as provide you with the tenacity to improve your management skills.

John Reynolds has been a practicing project manager for nearly 20 years and is the editor of an informational website rating project management software products. For more information on project management and project management software, visit Project Management Software Web.

Source: www.isnare.com