Projects are used to capture improvement or development initiatives sitting outside of normal business.
The project manager then develops one or more designs (e.g.
including prototypes, product sketches, building plans etc.) outlining the approach they will take to meet project requirements.
This includes identifying an owner/sponsor who is going to be responsible for delivery and for allocating the necessary resources if the project is approved.
Many unsuccessful projects can attribute their failure to a lack of work at this initiation stage as the end result should be the production of an agreed and resourced project plan (Newton, 2016).
It requires a start point, with established project initiation processes, it needs to be defined in scope so that resources and constraints are understood and possess realistic objectives.
The project must be planned, monitored and controlled throughout its life and there needs to be a mechanism to capture any lessons learned. A range of management processes and associated organisational concerns must be addressed if project benefits/deliverables are to be achieved.
PMBOK® is a knowledge-based approach that provides project managers with information about proven and successful project management approaches (Meredith & Mantel, 2010).
PMBOK® argues for a balance between the application and deployment of knowledge, behaviours and processes.
Managing the project effectively can become the core output as it is too easy to focus on the processes required rather than delivering the project objectives (Morris & Pinto, 2004).
PMBOK® - the Project Manager’s Book of Knowledge - is a term used to describe the body of knowledge, skills and competences residing within the project management profession (APM, 2006).