| The Importance Of The Project Management | | | | greater scope to move in the event that contingent |
| System To Meet Deliverables And To Complete The | | | | actions or adjustments become necessary. If you |
| Project On Time And On Budget | | | | get pushed for time, you can allocate extra |
| Bring projects in on time and on budget is always a | | | | resources as part of your contingency budget. |
| challenge. With the competing demands for labor and | | | | Although profitability may be slightly compromised, a |
| capital, projects have many internal and external | | | | positive project outcome is much more desirable than |
| forces that can contribute to derailment. It takes a | | | | having to put out fires or explain to management |
| strong sense of direction, efficiency and leadership to | | | | why inadequate checks and balances were not put in |
| keep the project on track. The following guidelines | | | | place. |
| are some helpful tips that every project manager can | | | | (iii) Make use of software reporting capability to run |
| use at one time or another. | | | | regular reports for performance improvement. You |
| (i) Always take the extra time upfront to make sure | | | | will be surprised how much feedback reports can |
| that the business case has been adequately defined. | | | | provide if you take the time to set them up. Process |
| Often, commercial demands desire to deliver a quick | | | | improvements and superior resource allocation all |
| project outcome. Whilst expediting the project should | | | | contribute to an increase in productivity and a |
| be firmly part of the agenda, taking the extra time | | | | reduction in costs. Ultimately this affects the bottom |
| upfront can pay long term dividends. When projects | | | | line. A good project manager strives for continual |
| are rushed the functional purpose of the project is | | | | improvement. |
| often compromised and important details get | | | | (iv) Take the time to build a relationship with staff |
| overlooked. As the project manager it is important | | | | and team members. Successful project managers |
| that you steer the client towards doing the | | | | need to know how to get the best form staff. A |
| necessary due diligence to ensure you have a | | | | good leader builds respect and this respect transfers |
| watertight business case. In the event that the | | | | to project success. Often, when extra effort is |
| project is deficient in some way, you may be liable to | | | | required, if you have taken the time to build respect, |
| take the blame is important details are overlooked. | | | | team members will respond when the challenge |
| Costly damage control measures can send the | | | | arises. |
| project off course, result in budget blowouts and | | | | These four tips have stood the test of time. You |
| cause client resentment. Project managers need to | | | | should keep them in mind, think about them and |
| have the foresight to take charge upfront and | | | | apply them to your circumstance. You might be |
| demand that project are subject to proper due | | | | surprised, if you contemplate these suggestions how |
| diligence prior to commencement. | | | | you discover new insight that leads to greater |
| (ii) Always build in some contingency into the | | | | project success! |
| schedule and the budget. Doing so will give you | | | | |