Guide to Project Management: Getting it right and achieving lasting benefit, 2nd Edition

Chapter 1

The components of effective project management

FOR ANY NEW FORM OF MANAGEMENT to be accepted, it must be sold to those who do not yet believe in it. Until an organisation has had time to get used to the new way of working, apathy and cynicism towards its introduction are likely. It is common for the promoters of change to be subject to some friendly fire because not everyone will think as positively about project management as they do.

Project management has much to do with identifying and managing the risks a project may face. It can be unsettling for those who are used to solving problems once they have arisen rather than working in advance to prevent the problem arising. This is the essential difference between risk management and “issue” management and is central to the introduction of a project-based culture. Many people may be impressed by the hero who charges in to solve problems, but arguably those who studiously identify things that could go wrong and do a great job of avoiding the need to call in support deserve greater praise and assistance. These two extremes of character can be seen not only in individuals, but also in organisations. There are issue-managing and risk-managing organisations. The former encourage and reward heroics in managing current problems and challenges. The latter praise those who seek in advance to mitigate the likelihood or impact of those problems and challenges. Project management is more effective in an environment that supports ...