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Project Management

Notes success of the implementation, but also the success of the system once it is in production. The
importance of breaking through the fixed ideas. One example of this is just the view people
adopt about the role of technology in an implementation. Whether you are talking about new
roles – changing processes, using technology to work more effectively and efficiently, you are
generally talking about breaking down fixed ideas.
One of these fixed ideas in project implementation is the concept that success lies in finding the
perfect technology solution to the problem – nothing could be further from the truth. While
consistently getting more focus, probably because they are more clear cut, the technology issues
in an implementation are normally the more easily resolved in the typical project; while the less
clear cut human factors are pushed to the back burner. In reality the success or failure of any
project implementation rests on the ability of the principals involved to manage the “human
factors” of the project. Another common example of fixed ideas is the adherence to procedures
simply because that is the way “we have always done it”. Many opportunities are lost in system
implementations because the people involved refuse to view the implementation as an
opportunity to evaluate current processes and look for better ways of working.

If success is measured both in terms of bringing the project in on time and within budget as well
as the satisfaction with and the ability of the users to use the new system, then managing these
“human factors” is the real key to the success of any implementation. This puts a lot of pressure
on the project leadership and/or perhaps even more pressure on those who appoint that leadership
team.
Self Assessment

State True or False:
10. Establishing the project organisation is one of the more important things to do at the start
of a project.
11. A “pure project organisation” is a model of a business where project managers have total
control over the project they oversee.

12. Matrix Organisation was introduced in UK in the early 1960s.
13. Matrix organisation is a hybrid structure.
14. The Functional Manager has authority over the physical aspects of the project.
15. The Project manager has authority over the administrative aspects of the project.

5.8 Summary

 A project manager has to deliver the performance with better success rates.
 He is responsible for keeping in touch with the clients who have assigned the project to his
company and make them aware of the status of the work finished.

 He should be able to lead his team and bring out the best in them.
 Project Manager Duties and responsibilities are closely related to each other.
 A manager is someone who manages the five Ms of a business, namely men, material,
machine, money and motivating factors.
 A project manager receives formal project management training to deal with any project,
closely related with construction, architecture, telecommunications and other infrastructural
projects.

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