What is Project Management and How To Do It

Dick Billows, PMP
Dick Billows, PMP
CEO 4pm.com
Dick’s Books on Amazon

What is project management? It’s a process for producing a predefined result, called a deliverable, on time and within budget. A deliverable can be a highway, an office building, a computer software, a medical records system, a book, a full-length movie and many other things. A project has a specific start and finish date. It is not an on-going effort like managing the organization’s accounting department.

What is Project Management: It Involves Special Techniques

There are special techniques for managing projects and they start with creating a plan. The project plan is a document that details what the project is going to deliver (the scope). It is created by the person who wants the project done (the sponsor) and the person who will manage the effort (the project manager). It also defines what resources the project manager needs and how he/she will manage the people working on the project. The project manager meets with people affected by the project, called stakeholders, and learns what they require the project to produce. As the project manager breaks down the scope and requirements into smaller deliverables, they are developing a pyramid of clearly defined deliverables that lead from the smallest tasks up to the largest deliverables. At the top of the pyramid is the project scope. Good project managers focus on deliverables that are defined by metrics.  Here’s an example of a deliverable defined by a metric, “Design a payroll data entry screen with 25 data fields that allow payroll clerks to enter 65 payroll transaction per hour.”  A deliverable that is based on metrics has a number of very important benefits. First, when the project manager assigns deliverables to the project team members, they know exactly what is expected of them before they start work. They don’t have to guess or worry about failing on their assignment because the PM has defined what a good job is in measurable terms.  With that type of assignment, a team member can break it down more accurately and use their experience to plan their approach to their deliverable.

Second, using deliverables as the basis for the project lets the project manager and team members develop much more accurate estimates of the duration anWhat is a Project Managementd cost of each task. It also lets the PM determine how long the entire project will take and what it will cost. Another effective tool is the work package. The project manager should give each team member a work package which describes their deliverables and details the risks and other factors that will affect their assignment. Then PM and team member use that same work package to develop an estimate of the amount of work in their deliverable(s). This gives the team member something very much like a contract; it explains the expectations the team member must meet.

Third, managing a project that is built with deliverables gives the PM unambiguous checkpoints to measure how the project is doing versus the approved plan. Each deliverable has a crystal-clear and measurable definition of success so the project manager, sponsor and stakeholders don’t have to guess about the project’s progress. After the project plan is approved, the PM executes it by assigning work to the team members to ensure all the project deliverables get produced. As the team is working on their deliverables, the PM is monitoring their progress, controlling the project schedule, budget and scope and solving any problems. As part of this monitoring and controlling process, the project manager makes periodic status reports to the sponsor who initiated the project. During the executing phase, deliverables are reviewed and accepted as they are produced. The project stakeholders and sponsor examine what the team produced, compare it to the specifications and accept or reject the deliverables. The PM doesn’t wait until the end of the project for the stakeholders to review the deliverables. He/she does it as they are produced so they can identify and fix problems early.

Fourth, with measured deliverables as a basis for the project plan and schedule, the project manager can do a better job quantifying the impact of change requests. Using the example above, if the user wants to increase the number of fields on the payroll data entry screen from 25 to 30, the PM can use the metric along with project software and revised work estimates to quickly assess the impact of this change on the project budget and completion date.

After the last of the deliverables has been produced, the project manager closes the project by verifying with the sponsor that the project delivered what they wanted. The project manager will also archive all the data generated by the project so it can be used by other project managers in the future. That information will make it easier to plan similar projects.

What is Project Management: It’s Leading and Managing People

In addition to these planning and workflow management techniques, the project manager also has to lead, motivate and manage the project team. And they must build support from other executives in the organization for the project. Last but not least, the project manager has to “manage” the project sponsor who very often will outrank the project manager by several levels. Managing the sponsor requires a great deal of subtlety and tact if the project manager is to ensure that the sponsor plays their important role in defining the scope and controlling the project.

To learn more about how to use these tools and techniques, consider our online project management courses. You begin whenever you wish and work privately with Dick Billows, PMP, an expert project manager. You control the schedule and pace and have as many phone calls and live video conferences as you wish.

At the beginning, when you and Dick talk to design your program and what you want to learn, you will select case studies that fit the kind of projects you want to manage. Chose you course and then select the which specialty case study from business, or marketing,  or construction, or healthcare, or consulting.  That way your case studies, project plans, schedules and presentations will fit your desired specialty.

  1. 101 Project Management Basics
  2. 103 Advanced Project Management Tools
  3. 201 Managing Programs, Portfolios & Multiple Projects
  4. 203 Presentation and Negotiation Skills
  5. 304 Strategy & Tactics in Project management


Author: Dick Billows, PMP

Dick has more than 25 years of project and program management experience throughout the US and overseas. Dick was a partner in the 4th largest professional firm and a VP in a Fortune 200 company. He trained and developed 100's of project managers using his methodology. Dick is the author of 14 books, over 300 articles and director/producer of 90 short project management training videos. He and a team of 25 project managers work with client companies & students across the US and in Europe, South America, Asia and the Middle East. They have assisted over 300 organizations in improving their project performance. Books by Dick Billows, PMP are on Amazon.com