PRINCE2 Project Management Specific Results

The main purpose of a project is to achieve a specific result.  That specific result is defined as being anything from there being an end date that a specific organization wants to meet, to there being a specific cost to be achieved. As outlined on a PRINCE2 Foundation Training Manchester. Below in this article, we will cover the PRINCE2 Project Management Specific Results.

PRINCE2 Project Management Specific Results
PRINCE2 Project Management Specific Results

PRINCE2 Project Management Specific Results


A project manager will often be responsible for more than just the end result.  Sometimes the project will be defined by the end profit of the organization and if it is going to be responsible for high revenues then the project manager will need to get buy-in to this aspect of the project.  At other times, however, a project manager will only be responsible for making sure that the project will not deviate from the organization’s expectations of what this project is trying to achieve.  Most of the time a project is the clearinghouse for plans from support functions within the organization.  In times like these, a project will have to be able to deliver plans as promised.  A deliverable plan will be pre-defined.  Once that is done then the project manager will again have to deal with changes to those plans as the project progresses.

The role of a project is not to be a stagnant tool.  There are more and more projects being started every year that are not preceded by existing projects.  If you are planning on new projects more than future projects, then you will have to be prepared for new projects and deliverability plans once something is locked in.  Planning for new projects and using them as support for “known” projects is predictable.  Most organizations are “not” planning new projects.

Projects are used to meet goals of revenue and productivity.  In fact, projects are sometimes set to meet revenue goals and usually pay for themselves in 1 or 2 projects.  But the important thing for project managers is that once a project is started, the “end result” is not what is determined by the agenda at the end of a project.  Most project managers have their hands tied with other people and policies than the power to set and fund projects.  This can be a problem with the rigidity of returning work for funds already paid.

Projects can create huge bottlenecks in times of finite resources, more knowledge and personnel than are available, or simply there are better things waiting to be done.  Intense labor-intensive information management can be the result of too much to do for too little is available.

Projects are often more exasperating than being productive.  Because of the workforce, a project is often a way for people to prove their skills to their boss.  This is oftentimes a good thing, but it is also an opportunity to make your presence and worth to your organization known within your account-

Project management, as it occurs on a project level, is continually evolving.  A good project manager will constantly remind themselves of the next great thing to do and one day the perfect triumph of goodwill flow to the well-managed project.  Of course, the perfect triumph of goodwill is not always possible anymore.  This will require a management team to be able to apply an appropriate process so that temporary dissatisfaction that will need to be worked out to meet the desires of the end-users and the project goals of overall improvement and forward progress can be dealt with.

The whole point of project management is to function efficiently and to achieve projects as quickly as possible while maintaining a standard of quality that will serve the organization well for years.  With the proper project management routine, an organization can make its most of its projects.

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