The Concept Of Project Management & Project Management Practices

A project is a series of processes or activities that need to be accomplished in order to reach a desired outcome. A project can also be defined as a set of inputs and outputs required to achieve a particular purpose or goal. Projects can range from simple to complex and can be managed by one person or a hundred. Projects are often described and assigned by a manager or an executive. They go over their expectations and goals and the team is left with the responsibility to manage logistics and execute the project in a timely manner. Most times deadline or a time limitation can be given. For good project productivity, teams can break the project activities down into individual tasks so they can manage accountability and utilize team strengths and resources.

Business and science treat as a project (or program) any undertaking, carried out individually or collaboratively and possibly involving research or design, that is carefully planned (usually by a project team) to achieve a particular aim. An alternative view sees a project managerially as a sequence of events: a "set of interrelated tasks to be peformed over a fixed period and within certain cost and other limitations". A project may be a temporary (rather than permanent) social system (work system), possibly constituted by teams (within or across organizations) to accomplish particular tasks under time constraints.

The word project comes from the Latin word "projectum" from the Latin verb "proicere", "before an action" which in turn comes from pro-, which denotes precedence, something that comes before something else in time (paralleling the Greek πρό) and iacere, "to do". The word "project" thus originally meant "before an action". When the English language initially approved the word, it referred to a plan of something, not to the act of actually carrying this plan out. Something performed in accordance with a project became known as an "object". Every project has certain stages of development. A project comprises of a tangible and organized effort motivated by a perceived opportunity when facing a problem, a need, a desire or a source of inconvenience (e.g., lack of proper ventilation in a building). It seeks the realization of a unique and innovative deliverable, such as a product, a service, a process, or in some cases, a scientific research.

Every project has a starting point and a conclusion, and as such is deemed a closed dynamic system. It is developed along the 4 Ps of project management: Plan, Processes, People, and Power (e.g., line of authority). It is bound by the triple constraints that are calendar, costs and norms of quality, each of which can be determined and measured objectively along the project lifecycle. Every project produces some level of formal documentation, the deliverable(s), and some effects, which can be positive and/or negative. According to PMI a Project is a temporary endeavor undertaken to create an unequal product/service. technically a project is a temporary endeavor that utilizes resources and consume cost.

Overview of project management

The application of knowledge, skills, tools and techniques are essential to project activities to meet project requirements and objectives and ultimately to reach a desired goal. Turner (1998) defined a project as an endeavor in which human (or machine), material and financial resources are organized in a novel way, to undertake a rare scope of work, or given specification, within the limitations of cost and time, so as to deliver beneficial change by quantitative and qualitative objectives [Turner, (1998)] According to Turner (1998), project-based management includes five functions: organization, scope, time, quality and cost. Kerzner argues that a project is any series of activities and tasks that have a specific objective to be completed within certain specifications; have a defined start and end date; have funding limits; consume money, people and equipment; and are multifunctional [Kerzner, H. (2015)]. Andersen understands projects from an organizational perspective as "A project is a temporary organization, established by its base organization to carry out an assignment on its behalf". [Andersen, E.S. (2008)]. Project management first appeared in 1953 in the US defence-aerospace sector [Johnson, S.B. (2013)].

Today, project management can be seen as a professional scope of study with its own body of knowledge and skills. Project management expertise can benefit any kind of organization. In order to focus on how projects contribute to the strategic objectives of an organization, a wholistic, integrative view of project management provides the most quality. This view should also include the process of selecting projects that can provide the best support for a particular organization's strategy. According to Svejvig and Andersen's latest literature search, six different project management classes have been defined: contextualization (expanding the project concept to include elements such as environment and organizational strategy), social and political aspects, rethinking practice (alternative methods), complexity and uncertainty, the actuality of projects (how projects are actually carried out), and broader conceptualization [Svejvig, P. & Andersen, P. (2015)].

Comprehensive feasibility projects and analysis upfront in order to create a suitable project strategy, governance and delivery configuration. Following the project management approach, thorough work breakdown structures, resource plans and delivery schedules will be covered with the proposed methodology. This approach helps to maximize project delivery performance (cost, time, scope and value), while minimizing project risks. The selection of well-proven project management tools assists project success and offers continual control over the project. This will aid project partners to focus on their work at the same time. A background theory of project management shares several aspects that lead to successful project management. Without a project management method, all project actors will have different ideas about how things should be organized and when the different aspects of the project will be completed. According to Prince2 Project Management methodology project failures are all too common. The reasons for failure are wide and varied.

Some common causes are:

• Lack of coordination of resources and activities;
• lack of communication with interested parties;
• poor estimation of duration and costs;
• insufficient measurable;
• inadequate planning of resources, activities, and scheduling;
• lack of control over progress;
• lack of quality control, resulting in the delivery of products that are unacceptable or unusable

The majority of project management literature has not focused specifically on project managers' perspectives. The latest research conducted by Andersen showed that project managers see their assignments differently. This naturally leads to a situation where better and clearer recommendations on which project management methods are used in project implementation. The overall understanding of a good project management method will support the project to achieve the desired results. The key features defined in this deliverable regarding project management are: the project management cycle, knowledge management, the work breakdown structure (WBS), and project organization structure.

Project Management Cycle

A project can be divided into stages which simplifies the process and enables leadership in the best possible direction. The five project process groups (1983 PMI PMBoK [Project Management Institute. (2013)]) are defined as:

1. Initiating
2. Planning
3. Execution
4. Monitoring and Controlling
5. Closing

At the initiation of a project, the basic idea needs to be well examined and elaborated. Moreover, this starting stage includes goals for the project, decisions concerning the partners and parties to carry through the project implementation, and the project leader writing the plan and/or proposal. Even though the project management cycle and other project management techniques create a tight framework, the leadership should be visionary and motivating [Bass, B.M. (1985]. Instead of looking at the project as a closed entity, this perspective sees the project as an open organization in tight contact and cooperation with the base organization and its environment [Andersen, E.S. (2016]. To be able to analyze and evaluate project management or project success, it is necessary to define the key measures or indicators. In an innovative project, the project success can be seen as long-term impacts: project success in consortia is evidently a secondary and intermediary issue as compared to the expected longer-term impacts in the industry and benefits to member organizations. As primary measures of success, consortia typically seek for example industry-level success as compared to another countrys industry in terms of market shares or profits [Artto et al (2008)]. The set of critical risks described in the project planning phase has been notified when creating the project management cycle explained below

Conceptualization: the elaboration of project scope and methodology shall be defined during this first project stage. This stage includes expanding and including the project concept to necessary elements such as current understanding and study areas. As a result, this stage provided a project plan at the beginning of the project.

Plan and monitor actions (WPs): in order for the project to meet the end users needs, this stage shall redefine the goals and objectives for work package execution. The overall project plan is the stable foundation for the detailed plans. The risks and capacities must be updated and evaluated.

Implementation: Project execution and implementation are fluent processes, if the earlier phases have been effectively conducted. The activities in a CSA project vary and they can include desk-based studies, field studies, active data collection, organizing panel discussions, presentations, end user events, dissemination, collecting and analyzing needs and feedback, providing publications, making research studies more accessible for public audiences, and utilizing and exploiting important data for political decision-makers and/or other end users.

Analyzing, adapting and using: successful execution and implementation of the project or work package provides information and results to be analyzed, adapted and used in applicable areas and fields. Depending on the objectives, the relevant bodies for this phase/process can be project consortium organizations, external end users (e.g. political decision-makers, industry, academics, technologies) or the general public. The use of change management processes, dissemination strategy, communications and exploitation is necessary during this stage.

Capturing and learning: at the conclusion of the project or work package, one purpose is to gain more knowledge and skills at all levels: individual, group (consortium), organizational and public. Failures also provide platforms for the learning process. By sharing ones own experiences, the learning can happen in a wider framework (e.g. higher education). This phase aims to integrate the project findings to broader and wider conceptualization levels.

BENEFITS IN THE ADOPTION OF E-PROCUREMENT IN PROJECT MANEGEMENT PRACTICES

Adopting an e-procurement system in project management practices has brought remarkable benefits to the government and to all project managers, it is also another method for a project manager to save on the management cost and at the same time becoming more efficient in the procurement process of goods online. The chief advantages e-procurement can deliver incle cost reduction, process reorganization, improved contract fulfilment, increased spending under management, and many other benefits (Tiago, 2009). The significant cost saving of e-procurement to the project manager is in the decrement of cost and effort of processing the purchase order which can be handled electronically, as well as the marked reduction in inventory costs and decreased order fulfilment time.

Previous researchers (Ronchi, 2010) identified and measured four types of cost savings from using the e-procurement system, namely Order cost Administrative costLead-time order costOpportunity cost of capital.Meanwhile, other researchers (Thai, 2001) concluded that making use of e-procurement will provide high value bidding, efficient timeliness, cost saving, minimizing effort in doing business, decrease financial and technical risks, and finally increase supplier competition, which would influence the save cost of buying goods or services at high prices. The e-procurement system offers a more effective and efficient procurement process in line with the countrys economic transformation to the knowledge based economy (K-economy). It is a way for the government to promote the prevalent adoption of e-business in the country.

E-procurement helps provide the latest product information and pricing to the project manager which is made available online. The system is meant to be up to date with current information that will help the buyer to make a more precise procurement decision. Nevalainen presented the advantages of the e-procurement [Nevalainen A (2003)] which are the following Self-service and ease-of-use on the internet are the results as all workers who shared in the purchasing process. Decreasing in order-processing expenses and time duration. The products and services ordered should be conveyed quicker in light of the fact that the procedure is more effective.

A companys e-procurement system can communicate to other application systems, instead of putting away repetitive data. It brings focus to the capacity of procurement and the significance of cost-sparing. It endeavors to restrain independent purchasing practices.The fundamental benefits of e-procurement are improving the competitiveness in firms through cost reduction [Soares-Aguiar A, Palma-dos-Reis A (2008)]. These benefits might appear done and decrease of buying transactions costs, a decrease of the amount of provider alternately induce a decrease in the cost paid, and the amount of suppliers at hand to help transactions [Davila M, Gupta A, Palmer R (2003)]. However, in place with procure benefits, the business procedures associated to procurement should be enhanced before it is supported with an e-procurement result [Trkman M, Stemberger J, Jaklic S, Groznik A (2007)].

CHALLENGES IN E-PROCUREMENT ADOPTION AND USE IN PROJECT MANAGEMENT PRACTICES

E-procurement systems are a relatively recent development in the business application area and the lack of benchmark has enabled reference models to be created, especially in new firms that are just starting to familiarize with these systems functionalities and their benefits in their organizations. Based on the report from previous research, there are factors contributing to challenges in the implementation of e-procurement such as technology, infrastructure and legislation, environment; besides, resource constraints, and organizational and management characteristics are also contributing factors to the success, or otherwise, of an e-procurement implementation. External factors from the industry, market, government, and technological change are beyond the control of organizations. However, these barriers can be minimized and even completely mitigated through careful planning and research.

The technology barriers to suppliers include understanding and commitment to specialist software and the start-up fee required by the vendors that is usually beyond the financial capabilities of SMEs or that they do not want to commit to such a high-priced system. The declared support of such systems is generally from the larger companies that would benefit more due to the large volume of trade and numerous transactions. The usefulness and security issues of the system are major concerns for potential adopters. The wide-spread use of e-procurement systems also depends on the availability of supporting infrastructures such as sufficient broadband coverage.Inquisitively, execution of e-procurement activities has ended up being substantially more tricky and testing than expected [Arbin K (2002)]. Indeed inquire about has demonstrated that executing e-procurement wont naturally prompt larger amounts of productivity or contract and system consistence [Brandon-Jones A, Carey S (2010)]. Trying to address some of these worries Varney noticed that a typical procurement vocabulary is imperative to a definitive achievement of e-procurement in accomplishing expanded basic viability through coordinating procurement frameworks crosswise over locales [Varney M (2011)].

The important advantage of E-procurement announced by a few analysts is decreased expenses via numerous means, involving the followings: upgraded inside capability, cut supplier expenses, lessen arrange mistake rate, limited dissident purchasing [Croom S, Brandon-Jones A (2007), Arbin K (2002)]. Matunga et al. said that an organization which utilizes E-procurement has the accompanying points of interest [Matunga D, Nyanamba S, Walter O (2013)].

Firstly, cost lessening in offering: Exact investigations by Gebauer et al., showed that cost and time are most critical measures for the accomplishment of procurement procedures [Eadie R, Perera S, Heaney G, Carlisle J (2007), Gebauer J, Beam C, Segev A (1998)]. This technique is additionally faster to send an archive electronically when contrasted with the cononical strategy for sending delicate reports through post office. This due to enhanced request following and following, for it is considerably less demanding to follow the requests and make fundamental redresses on the off chance that a blunder is seen in the past request.

Secondly, source materials is lessening: In time diminishment has been demonstrated as a pertinent advantage by Knudsen cited in Eadie et al. who declared that E-procurement is a fast productive method for finding and associating new sources [Eadie R, Perera S, Heaney G, Carlisle J (2007), Knudsen J (2004)]. By expansion, E-procurement prompts decrease independent purchasing, which is when staff purchases via supplier than others whom obtaining understanding has been arranged.

Thirdly, decrease organization costs as Rankin contends that e-procurement brings about diminishment in printed material and this prompts bring down organization costs [Rankin J, Chen Y, Christian A (2006)].

Fourthly, Lessening in procurement staff: since a large portion of the procurement procedure is done automatically, the staff quantity expected to encourage the procedure decreases. Elizabeth and Arthur illustrated the potential of E-procurement Cost Lessening [Elizabeth N, Arthur A (2000)]:

• Procure more viably and productively
• Streamline processes
• Enhance volume and price
• Increment predictability.