Find the word definition

project management

n. 1 (&lit project management) 2 (context operations English) The discipline of organize and manage resources (e.g. people) in such a way that a project is completed within defined scope, quality, time and cost constraints.

Project management

Project management is the discipline of initiating, planning, executing, controlling, and closing the work of a team to achieve specific goals and meet specific success criteria. A project is a temporary endeavor designed to produce a unique product, service or result with a defined beginning and end (usually time-constrained, and often constrained by funding or deliverables) undertaken to meet unique goals and objectives, typically to bring about beneficial change or added value. The temporary nature of projects stands in contrast with business as usual (or operations), which are repetitive, permanent, or semi-permanent functional activities to produce products or services. In practice, the management of these two systems is often quite different, and as such requires the development of distinct technical skills and management strategies.

The primary challenge of project management is to achieve all of the project goals within the given constraints. This information is usually described in a user or project manual, which is created at the beginning of the development process. The primary constraints are scope, time, quality and budget. The secondary — and more ambitious — challenge is to optimize the allocation of necessary inputs and integrate them to meet pre-defined objectives.

Usage examples of "project management".

Indeed, project management has, itself, become recognized as a specialized executive art, and there is a small, but growing band of managers, both in the United States and Europe, who move from project to project, company to company, never settling down to run routine or long-term operations.

Since then, his project management and personal technical contribution had put the development of Pinocchio a year ahead of its original schedule, further strengthening his reputation, and with the way ahead open for his rise into senior management, his self-confidence was at its peak.

He became more and more involved with project management, and then got into arbitration.

King and Wan were intelligent and sensible and meant well, but untrained in project management, so they came to Spirit for advice, and she helped by putting them in direct touch with the most competent personnel she knew of.

He had a small but essential job which the Project management had to be reminded of.

The engineers had shown themselves to be less than inspired, the project management had been plagued by corruption and scandal at all levels, the Dahlite workers had revolted and for two years the project had been delayed.

In truth, most of his time was taken up with land development, transport, housing, and industrial project management.