Tools used by Project Managers Lisa M. Wondolowski Embry-Riddle Aeronautical University

Tools used by Project Managers

Formally, an organization and/or company typically would decide to commence a project exertion and appoint the project necessary resources to a prudently selected person and inferred that the individual will use some form of project management. Nonetheless, organizational implications were of little importance in the past. Although the necessary concepts of project management are straightforward, applying these approaches is to an existing organization is not. Richard P. Olsen, in his article "Can Project Management Be Defined?" defined project management as, "The application of a collection of tools and techniques- to direct the use of diverse resources toward the accomplishment of a unique, complex, one-time task within time, cost, and quality constraints. Each task requires a particular mix of these tools and techniques structured to fit the task environment and life cycle (from conception to completion) of the task." (Adams, 1997) Conclusively, employing project management methodologies and technologies decreases the diversion of routine business activities in many cases by placing under a single command all of the technologies, resources and skills necessary to effectuate the project. The dexterity that is vital depends upon each specific project and the assets available at that time. There are ten key elements of project management: managing project requirements, organizing the team and other resources, skills of the manager, planning and authorizing work, identifying and managing risk, establishing and managing control systems, implementing effective visibility systems, actualizing effective status systems, realizing effective corrective action and lastly, providing solid leadership. On the