Project Management: One Step Beyond

by Madan L. Arora, (M.ASCE), Vice President; Montgomery Watson, Pasadena, CA,

Serial Information: Civil Engineering—ASCE, 1995, Vol. 65, Issue 10, Pg. 66-68

Document Type: Feature article


Good project managers are made, not born. But those with a special dedication to a project look beyond the most basic measures of success toward building constructive relationships within the project team, as well as with the client. Finishing a project on time and within budget are the simplest measures of a project's success, but equally important are other goals that represent the team's attitude and dedication to a project. In this definition, good project management encompasses not only considering time and budget, but providing quality professional service that is responsive to client needs, assisting the project staff in their professional and technical development, and developing a relationship of trust with the client as well. Fundamentally, project management centers on filing and tracking paperwork. But in a much bigger and important way, project management is about helping a project team enjoy their work, inspiring the project team, and creating in them a sense of mission. These measures of a project' success should be monitored through each aspect of the project: startup, execution, close out, and quality control.

Subject Headings: Project management | Team building | Client relationships | Budgets | Quality control | Managers | Terminology and definition | Professional practice

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