1.

Project
To discuss project management, it is important to understand the concept of a pr
oject. A project is a temporary endeavor undertaken to create a unique product,
service or result. Operations, on the other hand, is a work done in organizatio
ns to sustain the business. Projects are different from operations in that they
end when their objectives have been reached or their project has been terminated
.
2. Project Management
Project management is “the application off knowledge, skills, tools and techniques
to meet project requirements.” Project managers must not only strive to meet a sp
ecific scope, time, cost, and quality goals of project, they must also facilitat
e the entire process to meet the needs and expectations of people involved in pr
oject activities.
An effective project manager is crucial to a project’s success. Project managers w
ork with the project sponsors, the project team, and the other people involved i
n a project to meet project goals.

3. Project Management Tools and Techniques

4. Challenges in Project Management
One of the biggest challenges that the project manager has is keeping the team i
n check. This can be particularly challenging with a large team and a project th
at spans over many months. Any good IT project manager will always have checkpoi
nts or gates with the client. Sometimes the client may be internal, other times
the client may be another company entirely.
The day-to-day activities of an IT project manager can range quite significantly
depending on the phase of the project. During the initiation of the project, th
e IT project manager might meet with key stakeholders to help identify what the
key objectives are. During analysis and design the IT project manager might help
the team in gathering requirements and brainstorm technical solutions for the p
roblem at hand.
An IT project can involve many people, technologies and span across many months
and, perhaps, years. Having a solid IT Project Manager is often key to the succe
ss of these initiatives. The project manager will be able to track objectives, m
easure results, ask the difficult questions and, ultimately, deliver the project
on-time and on-budget.
5. Project Management Concepts in Information Technology
Being a successful IT project manager is a multi-faceted job that is often less
about the technical aptitude and more about finesse and leadership ability. Of c
ourse, an individual cannot be an IT project manager without understanding the p
articular technology that they are working with. Once a person is able to build
technical aptitude, he or she can become a successful IT project manager.
5.1. Project management activities of an IT manager
1. Budget responsibility: An IT manager is responsible for the financial re
sponsibilities of the team. He keeps a specific amount under his control and use
s it for different activities like Certifications of team members, Team outings,
 External trainings / conferences to be attended by team members etc.
2. Process Adherence: An IT manager is responsible for the process of the t
eam. Every team follows a definite process. The Project Manager (PM) makes a poi
nt to improve the process from time-to-time.
3. Quality Improvement and maintenance: An important objective of Quality i
mprovement and maintenance is to make the end user happy and to derive a continu
ous satisfaction from them. The quality improvements also impact all the aspects
of projects.
4. Client interaction: An IT project manager is responsible for interacting
with the client
Others Include
• Team bonding
• Appraisals
• Task Delegation
• Resource Allocation
• Understanding of technologies
• Meeting deadlines
• Conflict Resolution\
6. Project Management in Healthcare
Project management in healthcare involves the main elements common to all indust
ries, such as human resources management, communications, marketing, accounts an
d finance, risk management, and staying on top of project scope.
Healthcare managers must also be concerned with the quality of care and patient
outcomes. They must stay current on credentialing and continuing education of pr
ofessional staff such as doctors, nurses, and lab techs. Outreach into the commu
nity is often stipulated by government-awarded grants or contracts. These and ot
her projects set forth by a healthcare facility’s administrative board must be add
ressed by the project management team. As the administration identifies this por
tfolio of elements, the project manager orchestrates maximum progress in each ar
ea so that the concerns of the stakeholders can always be answered.
Applying project management techniques can reduce the costs of providing healthc
are and also manage the myriad aspects that concern the above-mentioned stakehol
ders. A project is designed to deliver the right output (patient care) at the ri
ght time (now) with appropriate expenditures (optimal use of insurance funds). A
project management team must be able to grasp all the problems faced in a hospi
tal or other healthcare facility.
Established project management techniques work well in healthcare facilities. So
ftware tools effectively track costs and budget, allocate resources among variou
s projects, manage communication and tasks, and document administrative systems.
The project manager must only pick his tool.
Some prefer a familiar software application like an Excel spreadsheet designed f
or project management. Others work with a more sophisticated application such as
Project 2010, available for individual or enterprise operations. Proprietary, w
eb-based products like Proventis’s Blue Ant are good choices for multi-site operat
ions. All these software options work to keep projects on schedule and under bud
get.
No matter what your choice of weapon, project management in healthcare works bes
t when multiple projects are addressed with parallel task structures. Healthcare
facilities have many departments with different purposes but similar structures
. Hospital-based clinical specialties such as anesthesiology, pathology, and rad
iology render different aspects of patient care but they all require monitoring
of services scheduled, quality assurance, credentialing, purchasing and capital
budgets, and staffing, to name a few. The same is true of diagnostic setups for
cardiology or neurology as well as for various screening or rehabilitative facil
ities. It is efficient to create a single list of project tasks and then apply t
he same list to each clinical department.
The same technique works when a facility prepares for accreditation or state lic
ensing reviews and site visits. You might create a list of tasks such as:
• Staffing
o Professional credentialing
o Cultural competency
o Ethics training
o Staff-to-patient ratio
• Maintenance
o Review of current needs
o Correction of deficiencies
o MSDS book
• Quality Improvement
o Cases referred per fiscal year
o Outcomes of treatment administered
o Review of cases
o Recommendations
• Compliancewith accreditating body’s policies
o Create a list of policies applying to department
o Review current policies
o Update policies as needed
o Submit updated policies to Board of Directors
7. Project Management in Telecom
Successful management of a project would lead to resource optimization and bette
r execution. As one definition goes, project management deals with systematic pl
anning and organizing to accomplish a specific, usually, a one-time effort.
Project management of a typical telecommunications system or a network would inv
olve managing numerous tasks successfully. For example, an outdoor telecom const
ruction, say a microwave tower or a shelter construction, would include:
• Site Survey - Assess requirements for site construction and conduct site surveys
• Order for Services (OFS) Review- Review and verify that OFS accurately describes
actual work requirements
• Deliverables - Get an agreement with customers and contractors on deliverables.
The deliverables may include survey reports, tower loading analysis, permits, as
-built drawings, ground certifications, concrete certifications, construction ph
otos, etc
• Project Review - Review tasks and expectations with contractors. Review progress
periodically and provide feedback to contractors and other project stakeholders
• Coordination - Coordinate with all appropriate teams. They include customers, co
ntractors, vendors of materials and equipment, and other stakeholders
• Inspection - Inspect during various construction phases (civil, electrical, etc.
).Verify that contractors follow specifications and design guidelines and that q
uality of execution is excellent
• Cutover - Commission the service
The role of a good project management in successful execution of a project canno
t be over-emphasized.
GL Communications Inc., over the past twenty-two years, has successfully managed
numerous telecom projects of significant importance. They include:
• Public Safety 700 MHz/800 MHz Microwave Systems: GL managed site acquisition, to
wer and shelter construction, logistics and coordination with vendors and contra
ctors for public safety microwave systems.
• Cellular Systems: GL managed engineering services, coordination of vendors and c
ontractors, deployment logistics for turnkey systems, etc. for over 100 cellular
systems nationwide
• Tunnel Radio Communications Systems: Our engineers have planned and implemented
an underground communications system for a mass transit network that would provi
de seamless radio coverage of mass transit clients, public safety, local police
and fire departments
• Simulcast UHF Land Mobile Radio Systems: We have provided project management dur
ing the construction phases of radio systems
• Fiber Optic Communications Systems:GL has managed fiber optic cable installation
s, OTDR and precision testing, right-of-way coordination
• Telephone Network: We have provided oversight to installation and integration of
a large telephone network
• Train Control Systems :We have managed installation and system integration, insp
ection services and other field activities for train control signaling and overh
ead catenary systems
• Station Communications Equipment Cabinets:GL has provided its expertise in civil
and electrical construction, and laying of conduits. GL has also coordinated lo
cal permits and zoning clearances for installation of outdoor cabinets to house
state-of-the-art equipment at mass transit stations
7.1. Benefits to customers:
GL s customers have greatly benefited from our project management expertise and
have appreciated us for successful completion of projects. Our team has ensured
that the projects are completed efficiently, on time and under budget, enabling
our customers to implement the services as planned.
Summary
An effective project manager is crucial to a project’s success. Project managers w
ork with the project sponsors, the project team, and the other people involved i
n a project to meet project goals.