Why Project Management?
 As current business competitions are severe and agile as well as they are altering against time, organizations must dynamically drive the modification and development to compete and strive through new product and marketing strategy launches, work procedure improvement and information system enhancement. Besides, present product life cycles are much shorter than the past. Productions are much more complicated and are changed to serve customer-centered markets. For these reasons, Working on organizations are more on projects-type works through many small and large projects within the organizations. Objectives, timeframe and budgets of the project are set and work performances are evaluated. Accordingly, working through projects turns into common practices in business.
Significant aspects of projects are accurate timeframe and uniqueness of work because each project usually has its dissimilar factors such as products, customers, resources, manpower, budgets, etc. There are no projects alike. As a result, it is not easy to estimate or presume all project features. Especially, if they are projects in particular industries which are highly uncertain, it is hard to manage these projects successfully.
Now a day, most projects are very irregular. These unclear project requirements result in higher risks in failure, for instance, losses on finance, time and resources. If there are no efficient procedures and project management systems for the project needs, organizations unavoidably take much higher risks. From 2012 IT failure statistics surveyed by Standish Group, only 29% or one-third of projects accomplished, while other 71% or two-third of projects failed or utilized more time and resources than expected.
Proficient project management turns out to take an important role in project success, under existing limitations and expected objectives. It supports organization strategic plans and leads to business accomplishment.
Arintra Panyayuttakarn (PMP) |
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