Project management is a process by which certain predetermined
goals are achieved. It is simply the means to an end.
On a small project, the senior executive management of the sponsoring
organization (the Owner, or client) may be sufficiently familiar
with the details and on-going progress that they are satisfied that
the project is proceeding as expected. On a larger, longer, more
complex project, such close contact may not be feasible. How then
can the required degree of comfort (comfort level) be ensured? Rely
on project status reports and telephone calls to the project manager?
Perhaps, but not always! In any case, what if the project status
reports clearly indicate that the project is not going according
to plan? Either way, some form of independent project management
assessment and recommendations are well advised. Such an assessment
should be designed to scrutinize the project's management, test
its effectiveness, and if found wanting, to make recommendations
for corrective action.
Part 1 of this paper describes some of
the considerations involved in making an assessment of a project's
management. It includes how, when and why, and hence the benefits
and possible justification. Part 2 takes
a structured look at some of the questions that should be raised.