Project Management (henceforth, PM) is not an exact science, rather it is a discipline, an approach and “mind-set” that professionals adopt and implement to get things happen and generate the expected results.
For people familiarising first time with PM, it is important to understand that this discipline builds on three fundamentals:
| Fundamental 1 | Fundamental 2 | Fundamental 3 | ||
| Knowing what the basic definition of PM | Understanding the defining elements of a project, and how they relate each others |
Being aware of the differences between a Project and a Process |
PM exists everywhere, regardless of sector, industries and professions… it is a fluid and transversal discipline that every professional should familiarise with.
| Fundamental 1 | |||
| Seeking a definition of Project Management and be aware of what the basics are |  |
Project management is the application of processes, methods, skills, knowledge and experience to achieve specific project objectives according to the project acceptance criteria within agreed parameters. Project management has final deliverables that are constrained to a finite timescale and budget. […] A key factor that distinguishes project management from just “management” is that it has this final deliverable and a finite timespan, unlike management which is an ongoing process. Source: Association for Project Management; APM Body of Knowledge, 7th edition |
| Understanding PM as a mentality means adopting an operative approach leading to: | |||
| PM provides for a logical framework that helps operating with complex and ever-changing interrelated activities. | |
 Clear definition of responsibilities |
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 Better use of resources |
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 Improved communication (external & internal) |
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 Achievement of foreseen objectives and ambitions |
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 Enhancement of internal processes |
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| Adopting project management as a mentality ensures that roles and responsibilities are explicitly defined at the outset This clarity reduces confusion, avoids overlapping duties, and improves accountability, leading to smoother workflows and stronger team performance. |  |
Project management emphasizes planning and prioritization, which helps allocate resources – be it time, budget, or personnel –effectively. By avoiding overuse or underuse of resources, teams can maximize productivity and minimize waste. |
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It helps manage stakeholder expectations and fosters trust by providing regular updates on milestones, risks, or changes.This two-way communication minimizes misunderstandings and keeps everyone informed. |
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The structured approach of project management ensures that all efforts are directed toward meeting specific objectives and achieving broader ambitions. | |
Lessons learned from past projects are integrated into future efforts, improving efficiency and reducing errors. This creates a culture of continuous improvement, where workflows become more streamlined and the work more impactful |
| There is no secret formula for successful PM, just guiding parameters…The successful implementation of a project should satisfy some basic conditions: |
| Results are consolidated in due time, quality, quantity and budget constrains |
| Resources and properly used in a cost-effective manner |
| Stakeholders are satisfied |
| Ambitions of the project are fulfilled |
| Impact is positive and sustainable |
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Results must be delivered on time and within quality, quantity, and budget constraints. This means adhering to deadlines, meeting the required standards, and producing deliverables without exceeding the agreed scope or budget. |
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Human resources should be allocated based on expertise, financial resources managed prudently, and tools or materials used with minimal waste. This ensures that every input contributes to the overall value of the project. |
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Engaging stakeholders through regular communication, involving them in decision-making, and providing transparency ensures their needs and expectations are met. This fosters trust and alignment throughout the project lifecycle. |
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Project’s ambitions must align with broader organizational objectives and deliver more than just the basics. Whether it's innovation or social impact, projects should aim to exceed expectations and contribute meaningfully to long-term goals. |
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Results must also offer lasting benefits. By building sustainability into the design – whether through capacity-building, or long-term usability – the project remains relevant and valuable well into the future. |
3 ( +1) intertwined variables: a change in one variable will inevitably affect the others
| Fundamental 2 | |||
| Seeking a definition of Project Management and be aware of what the basics are |  |
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The development stage involved a continuous cycle of monitoring, checking and finetuning of the course of action
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A project is temporary & unique: set of operations designed to accomplish a singular goal
| For example: HR management as a process and Research & Development as a project in a large organization | ||||
| Fundamental 3 | ||||
| Being aware of the differences between a Project and a Process |
Project: R&D
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Process: HR
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| Descriptor | Project | Process | |
| Definition | A temporary endeavour with a specific goal or unique outcome. | A continuous set of repetitive tasks designed to maintain efficiency and consistency. | |
| Duration | Temporary, with a clear start and end. | Ongoing, with no defined end. | |
| Objective | Achieves a specific goal or creates a unique result. | Maintains or improves existing operations. | |
| Nature | Dynamic and subject to change during execution. | Stable and predictable, with predefined steps. | |
| Example | Building a house, launching a new app, organizing an event. | Manufacturing products, processing payroll, handling customer complaints | |
| Focus | Completion of a defined goal. | Continuity and efficiency in operations. | |
| Output | Unique deliverables or results. |
Repeated outcomes or services. |
| 1.START |  |
2.PLANNING |
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3.EXECUTION |
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4.CLOSING | ||
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Coming up with a project idea is relatively easy, the challenging part is turning the idea into a concrete project proposal. Everything starts with the defining of:
| Clear objectives |
| Positive results |
| Roles and efforts |
| Time-bounded tasks |
| Resources |
| OBJECTIVES | RESULTS | EFFORTS | TASKS | RESOURCES | ||||
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| Why you wish to do this thing… |
What you want to achieve with this… |
Who is responsible for what… | When things are supposed to be done… |
How can you do things… |
Setting robust objectives is fundamental to give the right direction to the project. The common framework in PM for defining project’s objectives is the SMART approach
| SPECIFIC | MEASURABLE | ACHIEVABLE | RELEVANT | TIME-BOUND | ||||
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Objectives should be precise and concrete enough not to be open to varying interpretations by different people |
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Objectives should define a desired future state in measurable terms, to allow verification of their achievement |
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Objectives should be set at a level which is ambitious but at the same time realistically achievable |
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Objectives should be directly linked to the problem and its root causes |
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Objectives should be related to a fixed date or precise time period to allow an evaluation of their achievement. |
Results are the achievements of the project and represents the ultimate form of progress of its development. Results can be interpreted in different ways depending on what kind of achievements we are looking into:
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Results | |
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Output (deliverable) | |
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Outcome (effect) |
| Refers to the consequence of an action or event. It can be used to describe both tangible and intangible consequences | Refers to the tangible or measurable products, goods, or services that result from a specific process or activity | Refers to the final consequence or result of a process, activity, or event. It focuses on the overall impact of an action | |||||
Gathering the right expertise, contacts and allies is a key success factor in any development stage of the project. While building your network you want to engage people matching the following guiding parameters:
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Robust trustworthiness | |
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Strong expertise | |
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Alignment to objectives |
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| No trouble-makers | Agents of Change | Like-minded people | |||||
Planning project’s activities is the very core of PM. The most reliable methodology for this is the Work Breakdown Frame, this allows project managers to:
| Structure project activities |
| Order the operative stages of the work |
| Connect each activity to specific results/outputs |
| Allocate time needed for the implementation and development of each activity |
| Identify milestones and key pivotal stages of in the project life-cycle |
| STRUCTURE | ORDER | CONNECT | ALLOCATE | IDENTIFY | ||||
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Large projects can feel stressing; breaking them into tasks or work packages ensures clarity and control. The WBF creates a hierarchical structure where the overall project is divided into phases, deliverables, and individual tasks. |
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It ensures that dependencies and prerequisites between tasks are clearly defined, preventing bottlenecks Tasks are ordered based on precedence (what must happen first) and interdependencies |
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Ensuring that every task contributes to the overall project goal prevents wasted effort. Each task is paired with a measurable deliverable, like a document, product feature, or completed stage. |
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It helps in setting realistic deadlines and prevents over-commitment. Estimation techniques are used for time allocation. |
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Milestones enable monitoring of the project's health and readiness for subsequent stages. They are assigned to critical deliverables or decision points, such as the completion of a phase or major approval. |
Benefits from the implementation of the Work Breakdown frame can be summarised as follows:
| Better cooperation | |
Risk mitigation |
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Mngm of resources |
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4Tracking and monitorin | ||
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| Achieving project’ success | Mastering project skills |
| Project management is about clear goals, efficient resource use, and effective communication to achieve success. It ensures tasks are completed on time, within scope, and with quality results. contents | Key project management skills include managing timelines, allocating resources, and mitigating risks. These competencies drive project success and efficiency. |
| Fostering accountability and growth | Cultivating a project “mindset” |
| Adopting a project management mentality fosters accountability, strategic thinking, and continuous improvement. It leads to better decision-making and sustainable outcomes. | A strong project management mindset emphasizes attention to detail, responsibility, and proactive problem-solving. It ensures that teams stay focused and aligned with project goals. |
Project Lifecycle; Resource allocation; Timelines; Risk Management; Critical Thinking
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