This paper was printed as Chapter 5 in the GPM state-of-the-art book Dimensions of Project Management edited by H. ReschkeŠ & H. Schelle and published by Springer-Verlag in 1990. The book involved 29 authors from 16 countries and was assembled in honor of Roland W. Gutsch's 65th birthday. Roland, a personal friend, was founder and long-time leader of the International Project Management Association in Europe.

Abstract | Introduction | What is | Dimensions | Internal Culture
Corporate Culture | Influencing Environment | Internal Strategies
Surroundings | External Strategies | Stakeholders | Public Relations
Examples | Recent Projects | Consultants | Summary | References

Summary

Clearly, the project manager's job is no longer confined to controlling events within his or her own project organization. It is no longer sufficient to think of project management as simply the monitoring of time and cost by planning, scheduling and resource leveling, as many software programs might have us believe. Nor even is it sufficient to include the many other organizational tasks of the project manager, as leader of the project team.

Vitally important as all these things are, these are not sufficient for effective and successful project management in today's dynamic world. What is equally important - often more so to achieve a successful project outcome - is the need to track the project's linkages to the external environment. This is especially true of infra-structure projects which place emphasis on development and innovation and must respond to increasingly rapid change.

The reason is simple. Every construction project exists for a purpose relating to, and within, its surrounding environment. Therefore, its creation and implementation must be responsive to its environment by maximizing the benefits, as far as possible, to all the stakeholders, and minimizing the adverse impacts by deliberate mitigation. Clearly, how the project manager works within the project environment can make all the difference between the success of the project and its failure.


FICE, FEIC, FCSCE, FPMI
©1990, 2001

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