Architecture Good Practices on Project Management - Research Paper Example

11 February, Good project management practices: Project management practices are constantly evolving, modifying, and adapting to the changing business environment (Crawford, Pollack, and England 176). According to Sampson (41 cited in Gillard 725), the total volume of project management skills are equally divided into conventional “hard” skills and the “soft” people-centered skills. The hard skills require the display of good risk management abilities while the soft skills necessitate the project manager to show good interpersonal communication.

Project managers make use of various tools to achieve organizational goals. “I Opt” is one such tool that facilitates the process of teambuilding (Kliem and Anderson). Project managers in the contemporary organizational environment use this tool to process information and make decisions that influence teambuilding. Success of a project fundamentally depends upon the skills of people as they are “the most critical project management resource” (Nauman and Khan 1). There is a lot of variation in the types of skills a project manager is expected to exhibit.

The planning and management processes are much different from other processes like issuance of customer invoices both in nature and scope (Cooke-Davies and Arzymanow 172). In order to gain customers’ satisfaction, the project manager needs to exhibit both good business and technical skills. Such an integrated framework is shown in the figure below: Integrated framework (Angelides 79). Likewise, effective project communication is a fundamental part of good project management practice. “Project communications management is required to ensure timely and appropriate generation, collection, dissemination, storage, and ultimate disposition of project information” (Peltoniemi and Jokinen).

Works cited: Angelides, Demos C. “Project Management and Good Technical and Business Practices.” Journal of Management in Engineering. pp. 78-88. 1999. Web. 11 Feb. 2011. Cooke-Davies, Terence J., and Arzymanow, Andrew. “The maturity of project management in different industries: An investigation into variations between project management models.” International Journal of Project Management. vol. 21. pp. 471-478. 2003. Web. 11 Feb. 2011. . Crawford, Lynn; Pollack, Julien; and England, David.

“Uncovering the trends in project management: Journal emphases over the last 10 years.” International Journal of Project Management. vol. 24. 2006. Web. 11 Feb. 2011. . Gillard, Sharlett. “Soft Skills and Technical Expertise of Effective Project Managers.” Issues in Informing Science and Information Technology. vol. 6. pp. 723-729. 2009. Web. 11 Feb. 2011. . Kliem, Ralph L., and Anderson, Harris B. “Teambuilding Styles and Their Impact on Project Management Result.” Project Management Journal. vol. 27. no. 1. 1996. Web. 11 Feb. 2011. . Nauman, S.

, and Khan, A. M. “Patterns of Leadership for Effective Project Management.” Journal of Quality and Technology Management. pp. 1-14. n.d. Web. 11 Feb. 2011. . Peltoniemi, M., and Jokinen, T. “Communication Good Practices In High Technology Product Development Projects: Experiences From A Case Study”. N.d. Web. 11 Feb. 2011. .