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Project Management: Effectiveness and Assessment

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The principles of effective project management are potentially applicable to any project type across different industries. It has been established that the basis of these principles have been designed so as to accommodate variety of tasks and industries but still fine tuning is required during the course of certain projects (, 2006). According to Davidson (2002), the origin of project management can be traced back to the post World War II era in which new efficient developments started taking place across the triad i.e. the US, Europe and Japan.


Projects are formally defined by Cleland and Gareis (1994), as the process that transforms and unsatisfactory state of affairs into better state within certain time and resources limit. The literature within the domain of this subject has accepted the fact that orientation towards project based approach is concentrated within few industries due to their inherent characteristics. Drawing upon Krezner (2001), it can be elaborated that those industries that are project-driven like construction and aerospace, needs more rigorous project specifications. The evolution of PM process has started from such industries and has permeated into others with differing levels (, 2006). Its applications, concepts and methods have been broadened for its uses for all the industries.


The development of standardized procedures for project management has been the centre of discussion for many years and in today’s world there are many well known such standards. Project Management Body of Knowledge (PMBOK) and Projects in Controlled Environments (PRINCE), are two of the most widely used standards applicable to any nature of project in any industry (Meredith & Mantel, 1995). At the same time there has been constructive work in the development of industry specific project management processes and methodologies so as the particular needs of each industry can be taken care of.


The role of project manager is seen central to the process of project management but it has been established in literature that it should not be regarded as one man task since it requires other individuals and their competencies that are grouped together and who are dedicated to achieving the particular objectives of the project (Pinkerton, 2003). One of the criticisms on project management literature development is its concentration and focus towards the ‘hard’ aspects of the change while neglecting the ‘soft’ aspects. The school of thought that believes in blending both hard and soft issues to build upon project management techniques is growing. 


It can be concluded that project management skills and process although are generalized for any type of project within any industry but these are more appropriate for some than others. Levine (2002) has suggested that weather an organization is involved in managing projects or not in the traditional sense, but it requires the management of its assets and PM provides overall process and skills needed to achieve any change objectives. 




Cleland, D.I., Gareis, R. (Eds) (1994), “Global Project Management Handbook”, McGraw-Hill International Editions


Davidson, Frame, (2002), “Tools for an age of rapid change, complexity and other business realities”, San Francisco, California: Wiley & Sons, Inc. (US)


Kerzner, Harold, (2001), “A systems approach to planning, scheduling and controlling”, New York: Wiley & Sons, Inc. (US)


Levine, Harvey, (2002), “Practical project management, tips, tactics and tools”, New York: Wiley & Sons, Inc


Meredith, J.R., Mantel, S.J. (1995), “Project Management: A Managerial Approach”, John Wiley & Sons, New York, NY


Papers For You (2006) "P/M/400. Project management in theory and in practice", Available from [22/06/2006]


Papers For You (2006) "P/M/365. Dissertation. Project management and development of Information Systems", Available from [21/06/2006]


Pinkerton, William, (2003), “Achieving project bottom-line success”, New York: Mc Graw Hill

C/M/572. Usefulness of the Initial Planning and Effective Monitoring of the Projects

S/M/297. Improving study conditions in HTW Dresden

S/M/296. Improvement of study opportunities at HTW Dresden

C/M/524. Role of Project Management: Case Study Approach

C/M/522. An Assessment of IT Project Failure at Denver International Airport

C/B/703. Case Study Analysis of BMW

E/M/215. Critical analysis on Painfree Project

C/M/515. Project Management within the Medium-Size Company

C/M/510. Project Management: Refitting Kitchen Project

S/M/271. Project Management (People): Group Dynamics for Project Teams

C/M/480. The dynamics of the project team

C/M/478. Managing project risks

C/M/466. Managing new project

S/M/249. Compare and contrast the approaches that are available for analysing the project environment. How would a project manager use the outputs of this analysis?

C/M/458. Comparative analysis of Prince2 against alternative project management methodologies

C/M/453. Project management at BEG

C/M/427. Managing project of estate reconstruction

C/M/391. PRINCE 2 and Adaptive Project Framework

E/F/52. Starbucks expansion to Los Angeles: project evaluation

S/M/246. Proposal. PROJECT PLANNING AND SERVICES OPERATIONS MANAGEMENT: case study of photographic exhibition entitled 'The Crow: 21st Century Native Americans' for Horniman Museum

S/M/266. Evaluate the view that project management is 'reconstructed Taylorism'

E/M/104. Conference project evaluation

P/M/776. Project management in theory and in practice

C/M/343. Project Management: Concorde

P/M/698. How important is post-mortem analysis of projects?

C/M/330. Project Management Questions

C/M/320. Assessment of Project Development of London Olympics 2012 Bid

S/M/168. Project management report

C/M/317. Case Study: London Ambulance Service

P/M/615. Overview and critique of critical chain analysis

P/M/575. Report on project management exercise

P/M/564. Channel Tunnel: planning, implementation, evaluation

S/M/140. Dissertation. Identifying Project management Practices in the UK Office fit-out sector

P/M/400. Project management in theory and in practice

C/OM/21. Operations management and project management analysis, Radisson Edwardian hotel group case.

P/M/393. Albion Ceramics: sensitivity and risk analysis

S/M/106. Project Risk Management in the construction of British Airways London Eye

P/M/376. Structure and content of Project Management

P/M/365. Dissertation. Project management and development of Information Systems

P/M/364. Channel Tunnel Project

S/M/99. Risk Analysis for Project Management

S/M/90. From a Project Management Prospective, Analysising many projects life cycles

C/M/149. Skills the project manager ought to posses

P/M/247. "Quality & Change" in projects. How to make sure that quality is maintained in a project that is subject to change at different stages of its lifecycle?

S/M/32. Project Management

P/M/214. Dissertation. Benefits Management: Analysis of Different Approaches

P/M/210. Theory versus reality in Project Management

P/M/206. Critically evaluate the statement: The development of a Work Breakdown Structure is central to effective project management.

S/M/10. Project Management: Globalisation of Business Organisations

J/P/10. Project Management. Project failure: reasons and ways to overcome them

P/M/64. How can project managers motivate project teams?

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