Project and Programme Management
Project and Programme Management
Project management involves applying knowledge, skills, tools, and techniques to meet project requirements. Key frameworks include the project life cycle (initiation, planning, execution, monitoring and control, closure), the triple constraint (scope, time, cost, often with quality), and methodologies such as PRINCE2 (Projects IN Controlled Environments) and PMBOK (Project Management Body of Knowledge). Programme management coordinates related projects to achieve benefits not available from managing them individually.
Candidates must understand roles: project sponsor, project manager, project team, and stakeholders. Tools like Gantt charts, critical path analysis (CPA), and work breakdown structure (WBS) are essential. CPA identifies the longest path of dependent tasks, determining project duration; float (slack) is the amount of time a task can be delayed without affecting the project end date.
Traps include confusing projects with programmes (projects are temporary and output-focused; programmes are longer-term and benefit-focused), and misunderstanding the critical path (it is the longest path, not necessarily the most important). Another trap is ignoring risk management in projects; a risk register should be maintained.
Worked example / rule of thumb: To calculate float for a task, use: Float = Late Start - Early Start (or Late Finish - Early Finish). For example, if a task has early start day 5, late start day 8, float is 3 days. Tasks on the critical path have zero float. When compressing a schedule, focus on critical path tasks; crashing (adding resources) or fast-tracking (overlapping tasks) can be used but may increase risk.
Remember that project success is often measured by meeting scope, time, cost, and quality requirements, and by stakeholder satisfaction.