Editing Project manager (section)

== Project management key topics ==
Important areas of project management may include:<ref>{{cite web |url=https://www.apm.org.uk/WhatIsPM |title=What is project management? |website=www.apm.org.uk |access-date=29 March 2018 | quote = The core components of project management}}</ref>

* specifying reasons for the importance of a project
* specifying the quality of [[deliverable]]s
* [[Resource (project management)|resource]]-[[Estimation (project management)|estimation]]
* estimating timescales
* negotiating investment, corporate agreement and funding
* implementation of a [[Project management plan|management plan]] in a project
* [[team-building]] and [[work motivation | motivation]]
* risk assessments and changes in a project
* maintain [[sustaining project]]s
* monitoring progress against plans
* [[stakeholder management]]
* provider-management
* closing the project

George Roth and Hilary Bradbury identify a desire for more non-authoritarian [[leadership]] in project work.<ref>
{{cite book
 |last1                = Roth
 |first1               = George
 |last2                = Bradbury
 |first2               = Hilary
 |editor-last1         = Reason
 |editor-first1        = Peter
 |editor-last2         = Bradbury
 |editor-first2        = Hilary
 |date                 = 26 March 2013
 |orig-date            = 2008
 |chapter              = Learning History: An Action Research Practice in Support of Actionable Learning
 |title                = The SAGE Handbook of Action Research: Participative Inquiry and Practice
 |url                  = https://books.google.com/books?id=2fTlmcue2p0C
 |edition              = 2, unabridged
 |publication-place    = Los Angeles
 |publisher            = SAGE
 |page                 = 357
 |isbn                 = 9781446206584
 |access-date          = 20 October 2024
 |quote                = '''Setting an example of non-authoritarian leadership.''' Many experts and consultants preach the need for a more non-authoritarian and participative approach to project leadership [...].
}} 
</ref>

=== Project tools ===
Some tools, knowledge and techniques for managing projects may be unique to project management - for example: [[work breakdown structure | work-breakdown structure]]s, [[critical path analysis | critical-path analysis]] and [[earned-value management]]. Understanding and applying the tools and techniques which are generally recognized{{cn|date=October 2024}} as good practices are not sufficient alone for effective project management. Effective project management requires that the project manager understands and uses the knowledge and skills from at least four areas of expertise.{{cn|date=October 2024}} Examples are [[PMBOK]], Application Area Knowledge: standards and regulations set forth by [[International Organization for Standardization | ISO]] for project management, General Management Skills and Project Environment Management<ref>PMBOK Guide Third Edition 2004 p.12</ref> There are many options for [[project-management software]] to assist in executing projects for project managers and any associated [[team]]s.

=== Project teams ===
If recruiting and building an effective team, the manager must consider not only the technical skills of each team member, but also the critical roles of and chemistry between workers. A [[project team]] has mainly three separate components: project manager, core team and contracted team.

=== Risk ===
Most of the project-management issues that influence a project arise from [[risk]], which in turn arises from uncertainty.{{cn|date=October 2024}}  Successful project managers focus on this as their main concern and attempt to reduce risk significantly,{{cn|date=October 2024}} often by adhering to a policy of [[open communication]], ensuring that project participants can voice their opinions and concerns.{{cn|date=October 2024}}