Project Management Principles

Introduction. Project Objectives

Project management principles are generally associated with the aspects of regulating the performance of the employees, involved into the project implementation, and resource management, required for effective allocation of the resources. Hence, the project objectives are closely linked with the necessity to derive the maximum input from the employees, and arrange the effective human resource management practices. In fact, the actual importance of the management practices is associated with the necessity to suit the employees with the required set of skills and qualifications, and assign the proper tasks for each.


The key parts of the project implementation will be as follows:

  • Selecting the required amount of skilled and qualified workers
  • Dividing the entire project into several responsibility spheres, and assigning groups of employees for each sphere. Assigning of the personnel, responsible for organizing the effective performance within each group
  • Creating the control and monitoring system for meeting the time frames of project implementation. Arranging a reporting structure
  • Providing the motivational system for employees, in order to make them meet the deadlines and requirements of the project. (Frame, 79)

Milestones of the Project

The cornerstones are closely associated with the managerial performance of the project. In fact, the cornerstones are represented by the possible problems and important aspects of the project, nevertheless, while the project has not been implemented yet, this will have the features of risk management forecast. The important aspects of the project are the suiting of the required personnel, arranging the responsibility structure and motivational system, providing the moral adjustments, as well as assessing the important aspects of the discipline principles. Nevertheless, the key cornerstone of the project is associated with setting the timeline of the project phases. (Howes, 341)

The Technical Requirements

The technical requirements of the project implementation principles, associated with HR management, will be directed at achieving the effective communicational level. This will be required for achieving the milestones of the project, mentioned in the previous part of the paper. From the perspective of this statement, the technical requirements will involve the necessity to arrange the responsibility and monitoring systems, hence, the centralized communicational system, with control center should be arranged. Additionally, group leaders should have the instant access to the top management of the project in order to discuss the argued moments.

Limits and Exclusions

The limits of the project implementation will be closely associated with the restrictedness of the resources available, including financial, time and human resources. In fact, these limits should be considered while working out the implementation strategy. In general, the limits of the project should be the motivational factor for arranging the effective team performance, which will effectively use the available resources. Consequently, the limits will be pointing out the importance of the stated milestones and the timeframes, selected for the project.

Additionally, control limits should be pointed out as the important aspect of any project implementation strategy. In accordance with Larson, Gobeli and Gray (85), the following statement should be emphasized:

Control limits refer to the wide area of variation that can exist when plotting the actual data that has been charted. The control limits, more specifically, refer to the three standard deviations on either side of the mean, of a normal distribution of data that has been laid out, or plotted, on a control chart. These control limits will typically reflect an expected variation in the data.

Work Breakdown Structure.

Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Plan Development
Strategy Elaboration
Suiting Personnel
Creating groups and responsibility structure
Creating the monitoring system
Arranging communication
Creating motivation system
Arranging discipline principles
Assigning tasks
Testing the arranged system

Te breakdown structure involves only the beginning phase of the project implementation, as the offered steps and recommendations will require proper testing and changing the pilot variant of the structure. (Reiss, 21)

Responsibility Matrix.

Project Sponsor Business Analyst Project Manager Technical Expert HR Manager
Manage Resources C B A B C
Define the requirements A A B B
Create the personnel selection system D C C A
Communication arrangement A
Task Assignment D A

The letters D to D define the responsibility level of the stated position. A – the highest, D – the lowest, ● – not responsible. Hence, each sphere is featured with a position, which I fully responsible for its performance and effectiveness.


Finally, it should be emphasized that the actual importance of the provided proposal is closely associated with the necessary recommendations, required for the effective implementation of the HR aspects of project implementation. In fact, the input of the employees, which should be maximum, is the sphere of HR, hence, the key responsibility will be on the corresponding managerial personnel. As for the breakdown, it shows the approximate length of the phases, nevertheless, the actual time may be reduced.

Works Cited

Frame, J. Davidson. The New Project Management: Tools for an Age of Rapid Change, Complexity, and Other Business Realities. San Francisco: Jossey-Bass, 2002.

Frame, J. Davidson. Project Management Competence: Building Key Skills for Individuals, Teams, and Organizations. San Francisco: Jossey-Bass, 2004.

Howes, Norman R. Modern Project Management: Successfully Integrating Project Management Knowledge Areas and Processes. New York: AMACOM, 2001.

Larson, Erik W., David H. Gobeli, and Clifford F. Gray. “Application of Project Management by Small Businesses to Develop New Products and Services.” Journal of Small Business Management 29.2 (2006): 30.

Reiss, Geoff. Project Management Demystified: Today’s Tools and Techniques. 2nd ed. London: E & FN Spon, 2007.

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