Project Management Project

Summary of major arguments

This book, entitled “Getting Started in Project Management” effectively introduces one of the most preferred methods for managing projects available today. Known as CORE Project Management, this modern style of leading projects was developed by the authors, Paula Martin and Karen Tate (2001), and has been endorsed internationally by project managers leading projects in many countries throughout the world. Unlike the standard, older method known as Directive Project Management, where the Project Manager is the main overseer of the project and plans the project details, delegates required task to each team member, monitors progress, and manages all the problems that may arise, the newer CORE method helps alleviate

While it has been discovered that project management chiefly orchestrated by a single person can lead to lots of confusion and misunderstandings as well as feelings of not being fully invested in the process by other team members, the CORE method of project management offers a more efficient approach by providing each member the opportunity to directly influence and impact various aspects of a project, thereby increasing understanding and a sense of ownership and responsibility. With the CORE method, the title “Team Leader” is used instead of Project Manager to highlight team unity among all persons involved with the project. Martin and Tate (2001) further expound on the importance of collaboration by offering eight principles of participatory management that focus on effective methods of team leader delegation, team member ownership and responsibility, establishing team consensus, and respect for teammates, to achieve the best overall projects results and customer

Each of these chapters are critical to the management process and provide specific details for a successful project. The chapters are filled with project management designs, examples, and forms. Chapter 13, “Closing the Project” was the most important chapter. This Chapter discussed the project’s grade. Once the project has been executed and the deliverables have been met, the project has to be closed. Martin and Tate (2001) recommend the close-out phase be broken down into five types of activities: having the project evaluated, writing the final status report, developing lessons learned, issuing the close-out report, and reviewing the report with the sponsor. During this part of project management, the project should be reviewed and rated. The final reports, executive summary and feedback provide a snapshot of the quality of the project. The project team leader and customers should schedule a final meeting. Customer evaluations, sponsor evaluations, other stakeholder evaluations, and team member evaluations provide feedback, lessons learned, and recommendations for improvement. Finally, whether it was a successful project or not, it’s now time to celebrate and thank the team members which puts closure to the