Project management is the guaranteed way to success

by Don Lowe

January 30, 2019

Working in a team is a complex job. Each team member needs to work proactively whilst considering others. They need to deliver results efficiently and not duplicate work. The group is also expected to talk to each other but not waste time. 

It's not the hours that count; it's what you do in those hours. 

​A project without a plan is doomed to fail

Projects always ​run the risk of timeframes and budgets being changed at any time. Valuable team members might leave and suddenly the work situation is altered. Individuals within the projects might also start using their own templates and tools as it is more familiar to them. Unfortunately, this will only add to the confusion.

​The planning and managing of resources is hard to keep control over

​While it can be difficult to stay on top of these circumstances it is an essential task. Failing to do so is likely to result in duplication of work, poor communication ​and late results. Furthermore, these complications are likely to increase the anxiety and stress levels in the team.

A project manager should not be praised for starting a project but for finishing it.

​Why investing in project management is worthwhile

Effective project management tailored to your organisation will result in sizeable gains in efficiency, organization and accountability. ​It will allow your organisation ​to become more responsive to change initiatives. Additionally, it will improve the likelihood of performing them at the right time. Below is a brief description of three of the tools used by Forbytes:



Agile Project Management is a framework that was based on rugby. The comparison is that you have a rugby player passing the ball back and forth until the team gets to the try line and scores. Using this cross-functional method has proven to make projects more successful.

Project management way to success agile programmer manager stretching reading

The primary advantages of Agile are an early return of investment and value to the customers. This is due to the framework's flexible nature which allows for feedback and continuous improvement. This aspect also makes it a suitable method to employ when customers don't know what they want. 

The Agile methodology places an emphasis on collaboration, flexibility and continuous improvement. The outcome is guaranteed to be a high-quality product.



​PRINCE2 stands for:

  • ​PRojects
  • ​IN
  • ​C​​ontrolled
  • stop

It is a framework that enables an organisation to plan, manage and control a project. ​It is, of course, through the use of projects that organisations introduce change. ​And organisations that don’t change are likely to stagnate or die.

Projects deliver products, for example a new computer system. The organisation will then use this to achieve change or other desired outcomes; for example, more efficient working practises. These outcomes in turn can be measured in the form of benefits. The total measure of benefits that can be realised from a project must be more than the cost of the project and the costs of operating the project’s products. Otherwise the project will not deliver return on investment.

PRINCE2 guides you through the whole project lifecycle and can also be adapted to meet any particular needs in your project environment. 


​Critical Chain Project Management

Critical Chain Project Management (CCPM) evolved from the Theory of Constraints body of knowledge. It is recognized by ​PIM, the Project Management Institute, as an effective scheduling method. Critical Chain scheduling enables us to improve time management and keep a focus on product delivery dates.

In Critical Chain scheduling, uncertainty is primarily managed by: 

Project management way to success programmer critical chain management
  • ​Using average task duration estimates.
  • Scheduling backwards from the date a project is needed.
  • Placing aggregate buffers in the project plan to protect the entire project and the key tasks.
  • stop
    Using buffer management to control the plan.

The key tasks are those on which the ultimate duration of the project depends, also known as the Critical Chain. 

Too few people on a project and they can't solve the problems. Too many and they create more problems than they solve.

​The right tool for the job

These are the tools and practices that we have implemented and have worked well for us. We encourage our client-partners to adopt the same practices and we also work closely with them in implementing the changes. ​Organisational change will take time – so make sure you are using the tools and techniques to make your life easier and more efficient.