Project management is common to every type of industry. Each industry undertakes projects for their improvement, whether for customer service or for manufacturing. Project managers are the directors of these projects: they outline a project's goals, plan the timeline of a project, and enforce that timeline by overseeing each stage of the project. They can be thought of as the project's coaches, who motivate staff members into doing their work while abiding by restrictions. Throughout the project's duration, project managers support their staff's work and troubleshoot malfunctioning elements. Their goal is to smoothly, bring about a successful, fully functional project by the end of the project's timeline.

Project managers initiate their project by transcribing it to paper. Often, they create flowcharts, diagrams, and other graphics to plot out each stage of the project’s development. These graphics are valuable because they help bring the project down to scale. Graphics also give employees a vivid understanding of the project’s evolution and allocation of resources.

Conventionally, project management is broken down into the following phases: First, there is the initiation stage and the project-planning stage, in which the project manager brainstorms their project and breaks down its development stages. The manager also carefully studies the current business operations in order to gauge the integration of the coming project. After this formal review, they create flowcharts and other visual tools to present to staff during initial meetings. Moreover, they analyze the budget meted out to the project by upper management, and try to reconcile this budget with the development stages.

They also perform stakeholder analysis, which identifies the groups of people in the business that may be affected by the project. This analysis helps them remove any difficulties between these groups and the project. Finally, they usually draft a project charter, which acts as a “project bible.” This charter formally declares the costs, resources, timeframe, and other aspects deduced by the project manager during this initiation stage. It contains the project-management construction in its entirety.

Following initiation, the project manager does not yet begin the project but proceeds to the project planning stage. This stage involves the creation of models and other prototypes, often for each stage of the project. These prototypes further elucidate each stage of the project for both the project manager and the staff. The manager also shows these prototypes to both the stakeholders and the project sponsor for their feedback.

With the final approval of managers and stakeholders, the manager proceeds to the project-execution stage. Here, the project manager directs, guides, and troubleshoots as he and the staff carry out the project. The manager oversees every allocated resource with one eye on the clock and the other eye on the project charter. He also performs tests on each new development to ensure sound functionality and efficacy. Time to time, the manager may administer controls in order to contain the project in its designated parameters. The manager especially applies these controls whenever there are threats to the project’s budget. To address these dysfunctions, the manager often consults with auditors and technicians to examine the project and provide corrective action. This monitoring stage can be extremely lengthy, especially in architecture and engineering. This project may also involve bringing in stakeholders and sponsors who can cast a critical eye on the project and provide any feedback that may modify the project, while keeping the project in its original scale.

Though this stage can be laborious and painstaking, the project manager finally reaches the closing stage once all members of the project give their final approval of the finished product. This stage involves signing many contracts, negotiating payment, and other administrative activities.

Many project managers work in construction, engineering, architecture, and other fields involving the creation of new structures or systems. Engineering project management is historical type of project management, as it first arose during the Industrial Revolution. It consists of developing and executing building projects, such as architecture, public transportation systems, and sewage systems. More recently, there have been managers in information technology project management, which involves setting up computer systems. This branch of project management also involves global project management, since it refers to projects that span international operations. For instance, global project management often entails setting up telecommunications systems or computer networks, such as Intranet, that can be used by international members of the same company.

Project management demands both sides of the brain as well as an ability to see the “big picture.” Successful project managers are analytical, methodical, and critical. They also exercise excellent communication skills, so they can clearly explain their project to the staff who will implement it. Perhaps most importantly, they have to strike the right balance between ensuring the project’s survival while adhering to its predetermined constraints and scope.

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