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This is a collection of my reflections and assignments I am gathering while completing the course on Project Management. You are welcome to have a browse.
I always appreciate feedback if you have read any of my writings. Feel free to comment on my Journal Writings or add a note to the bottom of this page. Thanks. 
Defining Project Management
This definition were created as part of a collaborative online exercise.
Project
A project is defined by the characteristics that differentiate it from operational work. A temporary (ILX Group plc, 2009; PMBOK, 2004) and unique (PMBOK, 2004) undertaking, a project serves as a vehicle through which innovation and change can be delivered (Hartley, 2009) and is represented by a planned set of interrelated tasks constrained by cost, time, resources, and scope (PMBOK, 2004).
Management
In business, management is a calculated activity involving the planning, organising, controlling, staffing and directing (Kerzner, 2009) of resources that cumulatively creates conditions to achieve organisational goals. Management accomplishes goals through others.
Combining the Concepts: A Definition of Project Management
Project management is a calculated activity applying a collection of tools and techniques to fundamental management concepts of organising, controlling, staffing and directing of resources across a temporary and unique undertaking. This undertaking is differentiated from operational work and acts as a vehicle for innovation and change to achieve project goals through others while balancing the competing demands of project cost, time, resources and scope.
References
Hartley, S. (2009). Project management: Principles, processes and practice (2nd ed.). Frenchs Forest NSW: Pearson Education Australia
ILX Group plc. (2009). PRINCE2® Glossary of terms [Electronic Version]. Retrieved 3 March 2012, from http://www.prince2.com/downloads/prince22009glossary.pdf
Kerzner, Harold (2009). Project management : a systems approach to planning, Scheduling, and Controlling. Wiley. Retrieved March 07, 2012, from http://MASSEY.eblib.com.au/patron/FullRecord.aspx?p=427764.
Project Management Institute Inc. (2004). A guide to the project management body of knowledge (PMBOK® guide) (3rd ed.). Newtown Square, PA Project Management Institute, Inc.
Defining Strategic Managment
This definition were created as part of a collaborative online exercise.
Strategic Management
Strategic management is a critical process supported through leadership and integrates analysis, decisions, actions and initiatives with the company’s dynamic external environment (Nag, Hambrick & Chen, 2007; Ronda-Pupo & Guerras-Martin, 2012). The process transcends present strategy by focusing on the future with the intent of acquiring competitive advantage (Dess, Lumpkin & Taylor, 2005; Hitt, Ireland & Hoskisson, 2009) through anticipating change, taking advantage of opportunities, taking risks, avoiding threats and involving the effective use of resources to enhance firm performance (Gray & Larson, 2000; Nag et al., 2007; Ronda-Pupo & Guerras-Martin, 2012).
Strategic Management’s Relationship to Project Management
Strategic management processes create the framework and boundaries to guide project selection and project management elements of strategy, organisation, process, tools, metrics, culture (Srinvannaboon, 2006) and evaluation. Effective project management supports the execution of business strategy as a vehicle through which the actions and initiatives of the strategic management process are delivered (Milosevic & Srinvannaboon, 2006; Artto, Kujala, Dietrich & Martinsuo, 2008). Both strategic and project management processes are supported through leadership (Hyvari, 2006) and require effective use of resources in a dynamic and changing environment.
References
Anderson, D. K., & Merna, A. (1998). Strategy implementation and project management. International Journal of Project Management, 16(1), 43-50
Artto, K., Kujala, J., Dietrich, P., & Martinsuo, M. (2008). What is project strategy? International Journal of Project Management, 26, 4-12
Dess, G. G., Lumpkin, G.T. and Taylor, Marilyn L. (2005). Strategic Management (2nd ed.). New York: McGraw-Hill Irwin
Gray, C. F., & Larson, E. W. (2000). Integration of organization strategy with projects. Singapore: McGraw-Hill.
Hartley, S. (2009). Project management: Principles, processes and practice (2nd ed.). Frenchs Forest NSW: Pearson Education Australia
Hitt, M. A., Ireland, R. Duane, Hoskisson, Robert E. (2009). Strategic Management: Competitiveness and Globalization (Concepts) (8th ed.). Mason: Nelson Education Ltd.
Hyvari, I. (2006). Project management effectiveness in project-oriented business organisations. International Journal of Project Management, 24(3), 115-216
Milosevic, D. Z., & Srivannaboon, S. (2006). A theoretical framework for aligning project management with business strategy. Project Management Journal, 37(3), 98-110
Nag, R., Hambrick, D. C., & Chen, M. J. (2007). What is strategic management, really? Inductive derivation of a consensus definition of the field. Strategic Management Journal, 28(9), 935-955.
Ronda-Pupo, G. A., & Guerras-Martin, L. A. (2012). Dynamics of the evolution of the strategy concept 1962-2008: a co-word analysis. Strategic Management Journal, 33(2), 162-188.
Srivannaboon, S. (2006). Linking project management with business strategy. Project Management Journal, 37(5), 88-96.
Srivannaboon, S., & Sragan, Z. M. (2006). A two-way influence between business strategy and project management. International Journal of Project Management, 24, 493-505.
Reflective Writing
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Project Management by Lorraine Taylor is licensed under a Creative Commons Attribution-Share Alike 3.0 Unported license.
Permissions beyond the scope of this license may be available from Lorraine Taylor.
Earned Value Analysis
This definition were created as part of a collaborative online exercise.
What Does ‘Earned Value Analysis’ Mean?
Earned Value Analysis (EVA) is a proactive cost control tool (Wideman, 1999; Kerzner, 2006) that allows project managers to objectively monitor progress and minimise risks to acceptable levels (Anbari, 2003; Kerzner, 2006) by comparing the value of work performed to date against forecasted work performance levels and budgets (West & McElroy, 2001; Project Management Institute Inc, 2004). EVA allows for the assessment of a project's performance at the current time by comparing the budgeted costs of scheduled and performed work with actual costs of performed work (Hartley, 2009; Lambert, 2006). Through EVA, project managers can take corrective action at an earlier stage by identifying divergences and revise cost, time or resource allocation decisions.
References
Anbari, F.T. (2003). Earned value project management method and extensions. Project Management Journal, Dec 2003, 34:4, 12-23.
Gray, C. F., & Larson, E. W. (2006). Project management: The managerial process.New York: McGraw-Hill/Irwin.
Hartley, S. (2009). Project management: Principles, processes and practice (2nd ed.). Frenchs Forest NSW: Pearson Education Australia.
Kerzner, H. (2006). Project management : A systems approach to planning, scheduling, and control. (9th ed.). NJ, USA: John Wiley and Sons
Lambert, L. R. (2006). Chapter 10A: Studies in cost management: Earned value - an integrated projct management approach. In AMA Handbook of Project Management (pp. 104-118): American Management Association International.
Lukas, J.A. (2008). Earned value analysis – why it doesn’t work. AACE International Transactions, 2008.
Project Management Institute Inc. (2004). A guide to the project management body of knowledge (PMBOK® guide) (3rd ed.). Newtown Square, PA Project Management Institute, Inc.
West, S. M., & McElroy, S. (2001). EVMS: A managerial tool vs. a reporting tool. 32nd Annual Project Management Institute Seminars & Symposium. Nashville.
Wideman, R. M. (1999). Cost control of capital projects and the project cost management systems requirements. Vancouver: AEW Services 3 BiTe Publishers.