You've determined rhat you indeed have a project. What now? The notes you scratched on the back of a napkin during your coffee break might get you started, but that's not exactly good project management practice.
We have all witnessed this scenario—an assignment is made, and the project team members (limp directly into the project, busying themselves with building the product, service, or result requested. Often, careful thought is not given to the project-planning process. I'm sure you've heard co-workers toss around statements like "That would be a waste of valuable time" or "Why plan when you can just start building?" Project progress is rarely measured against the customer requirements. In the end, the delivered product, service, or result doesn't meet the expectations of the customer! This is a frustrating experience for all those involved. Unfortunately, many projects follow this poorly constructed path.
Project management brings together a set of tools and techniques—performed by people— to describe, organize, andmonitor the work of project activities. Project managers are the people responsible for managing the project processes and applying the tools and techniques used to carry out the project activities. All projects are composed of processes, even if they employ a haphazard approach. There are many advantages to organizing projects and teams around the project management processes endorsed by PMI. We'll be examining those processes and their advantages in depth throughout the remainder of this book.
Project management involves applying knowledge, skills, and techniques during the course of the project to accomplish the project requirements. It is the responsibility of the project manager to ensure that project management techniques are applied and followed.