Though PM inherits many methods and features of general management, but that does not indicate that it is similar to dealing with general management.
Practical PM skills helps in completion of projects in a timely and efficient manner and encompass proven strategies for clarifying project objectives, avoiding serious omission errors and eliminating costly mistakes. PM encompass two dimensions, project planning and project execution. Each of these dimensions consists of five activities. "Project planning consists of subdivision of work into smaller chunks, quantification, allocating appropriate sequencing of work, proper funding and scheduling" (Howes 2001, p. 15). "Whereas project execution entails costing, measuring project scope, variance tracking and change control, evaluating performance and measuring the extent to which the outcomes are productive" (ibid). Project planning involves breaking down any project into smaller chunks or groups, and then analyse it in the light of its complexity how long each task will take and how each of these activities relate to one another. These relationships serve as the backbone of the project from which we can calculate the timing of each element, and anticipate the activities which seem vital to the success of the project (Reiss 1995, p. 46).
Project management comprises of techniques and methods that are based on practical implications and are effectively planned and controlled by project coordinators or managers. The framework within which each of the business activities take place illustrate practical work environment based on the practices that are proven essential in the application of methodologies of modern PM. This is to ensure that credibility establishes and retains between a project manager and a client in such a manner that manager escorts the team to interact with client, so as to understand client's objectives, responsibilities and the need for consistent planning.
The technical features of PM helps the managers to learn through trial and error that PM is an integrated series of processes and activities. When applied in a repetitive manner for more than single projects, helps managers to successfully escort a project to its completion. The need for integration among various project processes is evident wherever interfaces must be established for various subtasks to interact with each other. Various subtasks integrate in a situation when a project is required to be assigned to a specific delivery date without any regard for the overall project scope. In the meanwhile project manager identifies any risks or flaws resulting from the chosen approach and communicate that specification to the stakeholders. The project manager along with the stakeholders utilise that information to negotiate and reach to a conclusion on whether the schedule should be extended or it would be better to reduce the product scope to meet the original schedule (Dinsmore & Brewin, 2006, p. 70)2.
Timed-Box Scheduling: This approach is used when results are required to produce in a short time span. It emphasises on the notion that projects can be scheduled faster if customers and developers are forced to produce results quickly. This is done by reanalysing deliverables and cut out