Project management FAQs

Q: Can a project belong to more than one programme?

No, a project usually belongs to one program only. This is because a program is a group of related projects managed in a coordinated way to obtain benefits that could not be achieved from managing them individually. Having a project in multiple programs could lead to conflicts in resource allocation, governance, and strategic alignment.

Q: Do project managers write business cases?

Yes, project managers often write the business case for a project. This can seem contradictory as the business case is meant to justify undertaking the project. Ideally, the project should not proceed without a strong business case to support it.

Q: How do you compare programme and project management?

Programme and project management are compared based on their scope, objectives, and the role of the manager. Project management focuses on specific, shorter-term goals with defined deliverables, and the project manager ensures these goals are met within time and budget constraints. programme management oversees a group of related projects to achieve a larger, strategic objective. A programme manager coordinates inter-project dependencies and resources and aligns the programme's direction with organisational strategy.

Q: How do you plan for a project or programme?

Planning for a project involves defining project goals, deliverables, tasks, deadlines, and budget. It requires identifying risks, stakeholders, necessary resources, and establishing a clear communication plan. For a programme , the planning is broader and more strategic. It includes identifying and prioritizing related projects, managing interdependencies between projects, defining program-level risks and benefits, and aligning the entire program with organisational objectives. It also involves setting up program governance structures and communication channels to coordinate multiple project teams.

Q: How hard is project management?

How hard project management is can be reflected by its challenges; it’s a career where each day brings new hurdles. You must utilise all your skills to address issues that arise. Often, you will be the go-to person for your team, expected to know answers swiftly.

Q: How is Agile PM different from traditional PM?

How Agile PM is different from traditional project management lies in the methodology; Agile involves brief sprints, adaptable teams, and prioritises client satisfaction, effective software delivery, and flexibility. In contrast, traditional project management features extended project phases, well-defined teams, and thorough documentation, focusing more on planning and forecasting.

Q: Is project management hard to learn?

Whether project management is hard to learn depends on the individual, as mastering certain soft skills can be very challenging for some people. Other project management skills required by project managers can typically be learned by attending project management training .

Q: Is Scrum Agile or waterfall?

Is Scrum Agile or waterfall ? Scrum is a part of Agile , not waterfall . It's an extremely popular framework used to apply Agile principles . It involves iterative and incremental development, relying on cross-functional teams to achieve objectives and adjust to changes. This adaptive approach makes it distinct from the more rigid waterfall model.

Q: What are KPIs in project management?

KPIs, or key performance indicators , in project management are metrics used to assess the success factors of a project. They monitor progress and identify weaknesses in your workflow. By highlighting potential failures early, KPIs allow you to address issues promptly and adjust strategies as needed.

Q: What are the 5 phases of the project life cycle?

The 5 phases of the project life cycle typically include the initiation phase, where the project is defined and its feasibility assessed; the planning phase, where the project plan is developed including scope, timeline, and resources; the execution phase, where project activities are carried out and deliverables are created; the monitoring and controlling phase, where project performance is tracked and any necessary adjustments are made; and the closing phase, which involves finalising all project activities, formally completing the project and disbanding the project team.

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