The dilemma faced by many businesses today is working with one-time business impediments that can decelerate or elsewhere jeopardize regular business procedures. This is much longer stereotypical of large organizations know, but has become alarmingly apparent in an increasing number of small businesses as well. Any business is fundamentally designed to be powered by a systematic structure.

It is for this reason very system that certain procedures can impede on, or hinder, every-day business activities. For example, each day it’s quite common for Dell Computer systems to produce and ship new computer units. This process is crucial for the business to function. Without computers to market the organization wouldn’t normally be profitable and thus could not continue steadily to operate. However, it isn’t common for the business to create a new computer model every day. Yet, a new product launch is a required business operation. Simply put, it is a matter of priorities.

Managers have grown to be increasingly drawn to project management, some right times referred to as Management by Projects, over the entire years since industrialization. The discrepancy is that projects are provisional in scale, whereas organizational processes are enduring, and so the problem is resolved through the integration of the two systems in parallel demeanor.

This means they work side-by-side, however, not interdependent of one another necessarily. Projects have a definite beginning and end. They aren’t continuous processes, as with the entire case of production or distribution, and so they are only conducted to meet specific goals once. When the project is complete it is abandoned and the members focusing on the project to move on to other projects, return to their original departments, or leave the business. Projects create a rippling effect in organizational processes ultimately.

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  • Quick achievement of business/corporate objectives and favorable corporate image

However, the residual effects of such projects can be predetermined and controlled through project management. Time for the former production example at a computer manufacturer like Dell Computers, we can more clearly realize the impeding effects new projects could have on daily business operations. If a new computer model is released this would cause the execution of a fresh product line.

In this case, the merchandise launch alone is the project managers — at Dell — must undergo. Following the new computer model has been designed, marketed, and the product line becomes functional — all goals have been met and the project is complete. Meanwhile the organization continues regular daily procedures (i.e. producing and distributing its computer systems).