How does a project differ from other management activities?  

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The broad term “management” refers to the activity of observing, handling, adjusting, and being responsible for the success of a complex operation, be it the financial success of a business enterprise, or the efficient functioning of one aspect of a complex undertaking. The management task is considered a daily, ongoing task (in fact, one method is called "management by walking around")A project, by definition, implies a complex coordination of several disparate departments, skills, personnel, and substructures requiring a managerial oversight that insures the successful meshing of all its parts, toward a specific, foreseen, and named result. An example will clarify these abstract terms: a business names a project, say the launching of a new product onto the market. The project’s manager then forms a team of personnel, and oversees the team’s progress toward the actual launch – branding, advertising venues, distribution on the wholesale level, perhaps even production schedules. Like all management, managing a project requires excellent communication skills, an organized mind and attention to details; in addition, managing a project requires good time management, a sense of how people work together, good conflict resolution skills,  and sensitivity to the market’s time clock.  Since there is a measurable, visible result of the project, the management skills (and shortcomings) are immediately measurable as well.

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