What Exactly Does Project Management Manage?

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In the past, when project management functions were singular and well-defined, there was a relatively unified understanding of what project management entailed: a project manager leading a team to complete a project. However, in today’s environment, especially in the internet industry, the roles and responsibilities of project managers vary significantly depending on the company, the boss, and specific needs. As a result, there is no clear definition of what project management actually manages. This lack of clarity often leads to project managers bearing the brunt of project failures or being seen as dispensable. Today, we will analyze project management from three perspectives: the project itself, the people involved, and the organization.

First, let’s understand what a project is. Setting aside textbook definitions, in practice, any task we undertake can be considered a project, differing only in scale. While textbooks outline many tasks that project management should address, we must first understand the purpose of project management: to enable teams to deliver valuable outputs in an orderly, high-quality, and timely manner, while establishing metrics to measure processes and outcomes. Generally, companies that require project management do so because they struggle to achieve this goal. Consequently, the titles for project management roles vary widely: Project Manager, Delivery Manager, Implementation Manager, Process Manager, or PMO (Project Management Office).

Once the purpose is clear, all management measures taken to achieve this goal can be defined within the scope of project management. A key point here is that these measures are not just any actions but meaningful, valuable, and effective methods, rules, processes, and systems. The project is the core of project management, and the entire project management system revolves around the project itself.

If the project is the core of project management, then people are the energy that drives the core. Without people, projects cannot be executed. Therefore, managing people is also crucial. The management of people can be divided into two parts: the project manager’s management of stakeholders and the self-management of all team members involved in the project. These two aspects must complement each other; otherwise, the project manager may end up either doing trivial tasks or overstepping boundaries, leading to poor collaboration. Stakeholder management is self-explanatory and is one of the ten key knowledge areas in project management, highlighting its importance. Self-management, on the other hand, is something the project manager must guide. Many project managers overlook this, assuming that everyone should naturally know what they need to do. After all, isn’t it expected that everyone manages their own tasks? Why should adults need reminders to do their jobs?

For example, consider a large project spanning 16 departments, with an APP product owner as the overall lead. This person needed to communicate with 16 department product managers to map out the entire product chain and identify dependencies. However, the product owner found it cumbersome to communicate with so many people and instead drafted an APP product plan, shared it in a group chat, and asked the 16 departments to review it and identify areas for integration. Halfway through development, it was discovered that two critical product dependencies were missing, requiring a rework of the product plan and severely delaying the project.

In this case, the product owner failed to fulfill their role. The project manager’s responsibility is to clearly define the roles and responsibilities of each team member, ensuring everyone understands their role in the project and what they need to do. They should also encourage team members to actively contribute to the project. Some might argue: “In some projects, even the project manager is reluctantly leading it. How can you expect everyone to willingly and actively participate?” However, this isn’t about willingness but about professionalism and a responsible work ethic. While a project manager may feel forced into leading a project and may complain or feel exhausted, they wouldn’t intentionally sabotage it or perform poorly. Similarly, since everyone has been assigned to the project by their leaders or bosses, regardless of the project’s prospects—whether it’s good or bad—they should fulfill their responsibilities diligently.

Why include the organization in this discussion? Because both the project and the people involved are closely tied to the organization. Project management is largely inseparable from organizational effectiveness. The way an organization is structured has a significant impact on project collaboration. A department working in isolation will undoubtedly be more efficient than two departments trying to collaborate. Often, organizations create roles based on individuals, splitting the same function across two departments, leading to siloed operations and increased workload for project collaboration.

In some companies, business lines, product lines, and technical lines are divided differently. For example, business lines might include user operations and industry operations; product lines might include new customer acquisition, customer retention, and channel marketing; and technical lines might include orders, transactions, homepage, and product recommendations. Each department is structured according to its own logic, but these three areas often intersect, exponentially increasing communication and collaboration costs.

Therefore, it is crucial to streamline project management processes and improve collaboration efficiency across various organizational models. This requires implementing processes and mechanisms to standardize inputs and outputs at each project management node, bringing together people from different organizational structures to work toward project delivery.

Finally, while project management starts with the project, its real focus lies in effective management. Beyond some framework-based methodologies, project management is intertwined with many other factors, influenced by and serving these factors. Therefore, what should be managed often depends on the functional positioning of the enterprise’s project management team. If the enterprise does not clearly define this positioning, prioritize outcomes and benefits.

Focus on managing aspects that yield tangible value and recognition, avoid managing what yields no benefits, lacks recognition, or is thankless. At the same time, it’s important to recognize that management does not equate to success. Just because you implement enterprise management doesn’t mean your enterprise will succeed; just because you manage talent doesn’t mean your company will be filled with top talent. Similarly, project management does not guarantee that all projects will be successful or outstanding. It is merely a system and framework that allows projects to operate more effectively within it.

In modern project management, leveraging the right tools is essential for success. Tools like Zentao, Jira, Trello, and Asana provide teams with the necessary infrastructure to plan, track, and manage their work effectively. Here’s how these tools can help:

Task Management and Tracking: Project management tools allow teams to break down complex projects into smaller, manageable tasks. Each task can be assigned to specific team members, with clear deadlines and priorities. This granular level of tracking ensures that nothing falls through the cracks and that everyone is aware of their responsibilities.

Real-Time Collaboration: Modern project management tools offer real-time collaboration features, such as shared boards, comments, and notifications. These features enable team members to communicate and collaborate seamlessly, regardless of their physical location. Real-time updates ensure that everyone is on the same page, reducing the risk of miscommunication and delays.

Resource Allocation and Budget Management: Effective resource allocation is critical to the success of any project. Project management tools provide visibility into resource availability, allowing managers to allocate tasks based on team members’ skills and workloads. Additionally, these tools often include budget tracking features, helping teams stay within financial constraints and avoid cost overruns.

Risk Management and Reporting: Project management tools often come with built-in risk management features, such as risk registers and issue trackers. These tools allow teams to identify, assess, and mitigate risks proactively. Furthermore, automated reporting features provide stakeholders with real-time insights into the project’s progress, enabling informed decision-making.

In conclusion, project management is not just about managing tasks and timelines; it’s about managing people, processes, and organizational dynamics. The role of a project manager has evolved from being a taskmaster to a strategic leader who ensures that projects align with organizational goals and deliver value. By focusing on clear communication, effective collaboration, and the right tools, project managers can navigate the complexities of modern projects and drive success.

Ultimately, project management is a balancing act between structure and flexibility, discipline and creativity. It’s about creating an environment where teams can thrive, projects can succeed, and organizations can achieve their strategic objectives. Whether you’re a seasoned project manager or just starting out, understanding what project management truly manages is the first step toward mastering this dynamic and rewarding field.