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Project Management Primer: Final Thoughts (#54 in the Hut A Project Management Primer)
By Nick Jenkins

Project management can be a difficult and thankless task. When things go wrong you shoulder the blame and take responsibility. When things go right the credit goes to the team and rarely do you get singled out for a pat on the back.

Yet projects come with astounding rewards. Astute business managers know that it is not the cleverest technical specialist or the smoothest talking salesman who adds real value to a business. It’s the people that can get things done. People who consistently deliver soon gains a reputation for solving problems and will be rewarded accordingly.

Having said that, getting things done is not always easy. Politics, resource limitations, technical problems, personal differences and organisational obstructions can all hamper your attempts to succeed.

The ideas in this series are not a new proprietary model nor a mystical insight into project management. They are merely an observation on how things actually work. It is drawn from real-world involvement in projects and a genuine frustration with existing methodologies.

Using the ideas in this series you should be able to plan, control and execute any project. It is a model that should be easy for the whole team to understand and, with a bit of luck, will allow you to deliver your project on time, on target and under budget.

Previously in the Hut A Project Management Primer:

Project Implementation – Training

Nick Jenkins is an IT manager with 10 years experience in software development, project management and software testing. He’s worked in various fields of IT development in Australia, Britain and the USA and occasionally he learned something along the way. Now he lives on the banks of the Swan River in Perth, Western Australia, and he publishes the odd guide to help aspiring IT professionals. Nick’s website can be found at

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