Project Management is the discipline of organizing and managing resources (e.g. people) in a way that the project is completed within defined scope, quality, time and cost constraints. A project is a temporary and one-time endeavor undertaken to create a unique product or service, which brings about beneficial change or added value. This property of being a temporary and one-time undertaking contrasts with processes, or operations, which are permanent or semi-permanent ongoing functional work to create the same product or service over and over again. The management of these two systems is often very different and requires varying technical skills and philosophy.
The first challenge of project management is to make sure that a project is delivered within defined constraints. The second, more ambitious challenge is the optimized allocation and integration of inputs needed to meet pre-defined objectives. A project is a carefully defined set of activities that use resources (money, people, materials, energy, space, provisions, communication, motivation, etc.) to meet the pre-defined objectives.
Process Management is the ensemble of activities of planning and monitoring the performance of a process, especially in the sense of business process.
Process Management is the application of knowledge, skills, tools, techniques and systems to define, visualize, measure, control, report and improve processes with the goal to meet customer requirements profitably. It is different from program management in that program management is concerned with managing a group of inter-dependent projects.
Business Process Improvement (BPI) is a systematic approach to help any organization make significant changes in the way it does business. The organization may be a for-profit business, a non-profit organization, a government agency, or any other ongoing concern.
Business Process Management (BPM) is a method of efficiently aligning an organization with the wants and needs of clients. It is a holistic management approach that promotes business effectiveness and efficiency while striving for innovation, flexibility and integration with technology. As organizations strive for attainment of their objectives, BPM attempts to continuously improve processes – the process to define, measure and improve your processes – a “process optimization” process.
Process Architecture is the structural design of general process systems and applies to fields such as computers (software, hardware, networks, etc.), business processes (enterprise architecture, policy and procedures, logistics, project management, etc.), and any other process system of varying degrees of complexity.
Sarbanes-Oxley Act of 2002, also known as the Public Company Accounting Reform and Investor Protection Act of 2002 and commonly called SOX or Sarbox, is a United States federal law enacted on July 30, 2002 in response to a number of major corporate and accounting scandals which cost investors billions of dollars when the share prices of the affected companies collapsed, shaking public confidence in the nation's securities markets. Named after sponsors Senator Paul Sarbanes (D-MD) and Representative Michael G. Oxley (R-OH).
ISO 9000 is a family of standards for quality management systems. ISO 9000 is maintained by ISO, the International Organization for Standardization, and is administered by accreditation and certification bodies. Some of the requirements in ISO 9001 (which is one of the standards in the ISO 9000 family) would include
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• a set of procedures that cover all key processes in the business;
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• monitoring processes to ensure they are effective;
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• keeping adequate records;
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• checking output for defects, with appropriate corrective action where necessary;
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• regularly reviewing individual processes and the quality system itself for effectiveness; and
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• facilitating continual improvement
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