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    The impact of the project manager on project management planning processes

    Article Estimating 1 September 2002

    Project Management Journal

    Globerson, Shlomo | Zwikael, Ofer

    How to cite this article:

    Globerson, S. & Zwikael, O. (2002). The impact of the project manager on project management planning processes. Project Management Journal, 33(3), 58–64.
    If a project is to be successfully completed, both planning and execution must be properly implemented. Poor planning will not allow appropriate execution and control processes or achievement of the project's targets. The objective of the study reported in this paper is to evaluate the impact of the project manager on the quality of project planning processes within the nine knowledge areas defined by A Guide to the Project Management Body of Knowledge (PMBOK’ Guide) and to determine ways of increasing the effectiveness of the manager's intervention. Participants in the study evaluated their use of the 21 processes that relate to planning, out of the 39 processes required for proper project management. The results of the study reveal risk management and communications as the processes with the lowest planning quality.
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