| This chapter has introduced project management. Projects are distinguished from routine activities, which may be called processes, because they run continually, and cycle around, whereas projects have a definite start and finish, and aim to accelerate the normal rate of change. Projects are thus trying to do something new. This makes them risky. Projects are the main source of new competitive advantage, of tomorrow's profits or of tomorrow's new government and voluntary sector services. Projects are increasingly important in organizations. -
This book follows the approach and method of the Project Management Body of Knowledge (PMBOK), which is the distilled best practice from the Project Management Institute, the largest professional body in the world for project management. -
It also draws on other smaller but established bodies of knowledge, including PRINCE2. -
As well as the project manager's perspective, the project manager (or sponsor) must consider the wider perspective of the organization in which the project sits (the performing organization). -
Project management is a rapidly evolving discipline at present. -
Understanding and managing scope is critical to the success of projects. | 
