(pages 24-26)

3.1. Definitions

3.1.1. General definitions

Project management is a relatively recent field whose importance has experienced a major growth as
more and more activities are underway within the frame of specific projects on the European and
international scales. The resources which are used for the fulfilment of these projects (especially the
financial ones) have an increasingly important role (see the PHARE or SAPARD programmes) in the
economic development and their applicability area is rising.

The project is a sum of activities which lead to the fulfilment of a common purpose, requiring the
consumption of an important amount of resources (human, material, financial resources, equipment,
documentary information and time). The realisation of a project presupposes an initiation and a closing
moment, therefore the project life cycle. The initiation moment is considered to be the phase in which
the decision to start up a project is taken, while the closing moment is the phase in which the last
activity stipulated in the project is finished.

The management of the project implies the planning, the organisation and the administration (control)
of tasks1 and resources2, with the purpose of accomplishing a certain objective 3 within certain
constraints4 imposed by time, resources and costs.

3.1.2. Projects and programmes

From a theoretical point of view, there is a distinction between project and programme5, although they
are often used with equivalent meanings. In project management, a programme includes more projects;
moreover, a project can be split into subprojects, work-packages and activities 6.

The programmes, as well as the projects, have clearly defined management. First, there is a
programme/project director/ manager (Project Director, Project Manager, Project Coordinator, Team
Leader). The project manager coordinates a team, the complexity of the project requiring the
participation of more than one person. On the other hand, programmes and projects are notably
different in various respects. Some of these differences are 7:

1
A task is a process which has a beginning and a completion date. The fulfilment of the project objectives depends
on the completion of each assignment.
2
The resources comprise the people, equipment, materials and money necessary for the fulfilment of a task.
3
The objectives are those quantifiable purposes which must be achieved so that the project may be considered
successful. The objectives must at least refer to costs, organisation and quality.
4
The constraints are the factors which limit the option possibilities of the team.
5
R.B Chase, N.L. Aquilano, F.R. Jacobs, Production and management, 8th edition, Boston, 2000
6
For different subdivisions of the projects, the specialized literature uses established terms for each of these
notions: task, sub-task, work-package (a group of homogeneous activities which can be managed and executed
distinctly).
 The characteristic The programme The project

1. Span National or regional policy components Local initiatives or sub-programmes

2. Length of time Indefinite length of time or spanning Months (most often) or years
over a period of several years
3. Budget Global and modifiable allocated budget Fixed budget, allocated for precise
purposes
4. Role of the team Management (planning, coordination, Implementation
control)
5. Direction of Evaluation of impact and performance Evaluation of performance
evaluation

Another important distinction is the one referring to the project seen as the result of the conception
process (research-development-projection) and the process of implementation of the conception
(project implementation). Although each of these processes corresponds to certain projects by
definition, their particularity is different. The management methods are also different in both cases
theoretical management in the first one and practical management in the second.

As far as archaeology is concerned, there are also programmes (national archaeological research
programmes) composed of projects (archaeological research projects). This structured approach should
enable a more efficient organisation of the general issues of archaeology, as well as a resource allocation
proper to the interests of the research strategy in this field.

3.1.3. Types of projects

There is a wide variety of projects. Any attempt to exhaust the subject will always bear the disadvantage
of limitation. The projects are usually classified as follows:

1. By their size:
- Organisational;
- Local (locality, county, group of counties);
- National;
- Regional (the project presents interest for more counties from the respective geographic
region);
- International.
2. By the nature of the objectives and the activities of the project:
- Industrial projects;
- Commercial projects
- Cultural projects;
- Ecological projects;
- Scientific (research) projects;
- Educational projects;
- Management projects.
7
C. Scarlat and H. Galoiu, Manual de instruire avansat n managementul proiectelor (PCM), Bucharest, 2002, page
6.
From the point of view of the relation project programme, the former can be independent or it can be
included into the latter. As there are programmes which comprise projects, there are also projects whose
purpose is to define and create a programme.

(Pages 38-40)

3.4. The management plan of the site

3.4.1. In order to prepare a management plan, one has to consider the following:

To ensure the conditions in view of the enforcement of legal provisions regarding the protection
of the cultural heritage;
To establish clearly defined short, medium and long term objectives by using a multi-annual
scientific research plan;
To identify risk factors which can bring prejudice to the site;
To define and implement the strategy which allows for the correct registration of all the data
resulting from the research of the site;
To ensure the existence of an archive containing the data which has been used;
To ensure the existence of a risk management plan (e.g. fire safety measures)
To ensure the existence of an action plan in case of natural regional disaster;
To ensure the existence of international collaborations for the research and the conservation of
the site allowing for access to the European programmes and funding.

3.4.2.