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Application of project management concepts
Application of project management concepts
Application of project management concepts
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There are many methods and techniques for a project manager (PM) can use to run a successful project. Some of these include: identifying the stakeholder’s roles and responsibilities, tracking measureable business outcomes, apply project controls and view monitoring the dynamics of a working project. These project management techniques are used in order to improve the project model in a baseline project plan. As a PM employs these techniques it can help keep track and account for items more efficiently. These lessons can help them account and manage a project throughout its lifecycle. On the Basecamp website one can apply these techniques and ensure stakeholders aware of each instance in order to manage a project successfully. Accountably in a Project First thing, accountability is vital in controlling and managing a project. This component is critical within a projects lifecycle and will be repeated until the project is completed. Accountability is how PM make sure users are doing what they are supposed to and vendors are performing the task(s) given. In an article by Pitagorsky (2009) he states, “Accountability, according to the Business Dictionary is the "Obligation of an individual, firm, or institution to account for its activities, accept responsibility for them, and to disclose the results in a transparent manner." Accountability is critical in project management. Without it projects cannot be effectively controlled and managed, nor can performance be improved” (para. 4). In our Basecamp website, the PM keeps tabs by using meetings and software. The website provides to-do’s which allows the PM to control and assigns items to individuals in a project. Meetings allow the PM to account for items discussed in prev... ... middle of paper ... ...cher, R. (2002, November). Project Management Control System Implementation and Tools. [PDF] Retrieved February 15, 2014, from http://131.215.239.80/workshop2/talks/fischer .pdf Konrath, J. (n.d.). Tangible, Measureable Business Outcomes. Retrieved February 15, 2014, from http://www.candogo.com/search/insight?i=4285 McMahon, C. (2013, September 19). Roles and responsibilities of key stakeholders. Retrieved February 15, 2014, from http://outsourcemagazine.co.uk/roles-and-responsibilities-of- key-stakeholders/ Pitagorsky, G. (2009, December 09). Accountability and Performance. Retrieved February 14, 2014, from http://www.projecttimes.com/george-pitagorsky/accountability-and- performance.html Wiegers, K. (n.d.). 21 Project Management Success Tips. Retrieved February 14, 2014, from http://www.projectsmart.co.uk/21-project-management-success-tips.html
As a leader who views accountability as crucial to the success of my business, there are a few strategies that I will need to put in place. Knowing that if there is compatibility between what I say and what I do, people will trust what I say, I realize that I need to walk the talk (Johnson & Phillips, 2003). My actions must reflect the values and mission of my business. Bustin (2014) presented the Seven Pillars of Accountability as a model for building a culture of accountability in our enterprise: Character, Unity, Learning, Tracking, Urgency, Reputation, and Evolving. As a leader in my business, my responsibility would be to implement these pillars to the best of my
For more than 25 years, The Little Black Book of Project Management has been introducing project managers to the incredibly effective and logical project management skill and methods to help them achieve their goal. This book has been flooded with very nee project management techniques as well as the latest standards of the Project management body of Knowledge (PMBOK) .accepted by PMI (Project Management Institute).
Once the product life cycle ends, it is up to the project team to help
If you ask the average person about projects they will more than likely name a construction project. Project management is really a part of construction because each assignment is actually a new project. The key to success in the construction industry is to become efficient in completing these projects discovering innovative to complete processes faster and innovative equipment to complete activities faster. Construction projects range from repairing, remodeling, and building bridges, houses, roads, etc. Construction projects are normally contracted and paid after work is completed. An example of a construction project is the Tennessee-Tombigbee Waterway, which was the largest civil works project ever designed and built by the U.S. Army Corps of Engineers (COE). More than 114 major contracts were awarded in 14 years in the amount of $2 billion to complete the 234 mile waterway. The new management system employed by COE promised to reduce the time it took to bring water projects from feasibility study to construction was proven when the TENN-TOM was completed 18 months ahead of time and within budget. The new management system revised the project review and approval procedures, clearer designation of organizational roles, closer monitoring of project costs, new strategic planning, and concurrent handling of project authorizations.
Gray, C., Larson, E. (2008). Project Management: The managerial Process. New York, NY: The McGraw-Hill Companies Inc.
The main philosophy of the project office is to provide the organization with a single point of enterprise project planning and control. The project office supports all levels of management by monitoring all current projects in an integrated form. It stores all relevant data and disseminates information to all the various managers involved in all projects. It is the only office that has a global view of all the corporate projects and their history.
The projects in today’s world are given a lot of importance and it will continue to grow in the coming years. There are a lot of companies which do not have production, but all of them do have projects. There are a lot of books which have been published on which related to planning and managing the projects. The one of the most important one was published by the author Eli Goldratt in his book ‘Critical chain’. This book basically talks and shows how the application of theory of constraints in the field of project management. The novel is basically based on one of the MBA classes in America where a number of ideas are developed in discussions among the students and the lecturers. The lecturer is basically fighting for a tenure with the president of the university who expects a downturn in the executive MBA. The lecturer who teaches project management has a word with one the senior colleagues and project management was the right topic to teach. There were three students who were placed in the project management team of their company which manufactures electronic products. The students are enrolled in this MBA class along with other students, here they discover a new approach to project management which is known as the
Project Management Institute (PMI) (2013). Project Management Professional (PMP) Handbook. [ONLINE] Available at: http://www.pmi.org/certification/~/media/pdf/certifications/pdc_pmphandbook.ashx. [Last Accessed 20 April 2014].
People – the reality of a project all depends on the people that are included in the project. We all need to come together as team and everyone will need to play their parts. For example, these specialists are likely to include system analyst, design, programmers, product developer and tester.
Picture a person who that is juggling doing several things at once; they are balancing a stick in one hand and another stick on their nose. Each stick has a plate on the top that they want to keep spinning without losing balance or dropping either. There is a lot going on in those actions including the exact timing of when to reach up and spin a plate, constant body movement to keep the sticks balanced as not to fall, and a continued push from the free hand to keep both plates spinning. This paradigm could be used to describe integration knowledge area of project management. Schwalbe (2014) defines project management as, “Coordinating all other project management knowledge areas throughout a project’s life-cycle. This integration ensures that all the elements of a project come together at the right
- Rockart, J.F., 1979, "Chief executives define their own data needs", Harvard Business Review, 57, 2, 81-93.
The topic of my group (group 4) was “How to totally float through your project for free” and the presentation was held by Roger Goodman who works for PMI NZ and Ernst & Young supply chain management with many years of working experience in many different countries such as Saudi Arabia and China.
Project management involves all activities that encompass scheduling, planning, and controlling projects. A successful project manager ensure that an organization’s resources are being used both efficiently and effectively. Most projects need to be uniquely developed require a sense of customization and the ability to adapt to any posed challenges. The scope of effective project management includes defining what the project is and what is being expected to be accomplished. Projects are imposed to fulfill a certain need and project managers must have the ability to create the proper definition. Goals and the means used to attain those goals have to be clearly stated. Project Managers must also have the ability to plan
When planning a new project, how the project will be managed is one of the most important factors. The importance of a managers will determine the success of the project. The success of the project will be determined by how well it is managed. Project management is referred to as the discipline that entails the processes of carefully planning, organizing, controlling, and motivating the organization resources so as to foster and facilitate the achievement of specific established and desired goals and meet the specific criteria of success required in the organization (Larson, 2014). Over the course of this paper I will be discussing and analyzing the importance of project management.
“Project management is the application of knowledge, skills, tools, and techniques to organisational and project activities to achieve the aims of an organisation through projects” (PMI, 2003).