Executive Project Management fundamentals

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3.3 Interconnection of good practices and fundamentals

Figure 5: Interconnection of good practices and EPM fundamentals
For the creation of an environment for successful projects as identified by Graham and Englund (2004) and PM good practices to be effectively inherent in a project based organisation requires that both people issues and structural issues be addressed. The project management process consists of planning (forecasting), organising (staffing), commanding (motivation), directing (co-ordinating) and controlling (Burke, 2007). Project Firecracker was approached without any planning. Jeff Groenewald had clearly identified the gaps in the current processes, he realised the normal channels would cause delays and problems. Any attempts to address planning and organise the project were met with resistance by upper management as Esther Mokonyane dismissed his efforts.

The approval process at National Corporation has a major impact on the project, the approval process for the purchase had to go through the Engineer, the Chief Engineer and the vice president for final approval which has time implications for project timelines. The use of quality planning will ensure that few changes to product specifications are required during project execution and a product that meets both customer expectations and end-user expectations will be developed. The change to project management means changing deeply ingrained habits of organisational behaviour (Graham and Englund, 2004).

• Remove Obstacles
National Corporation’s management will also realise that despite having the right formula on the ground there will be barriers along the way in the form of people, processes and systems. With a proper change management structure in place and ...

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