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Application of project management concepts
Application of project management concepts
Application of project management concepts
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On the 7th March 2016 Delphi Printer and Periphals Company released the launch of its latest and innovative printer. In this analysis I will break down the approaches taken as Senior Project Manager and discuss my decisions and management style, comparing this to other project management methodolgys. I will then go on to discuss the project’s successes amd contraints including the theory of contraints in relation to this project. The reasons why this project was both a success and failure in terms of project management will be critically discussed not only on an indivisual scale in terms of company success but also in comparision to the larger context of mangement practises. The use of one consistent case study comparision is important to compare my project management too. I will be in this analysis using the rebuild of the one world trade centre project in New York …show more content…
I found the project maturity level of the team to be novice as although I choose fairly experienced workers I myself was not experienced in that line of project management. Our novice level was reflected in our score as morale of the team was low due to ineffective communications and fustrations by my decision to employ only 2 people without on going training. Pinto (2013) also points out in his textbook that project managers must also show certain characteristics and leadership qualities in order to lead a successful team to create a successful outcome. Qualities listed included that you have good motivation, a clear vision and good communication all of which I lost during the process of production when targets dropped and results were not showing which reflected in my teams low
Project management is the application of knowledge, skills, tools, and techniques to project activities in order to meet project requirements (PMBOK Guide, 2008). Using this definition, it is made evident that the parties involved in the Denver International Airport (DIA) Baggage System project in the 1990’s failed at applying basic organizational practices towards managing the triple constraint of scope, time, and cost goals. The combination of inherent risks, uncertainties, and dysfunctional decision making geared the project towards disappointment while simultaneously designating it as a text book example of what not do when taking on a complex project. By looking at the key strengths, weaknesses, opportunities, and threats we can pull together a basic plan of action that would have set the DIA’s baggage handling system as a marvel model of rapid automation.
Crawford (2000) suggests that project leadership is the highest ranking category among project management competence factors. Project management leadership style affects overall project performance. Recent research supports the idea that successful projects are led by individuals who possess not only a blend of technical and management knowledge, but also leadership skills that are internally compatible with the motivation of the project team (Slevin and Pinto, 1988; Turner et al., 1998). Zimmerer and Yasin (1998) found that positive leadership contributed almost 76% to the success of projects. Negative or poor leadership contributed 67% to the failure of projects. Project leaders need both, relationships and task oriented leadership styles, to cope with the challenges within different phases of project (Slevin and Pinto, 1991). In projects, project leaders must lead their teams towards completing defined goals with in a fixed time scale. Verma (1997) states “Achieving the goal or final aim is the ultimate test of leadership”. Goals and tasks are achieved through people thus making people an important resource for
University of Washington. (2013). Four (Five) Stages of Team Development – Bruce Tuckman. Retrieved April 2014, from University of Washington: depts.washington.edu/oei/resources
Jugdev, K. (2012). Learning from Lessons Learned: Project Management Research Program. American Journal of Economics and Business Administration , 4(1), 13-22.
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
As a multinational, Xerox specializes in technology and services and operates under two different market environments, the macro and microenvironment. In the microenvironment, the company has influence while in the macro-environment the company cannot make market changes.
We have chosen the Xerox Corporation and evaluated the strategic importance of innovation in its role. Xerox from its inception has always been regarded as an organisation that thrives on innovation and diversification. The introduction of the their xerographic office copier in 1959 is seen as one the main technological advancements in the 20th Century. Even as late as the 1990's Xerox has been boldly reinventing itself from a predominantly black and white, light lens copier company to a digital, colour and document solutions company. Even the release of their third quarter results for 2000 in October last, showed despite a 5% drop in revenue, the organisation still looks forward to improving its overall strategy by revealing a new turnaround program
What is your general experience of project management performance in your organization? What are typical reasons for low performance in project management?
In the globalized economy, Successful project managers are in much demand across many industries. Organizations strongly need experienced project managers to lead their staff to accomplish their business goals and deliver successful projects. In an increasingly complex environment, project managers need to turn into many roles and have all kinds of responsibilities at each level of management within an organization. Good project managers are not born. They need to be trained. They develop their skills through study, practise and experience. They become better project managers after they finish a successful project each time. They learn new techniques and apply them on their projects. They learn their lessons from failed projects and then improve to be better project managers in the future.
There isn’t much that is needed to gain success as a team. As long as everyone is on the same page, and focuses towards wanting the same end result, it is very easy to gain success. Some of these features include: Shared Goals, Productivity, Understanding the different roles, Good communication, Personal growth and recognition, Team spirit and mutual respect and Staying open to ‘outsiders’. When all, if not most, of these features taken into account, it makes it very easy to gain a successful team as well as gain a successful outcome. Below I have listed each feature with what they mean.
Over the course of my professional life, I have become increasingly involved in project management roles. Doing so has made me aware of the many varied challenges that can face projects and the project managers who are charged with bringing them through to completion. The success or failure of projects, in whatever economic, political or social field, rests not just on the quality of the project’s goals, but also on the abilities of those involved in the project – and above all those who are managing it – to bring it to successful completion. To do this, project managers need to be equipped with a very wide range of skills, many of which are unrelated to the type of project itself. So, for example, a project manager of an engineering project must not only have engineering
The chapter ‘Project Management in the Automotive Industry’ by Christophe Midler and Christian Navarre from The Wiley Guide to Managing Projects (September 2004) traces the inception and transformation of project management in the automotive industry from the post-war period to the early years of the new millennium. It is an interesting article which categorizes the period into four phases on the basis of organizational structure and strategy pertinent to most of the automotive manufacturers in each era. This classification helps the authors elaborate on the change in corporate structures and relationships within the organization and with their subcontractors over the years. Examples of leading car manufacturers have shown how project management has developed into an essential aspect of managing complex activities, and how the automotive industry has steadily evolved from being function-oriented and bureaucratic to being innovation-oriented and modular.
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
Their methodology must be developed around company’s culture and maturity level. As they are immature in project management, they need specific policies and procedures that dictate how to perform in the organization, which must be easy to understand and follow by executives, project managers, line managers, and line employees.
Project management creates a situation where the workers perform their duties and responsibilities in a structural and devoted manner. With much dedication and focus it is possible to use fewer workers to accomplish and execute a project. Allowing fewer workers to perform a project allows frees up possible persons to work other tasks. The increased efficiency of teams in their tasks is of a consequent meaning that the effectiveness of the organization as whole is increased as well (Larson, 2014). Doing this allows project management the ability to hold people accountable and this makes the workers much more efficient in their tasks than a slew of