Impact of Project Management within Organizations Project management, as defined by Kloppenborg (2015), is “the application of
knowledge, skills, tools, and techniques to project activities to meet project requirements.
Included in these activities are processes and systems of work that “initiate, plan, execute,
control, and close work” (Kloppenborg, 2015, p. 4). In order for project management to work
efficiently in an organization, an organization’s culture has to be known by the project manager
in order to work more efficiently and effectively.
Organizational culture is comprised of values, social rituals, and symbols that are shared
among members of the organization and are taught to new members. Values serve as a
moral
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This type of
project manager will have a truly positive impact upon the organization and will be looked to as
a leader. The organization will be better off with this type of project manager and will be
successful in the endeavors it chooses to accomplish (Stoshikj, Kryvinska, & Strauss, 2014).
Project management improvement initiatives can make and have a dramatic impact
within an organization. If performed correctly, one outcome of project management will be
lessons learned and areas to improve upon future endeavors of the company in project
management. One “basic assumption of research is that improving project management practice
improves project and organizational performance, even if the actual value resulting from
investments in project management and particular project management improvement initiatives
has been hard to define and measure” (Fernandes, Ward, & Araújo, 2014). Continual
improvement practices are put in place which tremendously impacts an organization. As long as
an organization can realize its problems, issues, and trends of those problems through
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The success of the project may have an impactful perspective with time, since the success
of project management may be determined at the end of the project; however, the success
of the project may be postponed in months or years after the end of the project” (Besteiro,
de Souza Pinto, & Novaski, 2015).
Within the project manager’s reach are the controls upon which will directly influence the
organization. These controls consist of managerial aspects of which examples are the ability to
communicate, define goals and schedules, accept proposal of the project, indicate roles and
responsibilities, and objectives, and ensure that teams are qualified to work on the project
(Besteiro et al, 2015). How the project manager manages these controls will influence the impact
upon the organization and determine the success of the project in the end. Of course a
successfully managed project will have a positive impact upon the organization and will prove
fruitful for future projects that the organization undertakes (Whole Life Project Management
Approach to Sustainability,
Interpersonal skills. Project Managers also serve as mentors to employees on how to appropriately implement Six Sigma procedures (Knapp, 2015, p. 856). The “role modeling, teaching, and coaching” performed by the project managers “helps facilitate others who are internalizing the desired values” (Knapp, 2015, p. 856). Therefore, in addition to guiding projects, project managers build the culture that is vital to the success of an organization. This additional function of a project manager emphasizes the importance of including the project manager into the hierarchy with the appropriate span of
At first should the terminology be defined. A project is "a unique set of coordinated activities, with a definite start and finishing point, undertaken by an individual or organisation to meet specific objectives within defined, scheduled costs and performance parameters" (BS 6079-1,200:2, Material of Sunderland 2005, page 5). The individual who undertakes the organisa-tion is usually the project manager. This person plays a special role and is supported by his team.
Leadership is one important trait that characterizes a project manager. As a leader, he must possess the proper knowledge, skills and abilities (KSA) needed to lead a project team toward project success. This is where his leadership competency is being measured. In this regard, organizations base their selection process on the project manager’s competencies not only on leadership but also on his behavior and other characteristics. In the United States, recruiters value more on experience and education.
Gray, C., Larson, E. (2008). Project Management: The managerial Process. New York, NY: The McGraw-Hill Companies Inc.
A project manager should have a clear vision of the desired outcome and he/she should be aware of
Project management is said to be completed within time when it completed within the “triple constraints”: cost, time and quality. And in a lot of causes, one them is sacrificed so as to meet the other two. Project managers prioritize which ones are the most important.
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.
The importance of control in the project is to stay ahead of any failure that may happen within the project scope. “The controlling process ensures that project objectives are met by monitoring and measuring progress and taking corrective action when necessary.” (Douglas, 1999, p. C71). Project managers must have mechanisms to identify problems before they become failures. No matter the reason for control there are three basic types of control mechanisms that project managers’ use: cybernetic,
Turner, J. R., & Müller, R. (2005). The project manager's leadership style as a success factor on projects: a literature review.
...creased project value generation” and subsequently enhanced productivity. When time management is organized in a way to exploit the risk opportunities identified in the early project phase, increased productivity can result.
Overview – This chapter is about controlling projects. This is the logical follow-on to the previous discussion on monitoring. Monitoring detects a problem; control does something about it. There are many reasons that projects go off their plan and require control. It’s especially important for the PM, particularly one with a technical background, to remember that all project problems have a human element. Real people, each with his or her unique abilities, are the “actors” that must make all the carefully analyzed plans actually happen. PM’s may find it hard to exercise control over a close-knit project team to whom they feel strongly attached. Further, many people are of the opinion that exercising any type of control is akin to the great evil of micromanaging.
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
By not understanding what the controlling activities will include, the planning process is incomplete. In today’s environment, the relationship between project planning and project control are critical. When a project has an unforeseen event occur, it can be contributed to a planning failure. This is where control comes in to implement the corrective action. This unforeseen event is now a lesson learned and is considered in the planning of future projects. Therefore, project planning and effective project control is an iterative process as depicted below (PMBOK ,
Timely completion of projects within the budget and scope satisfies the client’s expectation, which in turn determines the project success. (Anton de Wit, 1988) asserted that the project objectives set the most relevant criteria for success in projects. And stated that when all stakeholders are considered while formulating the project objectives, would not entirely depend on the time, cost and the quality of the project. The success can be considered only if the project satisfies these objectives. Along these lines, the success criteria are subjective and are controlled by the stakeholders more
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.