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Effective and efficient project management
Abstract on contemporary approaches use in project management
Abstract on contemporary approaches use in project management
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Introduction
The goal of Traditional Project Management as opposed to Agile Project Management is comprehensive project planning, starting with clearly defined goals. Agile Project Management enables creativity and flexibility. Therefore, when specifications frequently change, the traditional approach may not be as effective. For example, software projects that often start with few specifications are subject to changes throughout the development process (Vital S. Anantatmula, Manga Anatatmula, p. 1). On the other hand, corporate restructuring projects that are outsourced typically use traditional project management, such as in the aerospace or engineering industries (Max Smith, Project Management Outsourcing and Other Service Projects, p.1) In establishing a process determination for PMI standards, not every project is suited to fit the practices of the Project Management Body of Knowledge (PMBOK Guide). Usually, a selective approach to processes and practices based on the size, complexity, type and basic needs of the industry will dictate whether using a traditional or agile approach or a hybrid thereof is more suitable. While the continuous process of quality assurance and quality control in management is associated with ongoing improvement and process analysis, every project must, in the end, ensure the accuracy and credibility of the process measurement systems. The manager must incorporate the right tools from each process throughout the course of the project (Harry Reever, Quality in Project Management, p. 1).
Agile Project Management, according to Donovan Burba, represents a “revolution,” creating an opportunity for creativity and “self- organization”. Burba also addresses the problems: the “lack of up-front, loss ...
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As the world is constantly changing in terms of program needs and the requirements to achieve them, there is a demand for innovative and tactical ways to increase success in achieving project objectives. The ever-changing technological climate, market dynamics, relatively short-lived solutions and the arduous integration of business and I.T., have proved stumbling blocks in managing complex programs and ultimately attaining desired results on time and on budget.
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).
Graham, R. J. & Randall, L., Creating an Environment for Successful Projects: The Quests to Manage Project Management, second ed. San Francisco: Jossey-Bass, 65-113, 2003.
Gray, Clifford F.; Larson, Erik W., Project Management – The Managerial Process, Copyright © 2001 by The McGraw-Hill Companies, Inc.
Achieving the anticipated outcome of cost, time, and quality are traditionally what determines the success or failure of a project (Chipulu et al., 2014). Project success is dependent on the support of senior management, but their involvement in projects and understanding of project management methodologies is perceived to be inadequate by project managers (Ancosky, 2013) or lack of proper governance makes them ineffective (Young & Poon, 2013).
Jugdev, K. (2012). Learning from Lessons Learned: Project Management Research Program. American Journal of Economics and Business Administration , 4(1), 13-22.
The adage of the adage of the ad Juran Institute’s Six Sigma Breakthrough and Beyond. New York, NY: The McGraw-Hill Companies. Gray, C., Larson, E. (2008). Project Management: The managerial process. New York, NY: McGraw-Hill Companies, Inc.
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].
Project management has become a crucial part of any company in the twenty-first century. It not only helps the company expand and grow, but also helps target smaller segments of the operations at a time and upgrade or update it to increase productivity of that segment (Kerzner, 2013). Managing projects is a challenge every project manager faces. Finding different ways of improving a project’s management is very important. Thus, utilizing lean and Six Sigma processes can help minimize project cost and maximize productivity.
Continental Computer Corporation experienced challenges while attempting to consolidate projects under a single project manager if the fundamental practices of project management are not in place. “One of the biggest mistake made is developing a different methodology for each type of project” (Harold Kerzner, 2004, p. 95). Proven project management ethics should be used in order to achieve a successful project outcome, therefore the use of different project procedure will just complication and errors. “Project management is accomplished through the appropriate application and integration of the 47 logically grouped project management processes, which are categorized into five Process Groups. These five Process Groups are:” (PMI, 2013, p.
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.
Project Management Institute’s Project Management Body of Knowledge breaks the practice of Quality Management into three process groups:
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
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).