Saturday, August 29, 2015

Prepared for Dr. Onu

Prepared by: Jim Valdivia

Purpose: Customized Project Management Toolbox for case study: EMC with PMI; Excellence on a Global Scale.

A PM’s ‘toolbox’ includes numerous tools and techniques. In order to produce a successful project, a PM must integrate the shareholder’s needs and expectations with the knowledge areas (Carstens, D., Richardson, G., Smith, R., 2013) as illustrated below.

Stakeholders’needs and Expectations | 9 Knowledge Areas | | ProjectSuccess | | Core Functions | | | | Scope Mgt. | Time Mgt. | Cost Mgt. | Quality Mgt. | | | | | | | | | | | PROJECT INTEGRATION MANAGEMENT | | | | | | | | | | | HR Mgt. | Communication Mgt. | Risk Mgt. | Procure Mgt. | | | | Facilitating Functions | | |

1. Stakeholders. I would begin the customization of my management toolbox by taking the time necessary to identify the unique groups and individuals for the project. With limited resources in a highly competitive market, I would want to do everything possible to ensure that relationships that matter the most for the benefit of the project were the focus. I would want to cluster the candidates according to common needs and expectations. I would start by asking key questions. Does the candidate have a fundamental impact on the success of the project? Can the PM clearly identify what is desired from this candidate? Does the PM want to foster growth in this relationship? Can the project/PM exist without this candidate? Can this candidate remain loyal to the primary project first? I see this as the foundation of the project, and therefore the necessary element on which the project’s success would be built (PMBOK., 2013).

2. Scope Mgt. Defining what is needed is the first step in setting goals, establishing timelines, and allocating anticipated resources. To