...environmental conditions dictate so. 92 Environmental Factors evolved from: • Increasing competitiveness of the market • Changes in technology • Requirement for better control of resources for multiproduct firms Wallace identified four major factors that cause the onset of organizational revolution: • Technology revolution (complexity and variety of products, new materials and processes and the effects of massive research) • Competition and profit squeeze (saturated markets, inflation of wage and material costs and production efficiency) • The high cost of marketing • Unpredictability of consumer demands (due to high income, wide range of choices available, and shifting taste) Grinnel & Apple five general indications that a new organizational form is necessary, not adequate for managing projects • Management is satisfied with technical skills, but projects are not meeting time, cost and other project requirements • High commitment to getting project work done, but great fluctuations in how well performance specifications are met • Highly talented specialists involved in the project feel exploited and misused • Particular technical groups or individuals constantly blame each other for failure to meet specifications or delivery dates • Projects are on time and to specifications, but groups and individuals aren’t satisfied with the achievement Management looks externally (to the environment) rather than internally for solution to problems. Organizational changes are...
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...The team's project charter, developed through individual team efforts and team collaboration, should be submitted by all team members in their individual assignment area, u05a1. Each team member must also attach a separate document in that same submission that briefly describes his or her specific contribution to this assignment. The instructor will evaluate this assignment using the Project Charter Scoring Guide included in the Resources list below. In this first team assignment, the team will submit a project charter that details: The goal of the project. Conduct research to expand NewwDeal into three key areas: Mobile Applications, Wireless Security, and Cloud Computing. The intended business impact. Business Impact is: The consequences to the business (financial, reputational or operational) that could result Increased market share Customer Satisfaction The team members and their roles. For Week 5, team 3 member roles are: Mark Wetzbarger – Group Lead / PM Marlowe Jones – Deputy Lead / PM & Research Coronda Wilson - Complier Sudharma Thikkavarapu - Researcher Latoria Wilson - Researcher The scope of the project. http://www.tutorialspoint.com/management_concepts/project_scope_definition.htm http://searchcio.techtarget.com/definition/project-scope Should we have a scope statement, vice a scope in terms of time & money? Thoughts? The estimated cost. SWAG @ $100,000 The schedule, including the major milestones and a...
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...XMGT/230 - Managment Theory and Practice June 2, 2013 Elaine McCarty Organizational Structure Paper At Burns & McDonnell engineering, several different organizational charges are used because of the size of the company. For individual projects, functional organizational charts are used to organize employees within that particular project. Functional organization is the departmentalization around specialized activities such as production, marketing, and human resources (Bateman & Snell, 2011). For the Maine Power Reliability Program, in which Burns & McDonnell functions as the Program Manager for this project, a functional organization is used. At the top of the organizational chart, the lead of the entire project, the program manager is at the top. Underneath the program manager is the assistant program manager, who reports directly to the program manager. From there, everyone else is grouped by functional group which the lead or project manager at the top of that functional group. There is one overhead project manager and underneath this position are the assistant project managers and the technical admins. The next group is led by the substation project manager and underneath him are substation assistant project managers and technical admins. The third functional group is procurement. There is a procurement manager and underneath him are the people who have been assigned to procurement and report to the procurement manager. A fourth group is...
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...planned monitored and controlled on projects and how does this relate to integration? Provide a series of at least 20 actions to plan and control scope, time and cost using the strengths of both the PMBOK model and the PRINCE2 model. Solution: Introduction The scope, cost and time management are three separate bodies of knowledge areas in the Project Management Body of Knowledge (PMBOK) [1]. These knowledge areas are described in detail in PMBOK study guide, but this report gives a brief explanation about what purpose they serve and how they are used. Scope Management In general PMBOK defines different ways of how the scope of a project can be managed and controlled. The scope management is divided in the following five processes [1]. * Scope Planning. * Scope Definition. * Creating WBS. * Scope verification. * Scope control. The above mentioned processes will interact with each other and also with the other bodies of knowledge. These processes document clearly help to define the projects limits, risks, hypothesis, constraints, organization, milestone and etc. The WBS (Work Break-down Structure) is used to subdivide the projects workload and this is done for better or management and control purposes. In general the scope of a project is decided or planned at the scope planning or definition stage. In WBS structure creation all the major deliverables are divided into smaller and manageable components. After the project completion the formal way of acceptance...
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...Management Control of Project Portfolio Uncertainty: A Managerial Role Perspective Tuomas Korhonen, Cost Management Center (CMC), Department of Industrial Management, Tampere University of Technology, Tampere, Finland Teemu Laine, Cost Management Center (CMC), Department of Industrial Management, Tampere University of Technology, Tampere, Finland Miia Martinsuo, Department of Industrial Management, Tampere University of Technology, Tampere, Finland PAPERS ABSTRACT ■ This article presents empirical results on different managers’ viewpoints regarding the sources and management of project portfolio uncertainty. As a key result, this study demonstrates the versatility of uncertainties experienced by managers, the limited degree of perceived control over them, the use of an almost complete management control package in managing uncertainties, and the necessity of managers’ cooperation in the skilled use of the management control package when managing uncertainties. In addition, a further research agenda is proposed. KEYWORDS: project portfolio management; uncertainty; managerial roles; management control systems; product development INTRODUCTION ■ n their product development, large companies have adopted project portfolio management (PPM) as a means for prioritizing and selecting product development projects among various options as well as allocating resources with the value maximization, balance, and strategic alignment of the portfolio in mind (Cooper, Edgett, & Kleinschmidt...
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...Project Management Competencies in the Project Oriented Organization In the project-based organization, project management (pm) competences are not only required by individuals, but also by project teams and by organizations. As project management has to be considered as a core competence of the project-based organization (called in this document the project-oriented organization, POO), this competence has to be explicitly developed by the organization. Source: People in Project Management Copyright: Roland Gareis and Martina Huemann Copyright statement This white paper is a chapter taken from a Gower book and provided free of charge to visitors to the website of the National Centre for Project Management. You may download it freely from the website www.cs.mdx.ac.uk/ncpm/about.html. You may also share it with colleagues, either in printed or electronic form (via e-mail), as long as you include this copyright page, each time you do so. Please respect the copyright of the author and do not publish the material in any form (printed or electronic) or circulate the material to any e-mail network. For permission to include this document in a website, intranet or extranet, please visit the Gower website (www.gowerpub.com) and contact our e-marketing manager, Elaine Hill, through the website. Gower Publishing, Gower House, Croft Road, Aldershot, Hants, GU11 3HR, UK. Tel: +44 (0) 1252 331551 e-mail: sales@gowerpublishing.com web: www.gowerpub.com 3 Project management competences...
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...Module 1: Project Management Integration Murali Dhulipala ASPEN MGT647 Project Management Integration Framework Dr. Adam Marks April 28, 2012 Contents 1. List the skills that will enable the project manager to most effectively manage change. 1 2. What are the key components of the project plan? 2 3. What role does configuration management play in the project? How do change control and configuration management interrelate? 4 4. Identify and define the inputs and outputs to integrated change control. 6 5. What performance measurement techniques can be used to identify or control changes to the project scope, schedule, or deliverables? 7 1. Read the case study “Concrete Masonry Corporation” found on pages 334-342 of Kerzner Project Management Case Studies. Complete questions 1, 4, 6, and 10 found on page 342. 9 2. How does change management enable the project manager to manage and work with the customer? 10 --Professional Development: 12 1. Provide the general specifications and requirements for a project information management system that will facilitate project control and enable change management. 12 2. How can you create an environment that enables employees to adapt to the inevitable changes that will occur on your project? What tools can you provide to your employees to facilitate their adaptation? 14 References 16 Book References: 16 1. List the skills that will enable the project manager to most effectively manage change. When customer...
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...Construction Project Controls: Cost, Schedule, and Change Management UP-201 September 2004 CURT Owner Member Companies Abbott Laboratories Air Products & Chemicals, Inc. Ameren American Electric Power Baxter Healthcare Corporation Boeing Company Caterpillar Inc. Citigroup ConocoPhillips DTE Energy The Dow Chemical Company E.I. Dupont De Nemours & Company Eastman Kodak Company Ernst & Young ExxonMobil Chemical Company FMC Corporation FirstEnergy Corporation General Electric Company General Mills, Inc. General Motors Corporation HCA Healthcare Corporation Hercules, Inc. Honda of America Mfg., Inc. IBM Intel Corporation Johnson & Johnson Kansas City Power & Light Company The McGraw-Hill Companies MeadWestvaco Corporation Merck & Company, Inc. Owens Corning PSEG Power, LLC Pfizer, Inc. The Procter & Gamble Company Rohm and Haas Shell Global Solutions (U.S.), Inc. Southern Companies Sunoco, Inc. TECO Tampa Electric Company Toyota Motor Mfg. North America Tyco International U.S. Army Corps Of Engineers U.S. General Services Administration The University Of Cincinnati Associate Member Companies Alberici Group, Inc. BE&K Bechtel Egizii Electric, Inc. Fluor Corporation Hunt Construction Group Jacobs Engineering Group Rudolph/Libbe Companies The Shaw Group, Inc. Tetra Tech FW Inc. Turner Construction Company Zachry Construction Corporation Association Associate Members Associated Builders and Contractors (ABC) Associated General Contractors of America (AGC) Mechanical Contractors...
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...Information Risk Management Plan Project Name | Network Vulnerability Colt Manufacturing R&D Server | Document Purpose The Project Information Risk Management Plan formalizes a system's information security and privacy upgrade. During the Project Planning Phase the project team: * works with Colt Manufacturing IT Department to register the data involved in the project and determine the data's classification. * useable resources in this document are reviewed to identify potential areas of information security and privacy risk. * document risks in the project Risk Register. During technical design activities in the Project Implementation phase, prior to purchasing or building an application: * System Proprietor (functional owner) works with the principal System Custodian to complete the Project Information Risk Management Plan. * Project Team submits the Plan to Colt Manufacturing IT Department and System/Network administrators for review and approval. Review & Approval Signature indicates review and approval of the Project Information Security Risk and Privacy Plan, and authorizes the Project Manager/Team to proceed with the detailed planning and execution of the project. Role | Name | Signature | Date | Colt Manufacturing Senior Management | | | | IT Department...
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...Jennifer DiTomasso Jacobsen U63594427 AD643 BG, Project Leadership and Communications Professor Star Dargin Homework One Questions one through five from the Gray and Larson text, chapter 3, page 82 1. What are the relative advantages and disadvantages of the functional, matrix, virtual and dedicated team approaches to managing project? Functional approach - advantages “Projects are completed within the basic functional structure of the parent organization. There is no radical alteration in the design and operation of the parent organization.” [i] “There is maximum flexibility in the use of staff.” [ii] Individual employees have a permanent home within the organization, with a permanent boss. This allows them stability, knowing where they will work and for whom they will work, as projects come and projects go. Individual employees have an established career track within their functional discipline. Individual employees can develop expertise in their functional area. Functional approach - disadvantages “Projects often lack focus.” [iii] Collaboration on project team efforts can be difficult. Functional employees typically work in close proximity with each other, rather than in close proximity with members of other disciplines within the organization. Functional employees may only communicate well with each other, and might not be aware of who the employees in other functional disciplines are, how to communicate with...
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...Project Audit Checklist Project Name: ______________________________________________Audit Date(s): _____________________________ Project Manager: ______________________________ Project Auditor: __________________________________________ Project ManagementKnowledge Areas | Successes | Shortcomings | Comments and Recommendations | | | | | 1. Project Integration Management | | | | 2. Project Scope Management | | | | 3. Project Time Management | | | | 4. Project Cost Management | | | | 5. Project Quality Management | | | | 6. Project Human Resource Management | | | | 7. Project Communications Management | | | | 8. Project Risk Management | | | | 9. Project Procurement Management | | | | 10. Other Matters | | | | PROJECT MANAGEMENT KNOWLEDGE AREAS Knowledge areas provide for a comprehensive checklist. PROJECT INTEGRATION MANAGEMENT A subset of project management that includes the processes required to ensure that the various elements of the project are properly coordinated. It consists of: * Project plan development—integrating and coordinating all project plans to create a consistent, coherent document. * Project plan execution—carrying out the project plan by performing the activities included therein. * Integrated change control—coordinating changes across the entire project. PROJECT SCOPE MANAGEMENT A subset of project management...
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...(IPT) ties individual success to team performance. The IPT structure reduces management oversight requirements by driving accountability for performance to cost and schedule down to the individual employees directly responsible for our success. This structure also eliminates interdepartmental finger pointing and reduces conflict among personnel executing projects for our customers. The IPT structure will increase efficiency, reduce cost, enhance teamwork, and provide the team members with a sense of personnel accomplishment that both motivates and rewards our employees. Introduction: Seamless Cross-Functional Project Teams are the Key to Successful Projects Project performance is dependent on intertwined functional execution. Project performance is dependent on intertwined functional execution. Integrating new systems into customer products is the backbone of our business. Our customers’ operational tempo combined with changes in the political climate demand that we respond to their everchanging needs faster and cheaper than ever. The heart of our responsiveness depends on the seamless integration of our project teams. Whether we are installing a new weapon system, or upgrading a radio, each function is highly dependent on other areas. For a typical developmental effort, engineering takes the customer requirements from project management and develops the detailed requirements that flow to the other functions to produce the product. Production control translates...
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...SYLLABUS BSA/385 Introduction to Software Engineering Copyright ©2016 by University of Phoenix. All rights reserved. Course Description This course introduces the fundamental, logical, and design considerations addressed during system and application software development. It provides a background in applications software development and testing techniques through a combination of theory and application. Course Dates May 03, 2016 - Jun 06, 2016 Faculty Information Name : Email Address : Phone Number : ROBERT MASCARENAS (PRIMARY) (505) 884-4399 Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents (both located on your student website): • Academic Policies University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Academic Resources • Course Software Instructions Click the link for additional course software requirements. Note: We do not recommend trial software versions because they expire. SupportingMaterial Course Software • College of IS&T Resources Instructions Click the link to review the College of IS&T Resources. SupportingMaterial College of IS&T Resources • College of IS&T Website Instructions ...
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...PMBOK Quick Implementation Guide: Standard Introduction, Tips for Successful PMBOK Managed Projects, FAQs, Mapping Responsibilities, Terms and Definitions Notice of Rights: Copyright © Daniel Lawson. All rights reserved. No part of this book may be reproduced or transmitted in any form by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Notice of Liability: The information in this book is distributed on an “As Is” basis without warranty. While every precaution has been taken in the preparation of the book, neither the author nor the publisher shall have any liability to any person or entity with respect to any loss or damage caused or alleged to be caused directly or indirectly by the instructions contained in this book or by the products described in it. Trademarks: Many of the designations used by manufacturers and sellers to distinguish their products are claimed as trademarks. Where those designations appear in this book, and the publisher was aware of a trademark claim, the designations appear as requested by the owner of the trademark. All other product names and services identified throughout this book are used in editorial fashion only and for the benefit of such companies with no intention of infringement of the trademark. No such use, or the use of any trade name, is intended to convey endorsement or other affiliation with this book. ITIL® is a Registered Community...
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...Final Paper: The Challenger Project Christopher A. Pantoya PJM 520: Project Leadership and Communication Dr. Paul Sam March 30, 2014 Abstract The purpose of this paper is to examine the space shuttle Challenger from a project management perspective. The project team, controls, metrics, and the overall process will be evaluated. An emphasis will be placed upon the communications project leaders had with personnel responsible for critical deliverables in order to identify risks that were overlooked, which could have contributed to the catastrophic outcome. The Challenger Project The space shuttle Challenger is among the most studied events in U.S. history, especially from quality assurance and project management perspectives. At the time, NASA had recently successfully completed a series of significant accomplishments and seemed on the verge of achieving even more. However, program managers began to let small details escape scrutiny or ignored them altogether in order to meet established timelines, which eventually led to the catastrophic shuttle launch. Thus, numerous processes have been developed in order to prevent repeating the tragedy. In fact, many facets of project management can be attributed to the Challenger shuttle launch project failure. Specifically, the project’s leadership needs to be assessed in order to categorize some of the indicators, which were identifying risks that were overlooked. The plans execution from initiation...
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