...Organizations Discussion CPMGT 301 Organizations Discussion What is the difference between project-based and non-project-based organizations? How does communication differ for a project manager in a project-based organization versus a non-project-based organization? Describe two challenges a project manager might face in a non-project-based organization. As a project manager in a non-project-based organization, how would you overcome the challenges you identified? The difference between project-based and non-project-based organizations is that fact that project based organizations are organized around each particular project, and most of them have project managers that run the teams made up of employees. The non-project-based organizations are a category like an umbrella which includes all organizational structures that are not designed around projects. The most common type of non-project based organizational structure is the functional model, and this is where an owner or manager oversees many different department heads, each of whom runs one specific department in which a certain function is performed. Communication differs from a project-based organization versus a non- project-based organization because project-based organizations inter-organizational communication requirements are higher than a non-project-based organization, and it involves much more analytical details within the communication process. Two challenges a project manager might face in a non-project-based...
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...companies that efficiently solve their projects issues and portfolio concerns will differentiate themselves from their competition. The projects that companies work to complete with the many different project methodologies demonstrate where the business is now, and the portfolio of projects of the organization demonstrate where the organization is headed. To effectively manage the tremendous number of projects that leaders face today in their organizations, they look to methods and processes that aid them in effectively managing a group of projects. The method used to help in this endeavor is Portfolio Project Management (PPM). Portfolio Management Methodologies According to Project Management Institute’s 2012 Pulse of the Profession In-Depth Report there is a clear trend based on their annual global study of more than 1000 project, program and portfolio managers. Over half of the companies reported an increase in their use of portfolio management as a means of effectively dealing with organizational strategy based on portfolio management (PMI, 2012). Moreover, the results of the study determined that 62% of projects that were concluded based on the effective use of portfolio management methodologies met or exceeded their expected return on investment (PMI, 2012). Notwithstanding the quantifiable benefits of portfolio management, the study uncovered that relatively few businesses created an avenue to perfect the portfolio management methodologies within their company. Strategic...
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...the document known to project managers as SWOT Analysis. It is known to be a useful tool that allows for a deeper understanding and discovery of new opportunities. The document is used as a technique to manage and eliminate threats. When used to compare a project-based organization and non-project based organization; it allowed for a clearer understanding of the different organizational structures. A project-based organizational structure is based on hierarchies, functions, and operations. They use a matrix organization which allows company functions to be maintained in a management structure, while work is carried out in project-based groups that are considered to have a hierarchical structure (“Project-Based-Small business”, 2013). This structure is known for its stability and long term goal orientated focus. In a project-based organization, a company’s departments and personnel are organized around each particular project. This allows for flexibility within the company because of the continuously change as projects change. The project manager has direct control and support of the project. According to Kerzner (2009), the disadvantages of having a project-based organization would be the increased need for effective leadership, poor communication with other departments, the more change that happens within the project; the more room for error and instability, and the structure has less organizational consistency than others. A non-project based organizational structure...
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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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...of a Project Management Office is to define and maintain projects management standards that must be implemented and adhered to throughout the organisation. The project management office must standardise the way that projects are executed by ensuring that policies, processes and procedures are repeated in exactly the same way in all of the projects that are performed in the organization. The Projects Management Office is the source of documentation, guidance and metrics on the practice of project management and execution. According to Taylor, J (2006) the idea of a Project Management Office is not a new concept. It is an old concept that was brought to live again as a result of the need to manage projects, and specifically Information Technology projects, better. Information Technology organizations have struggled to deliver projects on time and within budget more than any others. In the mid-1990s, approximately 80 percent of all IT projects failed, and of those that were restarted, about 50 percent failed. Therefore, the challenge to manage projects more closely has caused a resurgence of PMO implementations. The purpose of the PMO can be divided into the following activities: Project management methodology: The most important activity of a PMO is to establish a project management methodology. In order for the PMO to establish a project management methodology it is required that the current business environment and way of managing projects are analysed. Based on this...
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...Term Paper: Project Managers and Ethics, Leadership, and Technology Jessica Tyra Dr. Russ White CIS517 May 17, 2015 The Different Organizational Structures There are three different organizational structures in regards to project management, and each has their specific pros and cons associated with their method. A functional organizational structure is one that is best when the focus is a single product. Functional structures aren’t designed to change quickly, and they are the most common type of design. These contain various specialized units that then report to top management, or the top tier of the structure. The grouping is based on similarities. It’s the top tier’s job to make sure that each individual tier below them is able to communicate and coordinate their efforts as one unit. Clustering the individuals with similar knowledge allows specialists to grow within their fields. (Griffin, 2015, p. 1) The main goal of functional structure is to place the human and informational resources in one place to maximize performance. A great example is the structure associated with a University. They have various faculty members who only teach a specific specialty or subject. These individuals are only supposed to teach their specific subject. (Schwalbe, 2013, p. 49) There are some disadvantages to functional organizational structures, with the biggest issue having to do with communication. Communication can be difficult in the decision-making...
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...Agile Project Management White Paper 2 Agile Project Management Contents Foreword by Richard Pharro, CEO, APMG-International Introducing Agile Project Management Relationship with DSDM Atern and Key Differences Comparing Agile Project Management with other agile methodologies Benefits of Agile Project Management Agile Project Management and PRINCE2 – one or the other, or both? Qualifications & Training About APMG-International About the DSDM Consortium 3 4 5 6 8 9 9 10 11 3 Foreword from Richard Pharro, CEO, APMG-International Agile Project Management provides an approach that offers agility but retains the concepts of a project, project delivery and project management. It works alongside more formal project management approaches such as PRINCE2® and complements quality processes such as ISO90001 and CMMI. Agile Project Management enables organizations to gain the benefits of an agile approach without introducing unnecessary risks. This ensures ‘going agile’ becomes a measured and balanced change, keeping what is good in the current organization and retaining existing good practices around project management and delivery whilst gaining the benefits of a more agile way of working. Providing a flexible yet controlled process that can be used to deliver solutions, Agile Project Management combines effective use of people’s knowledge together with techniques such as iterative development and modelling to achieve tight project delivery timescales....
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...International Research Network of Organizing by Projects IRNOP was founded in 1993 as a loosely coupled network of researchers and have developed from there, adding researchers in countries all over the world. The IRNOP network connects scholars with a background in business, economics, engineering and other fields, with a common interest in projects, project organizations and temporary systems. The goal of inrop is to inform researchers of conferences and other project related issues the website builds on info the readers provide .So far Inrop has organized nine conferences in Istanbul Turkey, Montreal Canada , Oslo Norway, Umea Sweden, Austria, Finland, Paris France, Germany, Ireland, Lisbon Portugal, and the United Kingdom. Publications •ephemera - theory & politics in organization (See 2009, 9(2) for a special issue on 'Project management behind the façade') •International Journal of Managing Projects in Business •International Journal of Project Management •International Journal of Project Organization and Management •Journal of Project, Program & Portfolio Management •Operational Research Society, UK. Study group: Project Management. •Project Management Journal •Project Manager Today (electronic journal) •Projects and Profits ICFAI Press •Scandinavian Journal of Management (See 1995, Vol 11, No 4 for a special Drouin, N., Müller, R. and Sankaran, S. (2013) Novel Approaches to Organizational Project Management Research. Copenhagen Business School Press...
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...Portfolio Management and Strategic Management Rebecca Watson CPMGT/301 May 25, 2015 Daryl Hale Portfolio Management and Strategic Management Portfolio management is a method that practices fundamental management techniques to prioritize an organization’s projects against each other. This method is performed in the same way an investor would evaluate a stock portfolio for long-term value, risk, and balance. This process is ideal; enabling an organization to consider and bring about a portfolio of projects to appropriate resources and optimize investments against vital objectives (Robbins Gioia, 2013). Project Portfolio Management (PPM) is used to assist an organization to gain and evaluate details about all its current and upcoming projects. Each project can then be prioritized against others based on criteria such as resources, budget, strategic value and any other impactful elements concerning the organization (Greer, 2009). The advantages to practicing PPM is that is can give the organization a big picture perspective of where its resources are being allocated and how the project deliverables will impact the company goals. According to Robbins Gioia, the traditional approach of project management focuses on cost, prioritizes project time lines, manages and contains problems within the project scope, “and attempt to answer the question: Are we doing things right?” (Robbins Gioia, P. 1). Even with the best project manager (PM) yielding optimal results, that PM has...
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...The AtekPC Project Management Office Case Study was assigned for this class to provide an overview of the challenges faced by management in the development and deployment of a PMO in an existing company. Based on the case study respond to the questions below incorporating not only the course reading materials, but any outside research that may be relevant. Be sure to cite the authority for any research included in your response. What were the changes in AtekPC’s business environment that caused the company to introduce a PMO? Based on your assigned readings and research, do these appear to be appropriate reasons for developing a PMO? Why or why not? “One might be cost reduction. Another motivation to get better on projects would be that we have to get more creative, adaptive, and agile in launching new products. “ [1] “The PC industry was changing, and AtekPC was engaged in dealing with dramatic pressure from larger competitors such as HP, Dell, and Lenovo. To compete in a changing industry in which consolidation was occurring, AtekPC had implemented a corporate Planning Office. Recognizing the role that IT would likely play in enabling AtekPC to respond to the industry pressures, the senior vice-president had supported the creation of a PMO within IT. “ [1] Somewhat true but not sufficient Here are some other reasons of why we should have PMO. (of course it cannot represent everything) In mature organizations, the PMO is the focal point for improvement and...
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...Impact of Risk Management in Application Development Abstract: Nowadays, software is becoming a major part of enterprise business. Software development is activity connected with advanced technology and high level of knowledge. Risks on software development projects must be successfully mitigated to produce successful software systems. Lack of a defined approach to risk management is one of the common causes for project failures. To improve project chances for success, this work investigates common risk impact areas to perceive a foundation that can be used to define a common approach to software risk management. Based on typical risk impact areas on software development projects, we propose three risk management strategies suitable for a broad area of enterprises and software development projects with different amounts of connected risks. Proposed strategies define activities that should be performed for successful risk management, the one that will enable software development projects to perceive risks as soon as possible and to solve problems connected with risk materialization. We also propose a risk-based approach to software development planning and risk management as attempts to address and retire the highest impact risks as early as possible in the development process. Proposed strategies should improve risk management on software development projects and help to create a successful software solution. Table of contents: 1. Introduction ...
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...Final Project Next Generation Firewall By: Edward Caudill Submitted as partial fulfillment of the requirements for the Bachelors of Computer Science Independence University April, 2015 Copyright ( 2015 Edward Caudill This document is copyrighted material. Under copyright law, no parts of this document may be reproduced without the expressed permission of the author. Approval Page INDEPENDENCE UNIVERSITY As members of the Final Project Committee, we certify that we have read the document prepared by __________________ entitled ________________________________________ and recommend that it be accepted as fulfilling the Capstone requirement for the Degree of ________________________________________ ____________________________________________________________Date: _________ Name of Course Instructor ____________________________________________________________Date: _________ Associate Dean Signature ____________________________________________________________Date: _________ Senior Associate Dean Signature I hereby certify that I have read this document prepared under my direction and recommend that it be accepted as fulfilling the dissertation requirement. ____________________________________________________________Date: __________ Course Instructor Abstract Taking advantage of a vulnerability (i.e., an identified weakness), in a...
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...PAPERS How Effective Are Project Management Methodologies? An Explorative Evaluation of Their Benefits in Practice Hany Wells, Business School, University of Hertfordshire, Hatfield, Hertfordshire, England ABSTRACT I INTRODUCTION I This article investigates the benefits and supports provided by project management methodologies (PMMs) to project managers for the management and delivery of information technology/ information system (IT/IS) projects. Using a qualitative approach, through case study strategy, the role of PMMs is examined in different business and project contexts. This article evaluates the benefit of PMMs based on their traits and characteristics and investigates PMMs in their operational context: where PMMs come from and how they support practitioners. The findings suggest a misalignment between the intended benefit of PMMs at the strategic level and the reported benefits by project managers at the project level. Additionally, it is shown that practitioners’ expertise, accountability, and attitudes all have a direct influence on the extent to which PMMs contribute to and benefit the management of projects. report from former UK Health Secretary Andrew Lansley captured the attention of many by highlighting that “Labour’s IT programme let down the NHS [National Health Service] and wasted taxpayers’ money by imposing a top-down IT system on the local NHS, which didn’t fit their needs” (BBC News, 2011). This report highlighted...
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...agile project management and its benefits and challenges by considering definitions and theories of agile project management, principles and empirical literature. 2.1 Project management and agile project management defined 2.1.1 Project management According to Kerzner (2009, 10th ed.) project management is the planning, directing and controlling of company resources for a relatively short-term objective that has been established to complete specific goals and objectives. Project management also utilizes the system approach to management by having functional personnel (vertical hierarchy) assigned to a specific project (horizontal hierarchy). Project Management Institute (2004, pp.5-377) also defined project management as the application of knowledge, skills, tools and techniques to project activities to meet or exceed stakeholder objectives and expectations from a particular project” and according to ISO 10006 project management is the planning, organizing, monitoring and controlling all aspects and activities of the project in a continuous process to achieve its planned objectives”. Basically, project management deals with coordinating resources and managing people and change. Managing a project includes: Identifying, requirements, establishing clear and achievable objectives, balancing the competing demand for quality, scope, time and cost; Adapting specification, plan and approach to the different concerns and expectations of the various stakeholders” (Project Management...
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...What is the role of a Project Manager? Project managers are the point people responsible for coordinating activities of project team members to achieve project objectives. Whereas project team members tend to have narrowly focused skills and expertise, and are primarily concerned with day-to-day functions, Project Managers focus equal attention on near- and long-term activities. Historically the role of Project Manager focused on the larger, more technical projects. However, in recent years it is being applied to a variety of smaller, less technical projects as well. The Project Management function has received a lot of attention over the last 10 years and has become a highly desired competency in most organizations. Specifically, what are the responsibilities of a Project Manager? A true Project Manager is responsible for effectively and efficiently: • Defining the scope of projects; • Developing project schedules; • Estimating project costs; • Gaining stakeholders’ approvals; • Measuring project progress; • Controlling project changes; • Closing out projects. Why are soft skills important to being a great Project Manager? The common thread running through all the essential skills needed to be a great Project Manager is working with people. Whether it’s defining the scope of a project, exercising change control or closing a project out, the more comfortable Project Managers are with interacting with people the more successful...
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