...Project management Methodologies Olga Botero PM620-1003A-01 Schedule and Cost Control Techniques Dr. Mathew Gonzalez July 19h 2010 Project Management Maturity Model (PMMM) • Common language – Recognize the need for Project Management – Common terminology • Common processes – Successes can be repeated on other projects – PM can support other methodologies • One single methodology for all projects • Monitoring and benchmarking • Continuous improvement (Kerzner, 2009, pp. 928-929) Different PM Methodologies • There are approximately 150 (Gonzalez, 2010) • Some of them are: – PMBOK - Six Sigma – Agile - Waterfall – Scrum - Spiral – CCPM - Prince2 – Rational Rose - Open Source • A methodology is a set of guidelines or principles that can be tailored to a specific situation (Wideman, 2005) A Comparison Guidelines PMBOK Agile CCPM Heavy Management Control Multitasking allowed Expert Team Oriented Open Status Reporting Continuous Changing Processes Heavy Risk Management Hierarchical Structure Yes Yes No No No Yes Yes No Yes Yes Yes Yes No No Yes No No No No Yes Yes Phase Organization (Perrin, 2007), (CCPACE, 2008), (PMBOK, 2008) Yes No Yes Feature Summary • PMBOK – Structured and well documented – Excellent for complex projects • Agile – Team oriented – Open documentation and participation • CCPM – Critical path oriented, constrain driven – Resource commitment until path is finish Recommended Model • Agile Methodology – E-mail project...
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...AS1: Approaches to Project Management and Methodology March 2015 1. Standard approaches to manage projects Provide brief descriptions of the following standard project management approaches: (a) The traditional approach (5 steps) The traditional approach to project management identifies a sequence of five steps to be completed in chronological order, as follows: * Initiation * Planning * Execution * Monitoring * Completion/closure Most projects will incorporate these stages, even where more complex project management methods are used but it is a method suited to simple, smaller projects, which do not have multiple tasks and people within the project team. (Hom 2013) Available at: http://www.businessnewsdaily.com/4014-project-management.html) Accessed 25/03/15 (b) Critical chain project management This method was developed by Dr. Eliyahu Goldratt and introduced in his book ‘Critical Chain’ (1997). It applies his Theory of Constraints to address project delivery issues, such as missed deadlines and increased costs and it focuses on eliminating delays due to uncertainty and over-estimation of task duration. The critical chain is comprised of the tasks which result in the longest path to project completion, with critical resources assigned to the tasks. The project schedule is then shortened by reducing the estimated task time and buffers are built in to provide for conflicts. Available at: (http://www.goldratt.co.uk/resources/critical_chain/)...
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...Week One Assignment Best Practices in an Organization’s Project Management Methodology Todd A. Jenderseck Florida Institute of Technology BUS 5668 Cases in Applied Project Management October 30, 2011 Best Practices in an Organization’s Project Management Methodology Every company should provide their project managers with best practices (Devine, 2011). The reason is fairly logical; for the company to make the most money, project managers (actually all employees) need to be as efficient as possible. One way to do this is to equip the project manager with the best practices that have been developed, learned, and implemented in the company in order to streamline the project management process. Without the establishment and sharing of such best practices, each project manager will have to “reinvent the wheel”. Such an activity requires time and effort that could be put to better use if the project manager had been given access to best practices at the outset of the project. Furthermore, the tool that the project manager eventually selects, may be sufficient for the project, but may not be the most efficient tool for the company. Best practices are the “optimal method recognized within a given industry or discipline to achieve a stated goal or objective,” (Devine, 2011, slide 11). Such practices will allow project managers to deliver consistent, predictable, and successful projects (Devine, 2011). However, since new practices are always being discovered and existing...
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...Creating a Methodology Barbara Manley Professor Dr. Greg Hart BUS 375 April 19, 2015 Creating a Methodology 1 A project management methodology is the framework created expressly for a project or client, as recorded in Kerzner (2013). The portions for each specific project are needed from the templates, forms, guidelines, and checklists of the already established framework. Corporate culture is the organizations visions, values, norms, systems, beliefs, and habits. From the case study, creating a Methodology, it was certain that the thought of losing power and control was a huge obstacle blocking the executive staff from creating a project management methodology. Facts with in corporate culture that may have led to this struggle of a PMO and a methodology were the aversion to change within the corporate structure due to the fear involved of losing power and control. However, as stated in the case study, it would be better to lose a little control verses losing your job. Kerzner (2013) stated that people will be less resistant to change if they believe change is possible and that they will benefit from that change. Also according to the text, change management processes follow a pattern of denial, exploration, resistance, and then support. They believed that a good atmosphere includes teamwork, trust, communication, cooperation; that leads to benefits that stretch from employees out to the clients. Yazici (2011), stated that “if an organization is to have a Clan or...
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...the effectiveness and limitation of implementing and managing a Project Management Methodology. Project Methodology achieve benefits of business, produce, improve products, services, design and develop systems, and invest in company infrastructure through project activities (Davies & Hobday, 2005; Shenhar & Dvir, 2007). Standardizing these project activities by means of formalized, generic PMMs (Gunnarson, Linde, & Loid, 2000). It improves project performance by means of ensuring successful management, development, and delivery of information technology. Project remains the top priority of most organization (Yardley, 2002; Wysocki, 2007; Standish Group, 2010). Project management methodologies (PPMs) are frequently adopted with the aim of increasing project efficiency and effectiveness, embracing methods of planning, organising, controlling, directing and reporting. It creates structures for responsibility and accountability of project resources. The structure created involves appointing a project manager who carries vital responsibility on the initializing, implementing and management of the project in Cassdav Resources Limited which is in the Information Technology sector to attain its goals. The PMM is a requirement for project planning, including risk assessment, cost estimation, forecasting and economic evaluation. It can fit in any project type, designed and implemented to regulate project management processes in order to keep a focus on other critical performance...
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...Creating a Methodology: Chad Valentine Strayer University BUS-375 Project Management Professor James E. Wise II April 21, 2015 The culture in Corporate America is highly competitive and often results driven. In most cases the success of the entire company is often credited to the executive staff and upper management. They endure both the weight of success and the weight of failure. The term “business is war” is much more a commonality than just a saying in most of the top corporations. The struggle to stay on top and maintain it is a struggle that most deal with on a daily basis. This struggle not only pertains to the threat of competitive businesses, but also the internal competition of climbing the ladder. Once you reach a certain level or position within a company, the only way to reach the next plateau is to be better than the person above you, play the politics game, or weight for them to retire or move on. Those three options aren’t always the case in every situation, but they apply to most. After reading the “Creating Methodology” case study I came to the same conclusion the CEO Mr. John Compton did which was his executive staff was hesitant due to the fact that this new process he requested to be implemented would introduce the possibility of the executive staff to lose a portion of their power or influence. There are multiple types of PM Methodologies used in project management. Just to name a few; Agile, Waterfall, Scum, NPI, RAD, Kanban. The structure...
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...The role and impact of project management in erp implementation Trends and Issues Report The role and impact of project management in erp implementation Trends and Issues Report Thesis Statement and Key Words Thesis Statement The key to success in implementing an Enterprise Resource Planning (ERP) system is to understand an ERP life cycle and methodology throughout the implementation. Systems development theory uses the concept of a lifecycle and stages in the lifecycle to indicate development of information systems. In a system development life cycle (SDLC), complex problems need to be broken up into smaller manageable problems using a systems hierarchy, or project management methodology. This paper will introduce a popular methodology called Agile and why is it so useful compared to traditional methods. In addition, the roles of the project manager in the implementation process, how does he/she manage to help the company succeed will also be discussed. Key Words Enterprise Resource Planning Project Management Systems Development Life Cycle Methodologies Agile Risk management Adapt changes Overview Introduction Enterprise Resource Planning (ERP) is business process management software that allows an organization to use a system of integrated applications to manage many back office functions related to technology, services and human resources - (Beal, 2014). ERP systems are backbones of businesses. Companies are aggressively looking for competitive advantages...
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...CREATING A METHODOLOGY BUS 375 Week 2 Assignment Professor Christopher Hase By: Nicole Brevard 07/11/2015 There were two contributing factor that stood out that surrounded the corporate culture that were at play that contributed to the executive staff waiting so long to develop an Enterprise Project Management Methodology. The first contributing factor was the executives were afraid of losing their power and authority they had. I believe they knew by developing a Enterprise Project Management Methodology, that only one executive would be in charge and more powerful than the other executive's. The executives new at some point they would have to do it, but what they did not understand is by not developing an Enterprise Project Management Methodology they were putting the company’s growth and competitiveness in jeopardy. The second contributing factor was the executives had no clue on were to begin with developing an Enterprise Project Management Methodology. The executives were so afraid of who was going to be in control that they really never thought it out. The executive staff recommended 12 life cycles which would have increased paper work and less time to manage the project. A consultant was called in to assist them in creating an Enterprise Project Management Methodology explaining the pros of having. My recommendation for Mr. John Compton and his executive staff is that the Project Management office should not report to the CIO. My reasoning is the...
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...Continental Computer Corporation Executive Summary Table of Contents 1. Introduction 4 2. Problem Statement 4 3. Proposed Solution 6 3.1. Structural Change 6 3.2. Research and Development 7 3.3. Stakeholder Management 10 3.3.1 Organisational Levels 11 3.3.2 Communicating with Stakeholders 13 3.3.3 Stakeholder Engagement 14 3.4 Project Lifecycle Management 15 3.4.1 Initiation and Concept Phase 16 3.4.2 Design and Development Phase 17 3.4.3 Execution and Implementation Phase 17 3.4.4 Closure and Termination Phase 17 3.5 Project Management Methodologies 17 3.5.1 Policy & Procedural Issues 18 3.5.2 Guidelines per life cycle phase 18 4. Conclusion 19 5. Glossary 19 6. Bibliography 20 List of Figures Figure 1 - CCC Interdivisional Structure 7 Figure 2 - Project Stakeholders 12 Figure 3 - Project Lifecycle 17 List of Tables Table 1 - Summary of R&D Problems 10 Table 2 - Glossary of Terms 20 1. Introduction The Continental Computer Corporation (CCC) has a number of Structural and Human Resources issues evidenced by the way its three divisions operate and interact with each other, corporate headquarters and customers. The team has been tasked with evaluating the problems and proposing solutions to issues CCC faces. The workings of Lampco, Eton and Ridge division have been investigated and a number of changes have bene proposed. Many of complaints noted in the case study were symptoms of underlying...
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...This report analyses the current project management methodologies and the lean system and also explains the importance of the lean delivery system with the advantages and disadvantages comparing to the current methods used in the project management practice. Projects are completed by project management methodologies and lean management system. Generally Project management methodologies are the various ways in which projects are initiated, planned, and executed unto completion. For different type of industrial projects and for different types of projects, there are certain specific management methodologies that are currently in use such as the traditional methods or the critical chain method that are to be used. The Lean Project Delivery System has emerged from the theoretical and practical Investigations, the process of on-going development, reducing the forms of waste in the process to get the desired product with high customer satisfaction. Introduction Project: A project is a unique endeavour to produce the desired product within the specified time given, set of constraints-cost and quality. Project management: Project Management: Project management can be defined as the process which is disciplined to involves the skills, tools management and the required management techniques to complete a project successfully There are some current management methods for project management; one of the main methods is traditional project management method which sorely based on step...
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...system development projects? Do stakeholders affect the success of system development projects? Table of Contents 1. Introduction………………………………………………………………..2 2. Information Systems Methodologies……………………………………2 3. Stakeholder Identification………………………………………………..4 4. Discussion…………………………………………………………………5 5. Conclusion…………………………………………………………………7 1. Introduction The UK Academy for Information Systems (www.ukais.org) describes information systems as “the means by which organizations and people, using information technologies, gather, process, store, use and disseminate information”. However, managing projects to implement information systems continues to be a challenge for organisations (Benko and McFarlan, 2003). Even though companies invest billions in Information Systems projects (PMI), managing these projects is difficult (Gibbs, 1994). The Standish Group CHAOS research summarised that in 2008 less than a third of information projects were considered to be successful and the KPMG survey (2002) suggests that the culpable for the failure is not only the project manager, but everyone involved in the project. While some academics were focused on identifying the most significant methodologies (Wynekoop and Russo, 1997) which will help the system developers to better plan and manage the information systems projects, others started considering the “peopleware” concept when examining the effectiveness of information systems projects (Guinan et al....
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...form of project close. Gate review meeting could result in the closure of a life-cycle or the closure of the entire project. At each gate, the continuation of the process is decided by the project manager or a steering committee. The decision is based on the information available at the time, including the business case, risk analysis, and availability of necessary resources (e.g., money, people with correct competencies). Politics exist in any life cycle phase of a project. Two or more people or a group of people is needed for a politics to occur. Politics in project management have positive impact and negative impact in a project management. Project manager using his political influence with project sponsor to get qualified resources needed or a high priority for the project could certainly lead to a positive outcome. Unfavorable outcomes occur when people play politics for more power, authority, control, or advancement opportunities. In gate review meeting, politics can influence in GO/NO-GO decision of project advancement. To eliminate or minimize politics in gate review meeting, committee sponsorship can be adopted to minimize the politics in gate review meeting. Committees are comprised of middle managers from marketing, R&D, and operations. The idea is that committee will be able to make decisions in the best interest of the company more easily and less politics influence in decision making. 2. How can we develop a methodology where termination of a project is not...
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...Section 4 Project Execution Phase 4.1 Project Execution Phase Overview Once a project moves into the Execution Phase, the project team and the necessary resources to carry out the project should be in place and ready to perform project activities. The Project Plan should have been completed and baselined by this time as well. The project team and specifically the Project Manager’s focus now shifts from planning the project efforts to participating in, observing, and analyzing the work being done. Figure 4.1.1 shows where in the Project Management the Execution Phase occurs. Figure 4.1.1 Project Management Execution Phase Project Manager’s Responsibilities A Project Manager’s responsibilities do not stop once the planning of the project is done. Because a Project Manager is responsible to internal and external stakeholders, the project team, vendors, executive management, etc. the visibility of the position is intensified. Many of these Project Management Methodology 4-1 Section 4 Project Execution Phase people will now expect to see and discuss the resulting deliverables that were so meticulously detailed in the Planning Phase. As a Project Manager, keeping oneself from getting “down in the weeds,” especially on large projects, will be important during project execution. This will allow the Project Manager to focus their attention on enabling the project plans, processes and managing the expectations of customers and stakeholders. Particular attention during...
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...I would recommend Adaptive project management methodology. The two aspects that make this method appropriate for the potential clients are; “Iterative decision-making or making choices based on learning from the outcomes of decisions previously taken and strategic flexibility or avoidance of irreversible decisions” (Virine, 2008). Adaptive PM will enable the organization to follow a structured PM system but will also provide the ability to change according to the organizations strategic plans and ongoing decision-making process. The organization is withholding the nature of the project; this would guide the project management to a structure that will be supportive the strategic impact, ability to refine the project based on needs, and lessons learned, and flexibility required for this project and the organization. Project management uses different methods to structure the project plan. Project management methodology allow the project manager and the organization to understand and see the project roadmap, milestones, timeline, risks, and manage desired outcome. Some of the methodologies utilized in project management are adaptive, Crystal Methods, Waterfall, and lean. As an example, the Waterfall method would not fit the potential client as its model does not allow change; it is fixed to methods, timelines and specified tasks (Tutorials Point). When analyzing which method is appropriate for the project, the desired outcome and strategic objects need to be clearly identified...
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...Creating a Methodology Course: Project Management January 16, 2015 In John Compton’s Company, the issues that were in play which caused the lack of a Project Management methodology for years are due to the possibility that none of his executives had any knowledge or experience in project management. I also believe that fear was in play, maybe more than a few executives were afraid to let the other know that they did not have any knowledge or experience in project management and instead of coming up with a methodology, they would rather sweep it under the rug and hope that the request goes away, or maybe other executives would take the mantle and come up with a methodology on their own. Another reason which is obvious is the thought of losing power and authority to the project management office. Another reason is that most people are afraid of change, they have been operating a specific way for so long that this change is scary when you don’t know what is coming down the pike. In a survey conducted by CIO and the Project Management Institute (PMI), “the top two reasons for establishing a PMO, according to the survey: improving project success rates and implementing standard practices”. Reading the question for this assignment, it is apparent that a project management office has been establish or is in the process of being established by the senior executives and John Compton; now the task before us is to decide where the project management office (PMO) should report to....
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