...Projects have ‘being undertaken in a rudimentary form back beyond the Romans to early civilizations,’(Walker and Dart, 2011, p.4-16) from building the ‘Great Wall of China’, to ‘The Great Pyramid of Giza’ (Haughey, 2013) and notable architectural buildings that are still in existence today. Project management tools such as program evaluation review technique (PERT) and critical path method (CPM) came into effect between 1956 to 1958 (Azzopardi, 2015). It was not widely embraced until the 1960s in the USA when the project management theory gave birth to ‘modern project management’ (Azzopardi, 2015). The concept project is defined as ‘a temporary endeavour undertaken to create a unique product, service, or result’ (PMI, 2008, p.5). Whilst project management is ‘the application of knowledge, skills, tools and techniques to project activities to meet the project requirement.’ (PMI, 2008, p.6). Unpacking both definitions, project management is deemed a powerful tool that gives an organisation the ability to assign its resources in a unique way through planning, implementing and controlling each deliverables to meet the projected outcome. In today’s modern world, organisations have an invested interest in the practice of project management and the professional discipline. Historically, priest, architect, quantity surveyors and engineers as ‘“accidental” project managers’ (Walker and Dart, 2011, p.4-16) where given the role to deliver complex task without having the right tools or processes...
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...The Strategic Management of Projects The concept of Managing projects describes the organisation’s ability to select, nurture and deliver projects and programs effectively. The strategic capability to manage projects1 expands this general concept to include the direction of the organisation’s overall Project Delivery Capability (PDC) towards the achievement of its strategic objectives. The strategic management of projects includes all of the aspects of project delivery discussed in our white paper PDC Taxonomy2 (outlined below) focused on realising strategic value for the organisation. In many organisations, implementing an effective and rigorous PDC structure will require a major organisational change effort and will challenge existing cultures, particularly the tendency of executives to focus on project failure rather than organisational failure when their organisation fails to adequately support the management of its projects. 2 The PDC Architecture outlined in WP1074 – PDC Taxonomy 1 Strategic project management has many different terms for the same general set of management capabilities required to support the efficient delivery of the ‘right’ projects and programs. Some options include: - The Management of Projects: Prof. Peter Morris’ concept - Enterprize Project Management: tends to be used for the supporting software tools - Enterprise Project Governance: (used in a book by Paul Dinsmore & Luiz Rocha) focused on How to Manage Projects Successfully...
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...CRANEFIELD COLLEGE OF PROJECT AND PROGRAMME MANAGEMENT M2 PROGRAM MANAGING ORGANISATIONAL PERFORMANCE AND INNOVATIVE IMPROVEMENT MODULE WESTRAND GROUP ASSIGNMENT The Trophy Project “Case Study” “We hereby declare that this assignment is entirely our own work, and that it has not previously been submitted to any other Higher Education Institution. We also declare that all published and unpublished sources have been fully acknowledged and properly referenced. This includes figures, tables and exhibits. Where modified by us, this has also been indicated.” Compiled by: Name | Signature | ID Number | Nomsa Thobane | | | Lucille Olivier | | | Misokuhle Thusi | | | Vuyani Mawetu Matoti | | | Brenda Neshishivhe | | | ------------------------------------------------- ------------------------------------------------- Table of Contents 1. Executive Summary 3 2. Problem Identification 4 2.1 Structural Strategic Variables 4 2.1.1 Organisational structure 4 2.1.2 Other Structural Strategic Variables 5 2.2 Behavioural Strategy Variable 7 2.2.1 Management 7 2.2.2 Management Leadership 9 2.2.3 Functional Management Leadership 11 2.2.4 Project Management 12 2.2.5 Project Management Leadership 15 2.3 Operational Strategic Variables 16 3. Recommended Approach 16 3.1 Structural Strategic 16 3.1.1 Matrix Organisational Structure 16 3.2 Behavioural Strategic 18 3.2.1 Balance scorecard 18 3...
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...Approximately what percentage of the wortd's gross domestic product is spent on projects? a. 10 percent b. 25 percent c. 50 percent d. 75 percent b. 25 percent 2. 2. Which ofthe following is a I'IOt a potential advantage of using good projectmanagement?a. Shorter developmenttimesb. Higher workermoralec. Lower cost of capitald. Higher profitmargins c. Lower cost of capital 3. 3. A ___ is a temporary endeavor undertaken to create a unique product, service, or result. a . program b process c. project d . portfolio c. project 4. 4. Which of the following is not an attribute of a project? a. projects are unique b. projects are developed using progressive elaboration c. projects have a primary customer or sponsor d. projects involve little uncertainty d. projects involve little uncertainty 5. 5. Which of the following is not part of the triple constraint of project management? a. meeting scope goals b. meeting time goals c. meeting corrmunications goals d. meeting cost goals c. meeting corrmunications goals 6. 6 . ___ is the application of knowledge, skills, tools and techniques to project activities to meet project requirements. a. Project management b. Program management c. Project portfolio management d. Requirements management a. Project management 7. 7. Project portfolio management addresses ___ goals of an organization, while project management addresses ___ goa • . a. strategic, tactical b. tactical, strategic c. internal...
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...The Impact of Project Portfolio Management on Information Technology Projects Sergio Ricardo Calderini London Business School Regent’s Park, London NW1 4SA, United Kingdom e-mail: scalderini.mba2004@london.edu Bert De Reyck London Business School Regent’s Park, London NW1 4SA, United Kingdom Tel. +44 20 7706 6884; Fax. +44 20 7724 7875; e-mail: bdereyck@london.edu Yael Grushka-Cockayne London Business School Regent’s Park, London NW1 4SA, United Kingdom Tel. +44 20 7262 5050; Fax. +44 20 7724 7875; e-mail: ygrushka.phd2003@london.edu Martin Lockett Ashridge Berkhamsted, Hertfordshire, HP4 1NS, United Kingdom Tel. +44 1442 841025; e-mail: martin@mlockett.com Marcio Moura London Business School Regent’s Park, London NW1 4SA, United Kingdom e-mail: mmoura.mba2004@london.edu Andrew Sloper CVC The Customer Value Company 48 St Mary's Road, Long Ditton, Surrey KT6 5EY, United Kingdom Tel. +44 7768 861920; e-mail: andrew.sloper@customervalue.co.uk February 2005 Ashridge Business School UK - http://www.ashridge.org.uk The Impact of Project Portfolio Management on Information Technology Projects Abstract The ever-increasing penetration of projects as a way to organise work in many organisations necessitates effective management of multiple projects. This has resulted in a greater interest in the processes of project portfolio management (PPM), with more and more software tools being developed to assist and automate the process....
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...The Trophy Project | | Save Paper | Category: Case Study Analysis | Word(s): 3104 | Page(s): 13 | View(s): 1572 | Rank: 0 | | [pic] TABLE OF CONTENTS 1. EXECUTIVE SUMMARY 2. INTRODUCTION 3. QUESTION 1 4. QUESTION 2 5. QUESTION 3 6. QUESTION 4 7. CONCLUSION 8. BIBLIOGRAPHY 1. EXECUTIVE SUMMARY | The lack of support from top leadership on The Trophy project compounded Reinhart’s problems and made managing the project a complete nightmare. This was also mainly due to the fact that there was no business case formulated for this project. The baseline plan might have been formulated but it did not cover all aspects of the project plan. For instance there was no clear project objective outlined so the team members only realised that they had a role to play months after the project had started. Had the project been divided into work packages commonly called Work Breakdown Structure, and responsibilities handed to the right parties the project would have kicked of on a positive note. By creating a network diagram which shows what goes where and the interdependencies of activities it would have made it easier for everyone to see the objective of the project. There was a need to review the project immediately after it was realise it was falling behind and measures put in place to remedy this. Reinhart conducted his own investigation and realised that the line managers where charging him direct labour time which...
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...THE TROPHY PROJECT 1. EXECUTIVE SUMMARY The lack of support from top leadership on The Trophy project compounded Reinhart’s problems and made managing the project a complete nightmare. This was also mainly due to the fact that there was no business case formulated for this project. The baseline plan might have been formulated but it did not cover all aspects of the project plan. For instance there was no clear project objective outlined so the team members only realised that they had a role to play months after the project had started. Had the project been divided into work packages commonly called Work Breakdown Structure, and responsibilities handed to the right parties the project would have kicked of on a positive note. By creating a network diagram which shows what goes where and the interdependencies of activities it would have made it easier for everyone to see the objective of the project. There was a need to review the project immediately after it was realise it was falling behind and measures put in place to remedy this. Reinhart conducted his own investigation and realised that the line managers where charging him direct labour time which proved to be expensive, this item could have been noted before commencement of the project had all players been consulted before hand. The line managers had no idea what they had to do on the project but where just given tasks to perform without knowing the strategic vision of the organisation as regards the project. There was...
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...Sensitive Project (Problem Resolution Process for AfriOne Limited) Executive Summary Established in 1994, AfriOne Limited is headquartered in Jos, Nigeria. The company is mainly engaged in R&D, marketing of telecommunications equipment, providing Internet Protocol (IP) domain related services spanning through IT consultancy, wireless internet delivery, and Voice over IP range of services. AfriOne is now a renowned company in Nigeria’s telecommunication market and is quickly evolving into a key participant in the West African market. AfriOne has 385 employees located at 36 branch offices and six regional offices. Already one of the most successful private companies in Nigeria, AfriOne has a vision of becoming a globally competitive enterprise. To enable expansion and support its fast-growing business so that issues could be escalated, assigned, tracked and resolved in a timely manner, AfriOne decided to implement a “Problem Resolution Process (PRP)” in line with the Lean Enterprise - A business system for organizing and managing product development, operations, suppliers, and customer relations. Problem Resolution Process (PRP) – a process with the intent of providing a mechanism for organising, maintaining, and tracking the resolution of problems that cannot be resolved at the “individual” level in an organisation is being considered as the sensitive project discussed in this report. It is supposed that the project manager inherited the existing PRP project approximately...
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...document: http://dx.doi.org/10.1108/09544780710828421 Downloaded on: 16-08-2012 References: This document contains references to 20 other documents Citations: This document has been cited by 10 other documents To copy this document: permissions@emeraldinsight.com This document has been downloaded 12014 times since 2007. * Users who downloaded this Article also downloaded: * François Des Rosiers, Jean Dubé, Marius Thériault, (2011),"Do peer effects shape property values?", Journal of Property Investment & Finance, Vol. 29 Iss: 4 pp. 510 - 528 http://dx.doi.org/10.1108/14635781111150376 Hui Chen, Miguel Baptista Nunes, Lihong Zhou, Guo Chao Peng, (2011),"Expanding the concept of requirements traceability: The role of electronic records management in gathering evidence of crucial communications and negotiations", Aslib Proceedings, Vol. 63 Iss: 2 pp. 168 - 187 http://dx.doi.org/10.1108/00012531111135646 Charles Inskip, Andy MacFarlane, Pauline Rafferty, (2010),"Organising music for movies", Aslib Proceedings, Vol. 62 Iss: 4 pp. 489 - 501 http://dx.doi.org/10.1108/00012531011074726 Access to this document was granted through an Emerald subscription provided by UNIVERSITY OF MANCHESTER For Authors: If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service. Information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more...
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...2.1. Core Business and Competency 13 4.2.2. Preferred Culture 13 4.2.3. Create a Value System to Promote a Preferred Organisational Culture 13 4.2.4. Create a Vision and Mission of the Future 14 4.2.5. Create a Strategy Map 14 4.3. Strategic Development (Step 3) 15 4.4. Strategy Implementation (Steps 4 & 5) 16 5. RECOMMENDATIONS 17 6. CONCLUSION 17 7. BIBLIOGRAPHY 18 List of Figures Figure 1: Different steps 7 Figure 2: BSPM learning organisation value chain schematic 8 Figure 3: Shared Authority, Responsibility and Accountability 10 Figure 4: Programme structures for portfolios adapted from Steyn and Schmikl (2010: 130 11 Figure 5: Strategic Transformation Project-Portfolio adapted from Steyn et al. (2010: 79) 11 Figure 6: Establish Programme Office adapted from Steyn et al. (2010: 80) 12 Figure 7: Developing Strategic Options adapted from Steyn et al. (2010: 82) 15 List of Tables Table 1: Problems Identified against performance improvement strategies 5 Table 2: Strategic Transformation Programme Management Process 8 Table 3: Differences between Vision and Mission 14 Table 4: Responsibilities 16 EXECUTIVE SUMMARY INTRODUCTION 3. OVERVIEW PROBLEM IDENTIFICATION Table 1: Problems Identified against performance improvement strategies |# |Problem Identified |Behaviour...
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...The Literature Review In this emerging world the businesses is keep gets changes, those changes carried out by the projects and projects often creates many difficulties and in the same time is increased the vagueness and risk. Project management and functions has become increasingly important in the development of any nation. Various organisations have used project management techniques to success in implementation of projects. The main objective of project management is to help projects achieve their core target of final product quality within a given budget and timeframe (Have Project will Manage, BBC). Concrete Masonry Corporation (CMC) has delivered the successful project in the past however there’s lack of strategy management and project management functions lead them to force out of the business. . Now Organisations need to adapt and continuously change to increase their business to keep up in the emerging market. (2011 M.Afzalur Rahim) states that Change is associated with conflict, and dealing with conflict effectively is essential for realizing the benefits of change. Learning organisations like Honda, Motorola, Dow Corning, and General Electric have developed the kind of leadership, culture, and organizational design needed to manage conflict effectively, but many organizations still handle conflict ineffectively and also MA Rahim suggests Enable the organizational members to learn and use the various styles of behaviour, such as integrating, obliging, dominating...
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...|Project Title: | |Proposer(s): |PI and collaborator/RA names |Date: |…of completion of risk assessment form | | | | | | | | | | | | | | | | | | | | | | |Reference No.: | | | | | | |Potential Risk Factors |Probability of Risk Arising (H/M/L) |Impact (H/M/L) |Risk Indicators |Control Mechanisms |Named Risk Lead | |Financial |Funder/commissioner problems: Funders’ insolvency? Failure to deliver promised funds? Last minute budget changes – under-funding? Matched funding not available? No infrastructural support? Funding delays in monies...
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...Resource Management, 2006, 4 (1), 36-43 SA Tydskrif vir Menslikehulpbronbestuur, 2006, 4 (1), 36-43 AN OPERATIONAL ’PROJECT MANAGEMENT CULTURE’ FRAMEWORK (PART 1) YVONNE DU PLESSIS CRYSTAL HOOLE yvonne.duplessis@up.ac.za Department of Human Resources Management University of Pretoria ABSTRACT The aim of this research is to develop an operational ‘project management culture’ framework, which can be used by project managers and organisations to support project work. One of the main causes of project failure is attributed to a non-supportive project management culture in organisations. A triangulation method is followed inclusive of a thorough literature review, a survey questionnaire and a concept mapping process. A project management culture framework with descriptive elements, based on Deal and Kennedy’s (1982) definition of organisational culture, comprising of four dimensions i.e. project process; people in projects; project systems and structure, and project environment was developed. Key words Project management culture The management of projects has become a strategic issue for many companies. Issues such as strategic alliances, rapid movement of labour and capital, and failure of projects are calling for the need of risk assessment and management from a new perspective. An organisation that wants to remain competitive in providing its customers with continually improved products and services has no choice but to use project management concepts...
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...Capacity 4 2.4 Shared strategic aims 5 2.5 Culture 6 2.6 Organisation and management 6 2.6.1 Quality management 7 2.6.2 Project and programme management 7 2.7 Multi-supplier proposals 7 2.8 Proposed supplier organisation and project staffing 8 2.9 Technical understanding 8 2.10 Proposed management processes 8 2.10.1 Quality management 9 2.10.2 Change management 9 2.10.3 Service provision and management 10 2.10.4 Resource management 12 2.10.5 Capacity planning and management 12 2.10.6 Business continuity and contingency plans 12 2.10.7 Project management 13 2.10.8 Programme management 13 2.10.9 Strategic management 14 2.10.10 Knowledge management and organisational learning 14 2.10.11 Training 15 2.11 Risk management and risk transfer 15 2.12 Supply chain management 16 2.13 Benefits management and delivery 16 2.14 Relationship management 17 2.15 IT-specific questions 17 2.15.1 Business process changes 18 2.15.2 Application development 18 2.15.3 Software and systems engineering 18 2.15.4 Development and maintenance 20 2.15.5 IT service management 21 2.15.6 Infrastructure design and planning 21 2.15.7 Infrastructure and technology deployment 21 2.15.8 ICT infrastructure management 22 2.15.9 Operations management 22 2.15.10 Technical support 22 2.16 Construction-specific...
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...Community Sector Management BSBRSK501A Manage Risk Learning Resource BSBRSK501A Manage risk March 2012 Author_ Drew Dwyer Frontline care Solutions Page 1 of 135 Enquiries Enquires about this and other publications can be made to: Drew Dwyer Contact our office: Frontline Care Solutions P.O. Box 1088 Coolum Beach QLD 4573 Phone: (07) 5351 1188 Email: admin@frontlinecaresolutions.com Website: www.frontlinecaresolutions.com Copyright © This work is copyright. Apart from any use as permitted under the Copyright Act 1968, no part may be reproduced by any process without prior written permission of the author Drew Dwyer – Frontline Care Solutions. CHCORG605A Manage Human Resources in a Community Sector Organisation Produced by Frontline Care Solutions © Drew Dwyer December 2011 Issue 01 – V1 12/12/2011 Page 2 of 166 Table of Contents How to study this unit .............................................................................................................................. 4 Element 1: Establish risk context ............................................................................................................ 7 Risk management context....................................................................................................................... 7 Risk management policy and plan ........................................................................................................ 12 Risk management, Legal compliance...
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