...productivity, increase revenues, and ensure that the requirements of upper management are met. Functional organizations are fairly common. These types of organizations are segmented by departments and their “functions. * In a true functional environment, all team members, including the project manager, report to their functional manager. * Project managers are sometimes simply called project coordinators or expeditors in a functional structure. A matrix organization model allows a project team to incorporate resources from around the organization regardless of which department employees may work in. * Weak matrix The functional managers have autonomy and power over the project team members. * Balanced The project manager and the functional manager have equal power and autonomy over the project team. * Strong matrix The project manager has autonomy over the project and the project team. Working in a Projectized Organization - In this structure the project manager works with complete autonomy over the project. The project team is on the project full-time and reports only to the project manager. Presenting the Project to Management * When you begin a presentation, you want to capture your audience’s attention. You want to hook them and reel them into your project idea. One of the most effective ways to do this is to start at the end. Tell your audience first what the proposed project will deliver. * The WIIFM, or “What’s In It For Me,” principle is the...
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...INTRODUCTION TO PROJECT MANAGEMENT C H A P T E R 1 Introduction To Project Management Project management offers a structured approach to managing projects. The purpose of this book is to outline the latest planning and control techniques used by industry, commerce, sport and domestic projects, and particularly those used by the project planning software and referred to in the Project Management Institute's (PMI) project management body of knowledge (PMBOK), and the Association of Project Manager's (APM) body of knowledge (bok). As the use of projects becomes more pervasive, so more managers are entering the field of project management. Their success will be helped by their ability to develop a fully integrated information and control system to plan, instruct, monitor and control large amounts of data, quickly and accurately to facilitate the problem-solving and decision-making process. To achieve these goals the project manager needs a comprehensive toolkit - as a plumber works with a bag of tools, so the project manager works with a computer producing organisation charts, work breakdown structures, barcharts, resource histograms and cash-flow statements. Projects have traditionally been managed through a classic functional hierarchical type organisation structure, but with the increase of multi-disciplines, multi-departments, multi-companies and multi-national projects so there has been a move towards management-by-projects, project teams and matrix organisation structures...
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...nagementpm4dev, 2007 –management for development series © The Project Management Processes PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS The Project Management Processes PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS A methodology to manage development projects for international humanitarian assistance and relief organizations © IMPACTO4DEV 2007 Our eBook is provided free of charge on the condition that it is not copied, modified, published, sold, re-branded, hired out or otherwise distributed for commercial purposes. Please give appropriate citation credit to the authors and to PM4DEV. Feel free to distribute this eBook to any one you like, including peers, managers and organizations to assist their project management activities. www.pm4dev.com The Project Management Processes PROJECT MANAGEMENT PROCESSES Project management is a process of leading a team of capable people in planning and implementing a series of related activities that need to be accomplished on a specific date with a limited budget. Because of its nature, coordinating all these activities requires a process approach. Because many times development project take on unexplored territory, assumptions about the project must be listed, evaluated, its risks assessed and contingency plans developed. It also requires a close monitoring of the budget, scope and schedule to deliver the project objectives under the expected quality. Each one of these elements needs to be managed in a systematic...
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...Team Assignment Case Analysis of the Orion Shield Project Dennis J Paffrath April 18, 2013 AMBA 640 Professor Marsh 1 Table of Content Executive Summary…………………………………………………………….3 Technical Issues…………………………………………………………………5 Initiating Process Group…………………………………………………5 Planning Process Group…………………………………………………5 Executing Process Group………………………………………………..10 Monitoring and Controlling Process Group…………………………….11 Closing Process Group………………………………………………….14 Ethical Issues……………………………………………………………………15 Legal and Contractual…………………………………………………………..16 Conclusion………………………………………………………………………17 References………………………………………………………………………18 2 Executive Summary K. Schwalbe (2012) has provided a basic understanding of what project management is and explains that it requires planning and use and management of organizational resources in order to complete a project within the required time, scope and cost. Project managers must understand that one of the most important aspects of project management is to complete a project with a successful delivery of the product while ensuring that it is within the required timeline and within the resources allocated to the project. Therefore, it is imperative that the managing of a project makes efficient use of time, resources, cost, risk, quality and scope. By understanding these constraints, the project manager will be able to successfully complete the project. In reviewing the Orion Shield project case, it is very clear that the Scientific Engineering...
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...EMPLOYEE MOTIVATION IN PROJECT MANAGEMENT Approved: Paper Advisor Date: 7 May 2009 Motivation in Project Management ii EMPLOYEE MOTIVATION IN PROJECT MANAGEMENT __________________ A Seminar Research Paper Presented to the Graduate Faculty University of Wisconsin-Platteville __________________ In Partial Fulfillment of the Requirement for the Degree Master of Science in Project Management __________________ by FangMin Yang 2009 ABSTRACT The purpose of this paper was to discuss motivation theory and explore the application of motivation theory in project management. There are numerous differences between project management and traditional management, but, when it comes to motivating employees, the same motivation theories that are used in traditional management can be used to motivate employees working on projects. Nowadays, motivation theory has become a central tenet of management theory, such that the effective use of motivation theory has a significant impact on the dedication and performance of employees and, as a result, the overall success of a company. This seminar paper presents a summary of some of the most popular motivation theories, and a review of their application to management of employees, in general, and to project management teams, specifically. Each motivation theory has advantages and disadvantages. The motivation theories discussed in this paper are Maslow’s Hierarchy of Needs, Herzberg’s Two-Factor Theory of Motivation, and McGregor’s...
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...COMPUTER ENGINEERING PROJECT Management COURSE INSTRUCTOR ENGINEER ABDUL ALEEM COMPUTER ENGINEERING PROJECT Management COURSE INSTRUCTOR ENGINEER ABDUL ALEEM CP-2010 UNIVERSITY OF ENGINEERING AND TECHNOLOGY, TAXILA CP-2010 UNIVERSITY OF ENGINEERING AND TECHNOLOGY, TAXILA APPLICATIONS OF SOFTWARE IN PROJECT MANAGEMENT APPLICATIONS OF SOFTWARE IN PROJECT MANAGEMENT IFFAT MAAB (10-CP-58) MARYAM FATIMA (10-CP-87) MUHAMMAD IKRAM UL HAQ (10-CP-30) IFFAT MAAB (10-CP-58) MARYAM FATIMA (10-CP-87) MUHAMMAD IKRAM UL HAQ (10-CP-30) Table of Contents 1. PROJECT 5 2. PROJECT MANAGEMENT 5 3. PROJECT MANAGEMENT SOFTWARE 5 3.1 HISTORY 6 3.2 PURPOSE 7 3.3 NEED FOR PROJECT MANAGEMENT SOFTWARE 7 3.4 TYPES OF PROJECT MANAGEMENT SOFTWARE 7 3.4.1 Desktop 7 3.4.2 Client Server 8 3.4.3 Web-based 8 3.4.4 Integrated 8 3.5 FUNCTIONALITIES OF PROJECT MANAGEMENT SOFTWARE 8 3.6 BENEFITS OF PROJECT MANAGEMENT SOFTWARE 10 3.7 SHORTCOMINGS OF PROJECT MANAGEMENT SOFTWARE 13 4. Tools 13 4.1 Project scheduling tools 16 4.1.1 Advantages & Disadvantages 16 4.2 Comparison of Different Tools 17 4.3 Top Recent project management software 18 4.4 Criteria for evaluating Project management Software 19 4.5 Understanding Organizational Needs 19 5. NWC Case Study - Implementing EPMS Using Oracle Primavera P6, EBS and MS SharePoint 2010 20 5.1 About NWC 20 5.2 Project Goal 20 5.3 Project Background 21 5.4 Services...
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...LEAN PROJECT MANAGEMENT Assessment of project risk management processes NEUS ALCARAZ BOSCÀ Master of Science Thesis Stockholm, Sweden 2012LEAN PROJECT MANAGEMENT Assessment of project risk management processes by Neus Alcaraz Boscà Master of Science Thesis INDEK 2012:36 KTH Industrial Engineering and Management Industrial Management SE-100 44 STOCKHOLMi ACKNOWLEDGEMENTS Firstly, I would like to thank my supervisor, Johann Packendorff, from the School of Industrial Engineering and Management at the Royal Institute of Technology, for accepting me in his department and for giving me good and useful guide. Secondly, thanks to all my family for being during all this year at the other side of the screen making me much easier the way. Especially, thanks to my sister, Maria, for spending some of her spare time giving me very good advice in the writing of this thesis, and above all, for being such a good example of effort and overcoming during my entire life. Thanks to Marcos, for being always so kind with me, and forsupporting me not only this year but also all these years of study. Finally, I would like to thank all my friends for having always something fun to tell, cheering my day up despite being so far. Thanks especially to Pau and Lidia for coming to visit us and spend wonderful days together, and also to Marta, Patri and Ceci for being always there to me. I would like to dedicate this thesis project to my grandma, for having taken such good...
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...understanding of project management. • Understand why project management is needed and how it differs from other forms of management. • Identify the relevance of project management to the business and academic world of management. • Identify the role of a project manager. • Identify the purpose or relevance of a feasibility study in the project environment. • Identify all the stakeholders and identify their needs and expectations. Project management is seen as a rather modern discipline, however many of the greatest monuments in the world, e.g. Pyramids, Taj Mahal etc, could not have been formed without some form of project management. The art and science of project management has been used in many ways although it was not until the 20th century that businesses began to see the relevance and importance of this discipline. Its role in business began as external to the organisation, however in recent years more and more organisations have begun to use project management internally. Project management has become a vital part of many businesses and it is used in many different fields of study, from engineering, programming or IT development, research and development, product development, marketing etc. The aim of this assignment is to see how project management is defined, how it applies to the telecommunications business and how project managers and organisations can use project management to ensure stakeholders’ expectations are met. QUESTION 1: Explain what project management...
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...analysis of the Clift Village Shopping Centre Project management plan 1/31/2011 Executive Summary This paper has been prepared to critical analyse the project management plan (PMP) of the Clift Project Village shopping centre barrier guard upgrade. The shopping centre multistorey car park was audited by its public liability insurer and they deemed the perimeter barrier fence not compliant to Australia standards and a danger to the public, the fence had to be replaced with a complaint fence. TJA Industries was approached to fix the problem which it completed with an Ingal anti-climb system with an integrated car barrier. The paper discuss the need and justification of the PMP for this construction project, areas that are discussed further in this paper are the audiences of the PMP and why they need to sight the PMP, the major stakeholder, the project owner (Village Investments) is found to be the main audience for this projects as the project owner needs to approve the PMP for the project to continue. In the last section of the body of the paper, it identifies the PMBOK guide as the base of the structure and contents of the PMP, it identify the PMBOK’s nine functions of project management are in the Clift’s PMP in some way with the major function having a lot more detail put into them. The major functions discuss were scope, time, cost, HR, quality and procurement management. One major lesson to be learnt is in the HR management plan with the stakeholder analysis, the school...
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...MGT2 - IT Project Management Course of Study This course supports the assessments for MGT2. The course covers 8 competencies and represents 3 competency units. Introduction Overview Project management is a systematic approach to solving a problem, taking advantage of an opportunity, improving a process, or otherwise creating something. A project goes through several phases, with a distinct beginning and end. A successful project includes effectively carrying out tasks related to initiating, planning, executing, monitoring/controlling, and closing. Unsuccessful projects often skip some of these steps, perhaps not fully planning everything that needs to be done or forgetting to monitor the team to ensure they are sticking to the plan. An effective project manager foresees problems, makes appropriate trade-offs that ensure successful project completion, and, above all, facilitates communication among all project stakeholders, who are likely each looking for something different from the project. This course provides an overview of the Project Management Institute’s project management methodology. As you learn about the various process groups and knowledge areas, you will apply your knowledge in case studies for planning a project that has not started yet and monitoring/controlling a project that is already underway. You will solve problems, gather information, and make decisions using your expert judgment. The techniques you practice in this course will be beneficial...
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...MAN620/ADM720 Project Management Lecture Session 1 : 26th January 2010 An introduction into project management with some history of project management and some contextual information. How project management has permeated almost all aspects of working life. The evolution of the project management context. Why and under what circumstances project management is used. What characterizes projects and differentiates them from other forms of management. Examples of projects – large medium and small. Chapter 1 - An Introduction to Project Management The Project Management Book of Knowledge (PMBoK) defines Projecy Management as “the application of knowledge, skills, tools and techniques to project activities to meet project requirements”. In the course outline we make the following statements with regard to what this course promises you engineering students. In the engineering environment, Project Management can be practiced either a stand-alone professional discipline or as an integral part of the delivery mechanism for engineering services. Either way, all engineers need a thorough understanding of Project Management theory, principles, practices, tools and techniques. This course has been structured to stimulate the interest of student engineers in the discipline of Project Management and to equip them with sufficient knowledge of the discipline to meaningfully participate in project work at an early stage. Many organisations do not employ full time Project Managers and...
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...Segmentation Strategy Project Strategic management analyzes the major initiatives taken by a company's top management on behalf of owners, involving resources and performance in internal and external environments. It entails specifying the organizations mission, vision and objectives, developing policies and plans, often in terms of projects and programs, which are designed to achieve these objectives, and then allocating resources to implement the policies and plans, projects and programs. A balanced scorecard is often used to evaluate the overall performance of the business and its progress towards objectives. Recent studies and leading management theorists have advocated that strategy needs to start with stakeholders expectations and use a modified balanced scorecard which includes all stakeholders. Initiating Process Group The Initiating Process Group consists of the processes that facilitate the formal authorization to start a new project or a project phase. Initiating processes are often done external to the project’s scope of control by the organization or by program or portfolio processes, which may blur the project boundaries for the initial project inputs. For example, before beginning the Initiation Process Group activities, the organization’s business needs or requirements are documented. The feasibility of the new undertaking may be established through a process of evaluating alternatives to pick the best one. Clear descriptions of the project objectives...
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...Lonnie Pacelli on introducing change management to your project team Lonnie Pacelli is a business owner, consultant, and author with over 20 years of experience in project management. He has worked with Fortune 500 companies including Microsoft, Accenture, Motorola, Hughes Electronics, AT&T, and Northrop Grumman, and successfully managed projects ranging from installation of complex information technology systems to small process improvements. He is currently CEO of Banzai Sushi in Seattle. Lonnie is the author of The Project Management Advisor: 18 Major Project Screw-ups and How to Cut Them Off at the Pass (Prentice Hall, 2004), The Truth About Getting Your Point Across (Prentice Hall, 2006), and Leadership Made Simple (Amazon.com, 2006). Work Essentials recently talked with Lonnie about how to introduce a change management methodology to a project team. Work Essentials: I know you are a successful author of project management books, but I’d like to start by asking you about your background as a project manager. Where does your expertise come from? Lonnie Pacelli: I have over 20 years of experience, which I gained while managing projects at both Accenture and Microsoft. At Accenture, I worked in most project team roles and for a wide range of clients. Accenture did a great job of teaching me the rudiments of project management and developing great structured habits. I then worked at Microsoft as a program manager, project sponsor, and stakeholder. My experience...
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...ASSIGNMENT: PROJECT MANAGEMENT ORGANISATION AND SYSTEMS UNIT CODE: 5U7Z0046 | | QUESTION 1 Submitted by: SOLA SANDRA 8th April, 2015 Table of Contents 1.0 Introduction 1 1.1 Organizational influences and project life cycle 3 2.0 Project Failure 4 2.1 Poor project and program management 4 2.2 Lack of executive-level support 7 2.3 No linkage to the business strategy. 8 3.0 External environment 10 4.0 Conclusion 11 REREFENCES…………………………………………………………………………………..12 i ABBREVATIONS PMI Project Management Institute DEPT Department FBI Federal Bureau of Investigations USA United States of America IT Information Technology ii Question Identify the major organizational and systems factors that cause project failure. Consider two or three factors, justifying your selection in a critical analysis of these project management topics and utilizing examples from practice to illustrate your account. You are also required to demonstrate a critical awareness of how the global environment informs professional practice, in respect of this factor 1.0 Introduction An organization is a body that performs either project work or operational work. Operational works are usually repetitive in nature whereas projects have timelines. This is what makes projects unique in nature and difficult to manage. Projects can also be grouped into two groups, those that perform social work...
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...Project Management - Overview Common misconceptions about Project Management Here are some questions we hear frequently that demonstrate a misunderstanding of project management: * What does the project manager do? * Why doesn't the project manager do some of the work? * Why don't we make our top specialist the project manager? * Why does the project manager need a support team? * Isn't this all an unnecessary overhead for the project? Project management is a specialist discipline. In a well run project, there is a constant array of management issues to deal with, as well as a challenging routine of project management processes. 360o Responsibility of the Project Manager The Project Manager is responsible for everything that is required to make the project a success - whether directly or indirectly. It is not like a typical hierarchical line management role. The Project Manager is at the centre of everything relating to the project. Controlling the contributions of seniors and peers is just as important as managing the work of the team. * The Project Manager needs to manage upwards - ensuring that the inverted hierarchy comprising the organisation's leadership and the project sponsors are doing all that is required to guarantee the success of the project. * The Project Manager is also the main focal point for liaison with other departments, projects and initiatives within the organisation, taking into account the needs and contributions of...
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