Project management as management level activity
Project management can be ideally be referred to as application of the various aspects like tools, skills, delivery of project on time and with it involving technique involving the activities related to the project in order to match the requirement of the project. Project management involves mainly five main aspects which are initiating, planning, and execution, monitoring and controlling and closing (Fleming and Koppelman 2016). All of the concepts which are involved in the project management process should be managed expertly with the emphasis on deliver on time procedure involving total implementation within the estimated budget, learning and integration that is much needed for any organisation.
This report puts directly emphasis on case scenario of three organisations incorporating a project methodology plan. The project management plan is justified in each of the scenario and lime light is put on the different aspects in the procurement of the implementation.
Project management mainly developed with the implementation of the aspects of demand growing in the sector of complex, customized goods with it, its services and sophisticated impact and exponential human knowledge expansion. Project management can be considered as a set of methods, technique and principles in order to achieve an affective planning with object oriented work, thereby executing a strong basis of sound scheduling, preplanning and controlling in the management of the projects and the program. Non repetitive one of a kind activity which involves discrete time, technical goal which can be related to performance and financial aspect. The direct effect of the project management activity n any organisation involving the process can be a affective tool that aims at improving the organisations ability ti implement, plan, organise and control the various form of activity which can be related to an organisation (Martinelli and Milosevic 2016). The managers plays a vital role in every process of the implementation. The overall decision of the management of the project from budgeting to engagement of the expertise people to the time involvement. The management of any organisation implements the overall impacts and the procedural implementation when emphasising on any project activity.
Figure 1: PROJECT MANAGEMENT FRAMEWORK
(SOURCE: Nicholas and Steyn 2017).
The organisation A is a small organisation which its total employee range of 80. In such an enterprise the project management approach which should be in such an aspect the PMI/PMBOK method can be the best project approach process. The main approach of the methodology is the breaking down of the project into five different stages or processes which is guided for broken down by the project management institute (PMI) (Fleming and Koppelman 2016).
Organisation A
The organisation B is an organisation which incorporates an employee range of 600. In such an enterprise the best project management approach that can be used is Critical chain project management (Nicholas and Steyn 2017). This methodology main focus is putting the focus which can be termed as primary is on the project resources which are the main essential factor in order to complete the task which is related to the project.
The organisation C is an organisation which exists with the involvement of 1200 employee strength. In such an aspect the waterfall method can be the best project approach process. The main aspect of the implementation is the breaking up the tasks in a sequence which finally leads to a final deliverable and the working of it is then incurred by working on them.
Organisation A
PMI/PMBOK is a method which mainly involves the whole participation and the working of the entire phases plot down in a one-time manner. The basic operation involved in it involve initiating, planning, execution, monitoring and controlling and closing. In the initiating phase the main concern is the focus and the setting of the goal of the project which can be termed as an initial step in any project process (Kerzner 2017). The next phase is the planning how the project would be taken up and taking into account the different processes involved in the access of the requirement. The execution phase is implementation of the entire requirement which is gathered during the planning phase. In some situation the budget of the overall project is also taken into consideration in this phase. In the monitoring and the controlling phase it is taken care of the implementation which are made in the execution phase are working or thriving to reach the intended goal which it should be reaching. Monitoring involve the total monitoring aspect of the project with it implementing the control measures in order to get the exact result which is intended from the implementation. The closing phase is the phase where all the aspects of the project requirement are meet and the phase of delivery is reached in accordance to the project. In should be taken into consideration that the monitoring phase should be implemented in every step in order to avoid any unnecessary bugs in the end phase (Turner 2016).
FIGURE 1: PMBOK BASIC MODEL
(SOURCE: Futrell, Shafer and Shafer 2017)
Organisation B
Organisation B
Critical chain project management methodology which can be implemented for the process of planning, execution and managing projects which are multi project and single environment project (Humphrey 2016). When the concept of planning is taken into consideration a task estimation with the duration needed for the execution of the project should be taken into basic consideration. In order to achieve the factor of realistic, the project estimation time and the budget consideration is taken time to consideration as they are very much crucial in the overall execution of the project. The critical chain is a chain which can be considered as a path of tasks which are dependent. The term dependent in this case merely means the resource contention which is mainly involved in the task or the project taking into consideration the logical and the sequence of dependencies which regards to the task. With emphasis on the times wasting and the behaviour associated with the embedded safety, the procedure of chain management system recommends to implement a task estimation time which is considered to be cut into half the time of the normal estimation which is being implemented. The procedure of the Critical chain management uses the concept of buffer in order to reduce the direct impact of the variations and the uncertainty around the project. In the project flow the safety which is related to the task is mainly considered to be aggregated and mainly moved to a point of strategic in the flow of the project.
FIGURE 2: CRITICAL CHAIN PROCESS
(SOURCE: Ibbs and Kwak 2016)
Organisation C
Waterfall method can be considered as a very much straight forward method. There are some minor changes that can be included in the description and the number of steps which are involved in the concept of the waterfall model. It can be stated the overall concept of any model focuses on a same point (Futrell, Shafer and Shafer 2017). During the requirement phase all the basic requirement of the project is taken into consideration with directly relates to the working of the project. The major requirement are written into a file which can be referred to as a requirement document. The analysis phase the analysis of the system is done in order to generate the business and models logic that is mainly intended for the application. The design model incorporates the design phase. After the design phase the coding phase is implemented after the successful compilation of the coding phase the testing phase is conducted which the overall software is tested in order to find bugs in the software (Ibbs and Kwak 2016).
Organisation C
FIGURE 3: WATERFALL MODEL STRUCTURE
(SOURCE: Vijayasarathy and Butler 2016)
Organisation A
With emphasis on the PMI/PMBOK, in some sectors the management process lags behinds and this can be one of the most important factor in involving this model of management. This pre estimation of the concept that cannot be handled by the models helps the organisation in focusing on the poi t and the implementation related to it is avoided so that the project in the near future do not create a problem (Vijayasarathy and Butler 2016).
Organisation B
Critical chain project management is an intensive process. It mainly involve lots of involvement from the point of view of the whole organisation. The commitment is very much extensive in this scenario. The commitment should be involved from the point of view of the team of the project, from the project managers as well as from the project stakeholders. It has to be taken into account that the entire process which is related to the critical chain project management should be clear and the basic point of view that it underlines should be understood very clearly. Without the proper commitment critical chain project management may fail as a result of which it would directly implement the old method with respect to using critical path or even directed to a worse situation. A broken implementation of the critical chain project management will provide little or no benefits over the previous method of implementation but it would insure an extra cost overhead.
Organisation C
Waterfall method does not involve much revision or refection. Ones the concept of the waterfall is implemented it is very much difficult or nearly impossible to change anything which is not thought before the procurement of the process. This is mainly done if something is not well thought during the concept stage. It is seen that during the late life cycle phase only the working software is produced which is not done any time before the implementation of other phases into it. High amount of uncertainty and risk is associated with the process. The waterfall model is considered not a good model when it is related to object oriented project or complex projects. When it is related to long and ongoing project it is considered as a poor model. The model is also not suitable where the overall requirement of the project are in the moderate and liable for changed associated with the concept of the model (Saltz and Crowston 2017).
Implementation Process
Organisation A
PMI/PMBOK concept helps in standardizing the different activities which is performed in the various departments in an organisation. The concept mainly standardize a common standard in ordering of the working across the organisation (Vijayasarathy and Butler 2016). This helps the managers in achieving a specific factor of managing. Undertaking the risk management aspect is shortened with the implementation of the PMI/PMBOK due to the factor of documentation with the projects limelight. The concept also takes into account what the implementation cannot work. It can be stated that with the implementation of the PMI/PMBOK, the project manager can customise the approach towards any project related activity. The decision is taken by the project taking into account5 that the decision taken by the manger should be of higher gain towards or putting emphasis on the organisation (de Jong 2017).
Organisation B
Critical chain project management can drastically improve various aspect of the project management plan and its main concerns (Leimbach and Goodall 2017). The overall implementation of the project management plan can be improve the project delivery reliability which is related to the date. On the other hand the delivery data concept can be minimized with the shortening of the overall project duration time (Pm 2017). The concern of threats play an active role in any project management concept, if any error or bugs in identified in the deployment phase it could lead to a big problem. The Critical chain project management methodology gives an early warning before the actual problem arises. The problem can directly affect the project delivery time due to the factor of the time which is needed in order to fix the bugs and rectify the faults (Snyder 2016).
Organisation C
Waterfall method allows managerial control and departmentalization. The overall concept of the waterfall model is considered to be very much easy to understand and use (Cicmil et al. 2016). The concept of easy is applied to the concept due to the rigidity which is involved in the model – the phases involved in the process have some specific deliverable and include specific process involved in the review part. This model is mainly taken into consideration where the projects overall requirement is very well understood and the aspects and the goals of the project is clear and pointed out quite well. Scheduling can be done on the aspect of each and every phase related to the development in each part. This can ensure that the overall production of the product proceed through the process of development like the example of a car wash and theoretically be on time delivery (Baptista et al. 2016).
Organisation A
The benefits that can be achieved from the implementation of the PMI/PMBOK are:
- Easy project management steps Breakdown.
- PMBOK counts as a development of professional units
- Expansions related to other field and aspects of industry
- Methodology tested which is related to management of the project
- PMBOK is recognized globally
- Overhead cost is reduced with regards to the project management team (Varajão et al. 2016)
Organisation B
The benefits that can be achieved from the implementation of Critical chain project are:
- Parkinson’s Law: Available time expansion in order to reduce the work pressure
- Syndrome student: When the deadline is near the worker start giving their 100% dedication towards the project
- Murphy’s Law: The aspect which can go wrong would eventually go wrong.
- Multi-tasking Bad: The start of the successor task can affect the bad multitasking concept (Chaves et al. 2016).
Organisation C
The benefits that can be achieved from the implementation of Waterfall model are:
- The model is very much easy in the prospective of implantation and also the factor of the amount of resources needed are also limited.
- The output in this model is mainly generated after each and every process thus it can be seen that the concept is very much visible. The concept gives an overall expectation that the project is in a continuous progress.
- The methodology is considered to be better than other approaches which are haphazard. The process is divided into many stages for example analysis, design, coding, testing and maintenance.
- The methodology is mainly considered where the quality is the main factor than the schedule or the cost related factor (Harter et al. 2016).
Conclusion
The overall aspect can be brought to conclusion with the aspect that there are many model of business oriented approach which can be used in order to implement the overall working of the project. In each and every model are some advantages and some disadvantages. The main factor that can be related to when implementation the aspect of the model is the size of the project and the importance of the project. Different projects have different nature of approach and design in which the framing of the project is done. Waterfall model can be approach which is very much beneficial for the development of the software on the other hand PMBOK can be used in the implementation then field of finance and its related concerned areas.
References
Baptista, A., Santos, F., Páscoa, J. and Sändig, N., 2016. Project Management Methodologies as Main Tool for Current Challenges in Global Economy Driving Historical Changes. Journal of Advanced Management science, 4(2).
Chaves, M.S., Araújo, C.D., Teixeira, L.R., Glória Júnior, I., Rosa, D. and Nogueira, C.D., 2016. A new approach to managing Lessons Learned in PMBoK process groups: the Ballistic 2.0 Model. International Journal of Information Systems and Project Management, 4(1), pp.27-45.
Cicmil, S., Cooke-Davies, T., Crawford, L. and Richardson, K., 2017, April. Exploring the complexity of projects: Implications of complexity theory for project management practice. Project Management Institute.
de Jong, A.C., 2017. Gaps between skills for successful project management and project management framework education. Zeitschrift für interdisziplinäre ökonomische Forschung, (1), pp.107-114.
Fleming, Q.W. and Koppelman, J.M., 2016, December. Earned value project management. Project Management Institute.
Futrell, R.T., Shafer, L.I. and Shafer, D.F., 2017. Quality software project management. Prentice Hall PTR.
Harter, D.E., Krishnan, M.S. and Slaughter, S.A., 2016. Effects of process maturity on quality, cycle time, and effort in software product development. Management Science, 46(4), pp.451-466.
Humphrey, W.S., 2016. A discipline for software engineering. Addison-Wesley Longman Publishing Co., Inc..
Ibbs, C.W. and Kwak, Y.H., 2016, March. Assessing project management maturity. Project Management Institute.
Kerzner, H., 2017. Project Management Methodologies. Project Management Case Studies, pp.1-27.
Leimbach, T. and Goodall, J.B., 2017. The relation between project management education and newer streams in project management research. In Future of Project Management (pp. 65-74). Roskilde University.
Martinelli, R.J. and Milosevic, D.Z., 2016. Project management toolbox: tools and techniques for the practicing project manager. John Wiley & Sons.
Nicholas, J.M. and Steyn, H., 2017. Project management for engineering, business and technology. Taylor & Francis.
Pm, I., 2017. A guide to the project management body of knowledge (PMBOK guide). Project Management Institute.
Saltz, J. and Crowston, K., 2017, January. Comparing data science project management methodologies via a controlled experiment. In Proceedings of the 50th Hawaii International Conference on System Sciences.
Snyder, C.S., 2016. A Guide to the Project Management Body of Knowledge: PMBOK (®) Guide. Project Management Institute.
Turner, R., 2016. Gower handbook of project management. Routledge.
Varajão, J., Colomo-Palacios, R. and Silva, H., 2017. ISO 21500: 2017 and PMBoK 5 processes in information systems project management. Computer Standards & Interfaces, 50, pp.216-222.
Vijayasarathy, L.R. and Butler, C.W., 2016. Choice of software development methodologies: Do organizational, project, and team characteristics matter?. IEEE Software, 33(5), pp.86-94.
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