A project is an organized way of achieving short term and long term goals of an organization considering various factors such as time, resources, scope and cost. The proper management of all these elements leads to efficient execution of any project. Managing these main components of project management affects the daily actives of any organization on a daily level and gives an overall picture of the progress and status of various projects in an organization to the executive leaders on a high level. It not only helps with the ongoing projects it also helps to use the knowledge gained from previous projects and apply it to the future projects to ensure the successful completion or to identify the risks associated. Through managing process, people …show more content…
Planning defines a course of action by laying out what should be done, when it should be done and who needs to do it. Planning for implementation needs to address the issues below:
1.1 Organization structure:
According to S. Pretorius, the organization structure and role of leadership is prominent in implementation of project management. A project requires different kinds of management structure based on the project requirement to efficiently plan and control the progress
· Functional approach is vertical leadership structure where a coordinator instructs, oversees and controls the people in a functional department which is ideal for small projects. The decisions are made by the leader on top and the people reporting to him are expected to follow them.
· Divisional approach is a horizontal structure where team members are nominated by top leader to oversee the project and they influence decision making by working closely with the project manager. Multiple people can be nominated during various phases of the project based on the skill set. This is ideal for big
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It also aids to monitor and evaluate a project. It helps to organize work and allocate responsibilities. It also includes the time aspect to all the activities and forms a basis for coordination and control throughout the project. Areas of planning are:
· Work planning: project will be subdivided into different tasks and the completion will be scheduled in a sequential manner
· Resource planning: Man power needed for a project will be estimated and based on the organizational structure approach, resources can be reassigned to various projects based on their expertise.
· Cost planning: Expenditure incurred and the projected income will be budgeted
· Technology planning: Technology required to manage and monitor the project will be defined.
After the project implementation plan is approved along with the planned budget two types of emergency funds are allocated to the project budget. Management reserves are used to deal with unexpected changes such as new regulatory standards and contingency funds for additional work than cannot be accurately measured in
It’s very crucial that the technology proposal includes these recurrent expenses established not only on current amounts, but also on the healthcare organizations’ future situation. In general, upcoming planning expenses have to account the employee’s resources that are required to meet the organizations’ needs. This would entail the support of administrative employee for the technology, overall technical support to maintain the organization’s growth and management capacity to maintain the organization’s strategic planning. This could be kept in-house or given to outside cohorts, but the expense implications of both models must be assessed as a component of the planning process. A lot of work and time should be set aside so the organization can isolate known and estimated expenses and develop and create them within the general organizational plan so they everyone know what they will need to pay for and when.
Also, good planning and effective leadership keeps a team of people motivated and intact. Empowering the team to do what they think is right for the project is the plan because this will keep the members motivated and in line. By allowing the team to manage their own decisions, helps on completing tasks based on their knowledge while motivated to do so. Also, the key to resolve any team conflicts and to keep all members intact is an effective team communication. This includes issues and concerns saved for discussions in our daily morning roundup as well as discussions of what the plan is for each
Milestones and assignments to each responsible individuals working on the project are defined. The reports are requested from individuals to make sure the project and work is moving forward and everyone is on schedule. The work is managed with schedule, deliverables, and assigning capable leads to drive the projects and taking report from the leads. This way, it makes the management hours to be flexible and leaves enough time to respond to issues or needs.
The biggest part of a traditional organizational structure is the idea of “command and control” which is perfectly aligned with how the Canadian Armed Forces go about running there organization (Kerzner, 2013). In an organization such as the Canadian Armed Forces having one clear message or direction and minimal to no conflict being at the top of their priority the advantages of the tradition organizational structure go hand-in-hand with their goals. Also, some other key advantages of a traditional organization such as flexibility in the use of manpower, well established vertical communication channels, and the ability to react quick all align with what they are trying to achieve throughout their organization (Kerzner, 2013). Furthermore, they often put in situations where there is not enough time to brainstorm ideas in a project group setting so this allows them to get one message or direction away as quickly and effectively as
• List all items of mechanical and electrical equipment to be purchased for the proposal project • Identify purchase price for each item • Calculate the total price 5.3 Category “Man power resources”: What is the staff time required to perform the project? • Identify full and part time employees involved in the project • Estimate the number of working hours they will work on the project •
Address any variances in budget reporting from previous reporting period. Include: (1) Estimated Total Project Budget, (2) Estimated Construction Budget, and (3) Dollars Expended to Date. If there is a Financing Agreement for this project, provide an update. If none, indicate that. Section 5 – Project Scope and/or Quality Items Indicate any adjustments or considerations that impact or change the project scope or quality (such as pending change orders, standards waivers, etc.)
INTRODUCTION The application of information, expertise, tools, and procedures to project activities to meet the project requirements is known as project management (PMBOK 2008). Alternatively, project management is the process in which projects are well-defined, planned, supervised, organized and conveyed such that the agreed features and requirements are fulfilled (APM BOK 2006). Success of IT projects is very much dependent on providing the anticipated product at the projected time, within budget, its desired performance levels, acknowledged by the client, offering at least the minimum agreed functionality i.e. meeting customer satisfaction, and delivering the promised benefits (Dalcher and Brodie, 2007).
PMPG 5501 Team Assignment Assignment #: 1 Date Submitted: Friday Jan 16 2015 Team #6 Team Leader: Pratik Patel Team Members (full names): Nimish Thakur Dilip Bhatija Introduction The purpose of this assignment is to distinguish clearly between leaders and managers. We have answered the following questions in this assignment.
1. Attached is the pro forma operating budget. 2. a. Potential funding options would include state funding from the County, value-based payment contracts, and hospital funding. b.
Resource planning is the efficient and effective deployment and allocation of an organization 's resources when and where they are needed. Such resources may include financial resources, inventory, human skills, production resources, or information technology. Large organizations usually have a defined corporate resource planning process which mainly guarantees that resources are never over-allocated across multiple projects. Peter Drucker wrote of the need to focus resources, abandoning a less promising initiatives for every new project taken on, as fragmentation inhibits results.
To organise for project management requires an understanding of the organisation’s architecture which includes the organisational hierarchy - the grouping of internal business units, the authority lines and interaction with one another. Each of these aspects should be designed to support project management within the organisation. Structure should follow strategy or else it may impede communication, coordination and decision making which are all key to success (Brevis, 2014, p. 224). Hence, an important function of upper management is to support project teams by either redesigning the organisation to emphasize projects or integrating projects into the current organisation (Graham & Englund, 2004).
The results of this process are plans (outcome-based instructions). The effectiveness of anticipation indicates whether planning is pointed in the right direction. Effectiveness of implementation: To put strategic plans into practice, the plans must be coordinated and communicated to executives in an appropriate way. Here, “implementation” refers to all such measures within the context of the strategic planning process.
The different type of structures (1) Functional – each portion of the organisation is grouped according to its purpose. (2) Matrix - ‘’ creates project teams that cut across traditional functional departments, instead of highlighting the role or status of individuals, it gathers together a team of specialists with the objective of completing a task or a project successfully ‘’ . (3) Divisional – It is the grouping of workers on the basis of products being produced, followed by the functional structure. There are two types of divisional structure , (a) Product structure (b) Process structure (4) Geographical – It is the grouping of workers on the basis of regions, followed by the functional structure and , (5) Hierarchical structure which has been adopted by Ritz Carlton. It shows the different levels of hierarchy, span of control and chain of command.
The principle reason that motivated me to pursue the MSc Project Management course is the appeal and challenge Project Managers experience in delivering assignments they undertake in their career. The qualification, indeed, lead to very smart and modern careers for graduates who love challenges, creativity, leadership and success. As a graduate of Mathematics, I have cultivated these features in my student life. Now, for my master level of study, I would like to take my chance of attaining formal skills in the area of project management. From my research, I see that Project Management is the application of skills, knowledge and techniques to meet the objectives of a project and stake holder’s expectations.
As mentioned above, there are five tasks of management that should be accomplished in a daily work routine. Those are planning, organizing, staffing, directing and controlling (Koontz and O’Donnell, 1976). Notwithstanding that some theorists, such as Richard Steers (1985) and Mason Carpenter (2009), highlight only four of those, planning is always considered to be the first and main function of management. It is an activity that involves choosing a strategy to accomplish the objectives of the organization, using the resources effectively and efficiently (Olum, 2004). To make a good plan, a manager should follow the essential steps of planning, which are setting goals, identifying the threats and opportunities of the organization, developing a plan for achieving the goals, and finally evaluating it and reviewing (Gamache, 2008; Duncan,