The responsibility of project manager is how to deal with resource, people and systems to deliver the end products within the budget and deadline allowed. The project manager is required to have skills such as planning, negotiating, communication, leadership, problem solving. Especially, the project manager must be adaptive to new circumstances by gaining form experience that is measured form the number of projects previously managed and a responsible index. “The responsibility index indicates whether the value of actual project is lower, higher, or equal with the value of previous project. “ (Couillard, 1995).
The understanding of such a project is facilitated by some tools such as writing on a board or using a software to define each step of the study and long the task will take to be fully accomplished. Thanks to those means, the whole units composed of Project Managers will be aware of the project timeline and development. What’s new in Agile PM ? There are many differences in Agile development model when compared to traditional models: The agile model emphasizes on the fact that entire team should be a integrated to the units and be fully aware of what have been already done. This includes the developers, sometimes the shareholders (in small companies), project management, and the customer.
However, for the purpose of communication plan, we will narrow the stakeholders to those who are critical for successful completion of project, therefore, key stakeholders. This includes top management of DIL, users of EMIS and so, therefore to keep them on board and their continuous buy-in is crucial, hence communication has to be planned for them. EMIS CCB The Change Control Board will review all the change requests during life of project and decide whether to approve or reject the change request. The CCB needs information to make sound decision making and their decision also needs to be communicated to the project team and other stake holders, therefore they will be part of communication plan of this
The variation within each of these areas implies that there is much discussion in the literature about the models that are most appropriate and effective for particular client groups, however, for this essay the Brokerage Model and Strengths-Based Model will be the compared models of case management. Describe models Module 1: Broker and generalist model The brokerage model is a rather generic model usually applied in many fields of human service. It focuses on problem identification, plan development, and brokerage to services that will solve, or assist the client in solving the identified problems. Although one of the first models to emerge this model views the manager as the client’s advocate who is responsible for co-ordinating between various services and for the ongoing monitoring of
The sequence of event is, Idea Analysis Design Development Test Final Product Once the project scope is defined, project manager will be assigning the teams together with a clearly defined goal and timeline. Different teams get different aspects or modules. Both waterfall and agile method are iteration. The difference between Waterfall and Agile is that in Agile, module evaluation is in present before it is passed along. In Waterfall method, project flow passes along and along and expect for good outcome.
Job Prioritisation – A list of activities needed to complete in order of relevance, priority and importance. It sets out realistic timeframes and creates a broader understanding of what would have the most consequence if not completed in the allocated timeframe. It recommends what has to be completed first for the greatest efficiency in the workplace, taking goals and final deadlines into account. The biggest and more time consuming tasks should be prioritised first, managing the smaller tasks for possible delegation. This clears the mind of overload and sets out objectives that need to be done, then forwarding the priority lists to a weekly and or monthly
Planning is defined as the activity of deciding in advance what tasks need to be done and therefore come up with ways of accomplishing the same tasks. Planning ensures that things to happen which if left unattended to would otherwise not have occurred (Daft, 1997). Organizing Organizing is the next task that follows planning in the management process. Organizing involves synchronization of all the available management resources to achieve the set goals and objectives. The resources necessary for management are; human, physical and financial factors.
Performance Management Process (PMP) There are several researchers who wrote about performance management process in a different approach. However, most of them focussed on the same ideology and concepts. Craemer (2010), effective PMP should encompass a lucid communication of expectations, a well defined instruction, and detailed of responsibilities that supports employee’s development (Craemer, 2010). An effective PMP (Performance Management Process) is a bridge that links between strategic business objectives, employee’s daily responsibilities and tasks (Aguinis, 2014). Moreover, it facilitates managers to measure and evaluate team performance to optimise productivity.
Thus, planners have to rely on their experience and intuition, imagination and judgment to extract data from paper-based design documents and to decide upon the appropriate method of construction, its timings and the site usage layout. The main aim of application of IT in the construction industry is to overcome the above discussed factors and some of the IT applications that are being applied in the construction projects are discussed
Agile Project management is about embracing change, even ate in the development stage. Core features of business are to be delivered first and having real time information to manage closely the schedule, cost and scope. The complexity is reduced by breaking down many months-long cycles of building requirements, building the entire