Nowadays we can’t imagine business world without different projects. This is why the implementation of project management approach is becoming not only popular but vital and necessary. Since basic principles and techniques of project management haven’t changed dramatically for the past decades, different research and academic papers in this field can still provide useful advice and guidance. In this paper the article “The role of project management in achieving project success” (Munns, Bjiermi, 1996) is under consideration.
Authors’ position
Munns and Bjiermi argue that there is confusion between project and project management and the main message of the article is to distinguish these two terms. Project is a set of activities which are to
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Basing on previous research (Kerzner, Avots, Wit) the authors claim that success of a project management does not always lead to the success of a project itself and vice versa the failure of project management (for example, over costing or delays in schedule) does not imply that the project would fail. Project lifecycle is longer compared to the implementation period of project management. Project can be decomposed to six stages which include conception, planning, production, handover, utilization and closedown. Project management is applied for planning, production and handover only. So success of the project management can be measured when the project itself has not been completed yet, but the results are delivered to the …show more content…
There are several important stakeholders involved into project who have certain impact in determining success of the project. They are the client, the project team, the parent organization, the producer and the end user. The client is one of the major actors and he or she is responsible for conception phase of the project clearly defining scope and actively participating in planning and production stages. The main purpose of the client is to achieve the stated target in order to meet the need which had led to the initiation of the project. The project management team’s role is to implement the project. However, the project team can not be fully responsible for the results of the project if the client is not paying enough attention on each project stage. The project team is more focused on achieving the stated task. The parent organization provides resources and administrative support for the project team which is accountable for the effective use of them. The producer manufactures the end product and the end user is a party who literally uses this product.
All in all, one of the ways to evaluate project performance Munns and Bjiermi suggest to apply is to look at the following three indicators: the implementation and results of project management (stages from planning to handover), the user evaluation of the product during the utilization phase and client satisfaction
The project manager decides the work scope, schedule, and budget to agree with the customer. The project manager controls the project and ensures the budget and schedule with the customer. A risk assessment may assist with project organizational structures. These systems are designed for the individual’s needs. The matrix system aids in delegating responsibility and tasks to complete each project successfully.
Success varies between projects because they differ in size, complexity, and uniqueness and therefore the criteria used to measure success will vary as well. Individuals and stakeholders may interpret project success in various ways and the industry itself lends further variation on viewpoints about performance (Davis, 2017). The opinions of success, and how important success dimensions are, vary ‘by individual personality, nationality, project type, and contract type’ (Mir & Pinnington, 2015). To accommodate for various projects a high level success framework includes project efficiency, customer impact, team impression, business requirement accomplishment, and planning for the future (Mir & Pinnington, 2015). Determining whether the targeted
This case study talks about AtekPC, mid-sized PC building company founded in 1984. The company had a rapid growth during 1990's with a highest achievable sale of $1.9 billion in 2006, but after that year things were not going that well and company has found itself struggling against the competition. Organization had a 2100 full time employees and 200 part time employees at different positions in the company, all of them were part of a big family that has had one mission and that is a production of full-pledged PC's. In the past, IT projects were usually handled by the current team members, which were responsible for the execution of all project management responsibilities, this means that there was no PMO office present back then.
The project managers are familiar to detailed, structured, logical, and predicted environment being governed by the rules. The projects are intended to be classified by the suspense and uncertainty while combining the ability of the project managers for coordinating and controlling the diverse selection of functional experts having insufficient authorities. These positions are expected to make the effective leadership being one of the most thought-provoking arenas for implementation in the project management. The project performance is found to be the matter of understanding the restrictions of the project along with the functions of the personal skills as well as capabilities of possible leaders (Iqbal, et al., 2015). The literature on the
Case Study: Kerzner Office Equipment Reviewing the case study it appears that after a rough recession the Kerzner Officer Equipment Company had some setbacks. The new CEO was brought in to turn the company around and after a successful improvement in productivity; the CEO tasked Amber Briggs the human resources specialist to hold a party to show appreciation for everyone’s hard work. She was given a budget and human resources to ensure the celebration goes well (Larson and Gray, 2013, p. 409). Briggs held a meeting in order to begin the project process. To what extent should a project manager go through in order complete a successful project?
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).
The success of the project can be measured through the following ways: - Setting measureables/ performance indicators and deliverables for each of the activities in the project, and then gauging how far have they been
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).
Introduction In all actuality, running projects without great project management is a false economy. It's regularly thought to be a superfluous weight on the financial plan, and there's no uncertainty it can be costly – as much as 20% of the general project spending plan. Be that as it may, would you be able to bear to not have project management? Without it, what holds the group and customer together? What's more, without it, why should left explore through the good and bad times, conflicts and disasters of projects?
Project leadership and sponsorship are vital to the success of a project in an organization. The project leader is known as the project manager. Their role is to oversee the planning, organization, motivation, and the controlling of the project’s resources. Further, they communicate with the organization’s leadership as well as the sponsors. As a result, they bridge the gap between the sponsors and the business owners.
Introduction In an organization, getting the best out of both the management and employees is important towards ensuring that the organization performs to achieve its objectives. The performance management process revolves around ensuring that a project in question succeeds through constant working and monitoring of the process. The performance management process has three phases which include; Planning, discussion and performance evaluation. (BC Government, 2014)
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.
Reflective Journal Student Name: Talita Silva Lima Programme: Higher Diploma in Science – Cloud Computing Month: July 1. Project Management In this section I will explain in detail my project management through a Gantt Chart and what I have done since my last journal until now, how my time management is going in order to delivery this project before the deadline and some of my achievements.
This began to be evident after the appearance of the success well-known book by Freeman. And over the last few years many authors stated clearly the extraordinary importance of stakeholders in project portfolio success (Burgoyne, 1999; Jergeas, Williamson, Skulmoski & Thomas, 2000; Freeman, 2002 & Dervitsiotis,2003). However, numerous projects are still plagued with delays and cost overruns which can be traced to stakeholder’s roles played in such project portfolios. One of the questions of this area is “how stakeholders are able to influence the project management”. According to Aaltonen and Kujala (2010) this question has not properly been addressed in various literatures.
Conventional project philosophies are respected as the wellspring of custom in project administration and have been being used for quite a while; their accomplishment in specific businesses is highlighted by different researchers (Whitty &Maylor, 2009). In any case, for complex projects, particularly information technology and programming ones, customary techniques can be generally incapable as prerequisites are immaterial and unpredictable. agile project management has risen with its profoundly iterative and incremental procedure, where project group and partners effectively work together to get it the space, recognize what should be manufactured, and organize