Project identification is the first phase in the strategic development process. Project manager should be capable in recognizing the real standing and prospect of project success before investing important time and capitals on a project. Problem study is a critical approach for identifying projects. One of the main elements of Project Identification Brief (PIB) is project introduction. In project introduction section, the project’s background has to pen down with details of project history and contextual that set the section and support required for the project.
1 EMIS CHANGE MANAGEMENT PLAN 1.1 Introduction to Change Management Plan EMIS Change Management Plan will provide guidelines for change management in EMIS project: approach of the project team to manage changes, what constitutes changes, which changes will be handled by project team and which changes will be referred to change control board, roles and responsibilities of the change control board, and overall framework of change management to be followed in project. Change requests initiated, whether by stakeholders or project team, are expected to follow the rules in this change management plan and follow procedures for submission and approval of changes provided in this plan. 1.2 Approach for Change Management The approach for change management
Project manager must be able to exert interpersonal influence, excellent communication and strong leadership skills. With the ability to handle stress, problem solving, behavioural characteristics can lead to inspire the project team to succeed and win the confidence of the client. The Project Management Institute defines project management as “the art of directing and coordinating human and material resources through the life of a project by using modern management techniques to achieve pre-determined goals of scope, cost, time, quality and participant satisfaction” (Smith 2002). Therefore, for a project to be successful, the methodology employed for the execution is very important. Requirements, statement of work, risk assessment and schedule estimates must align when during the initiation of a project.
The aim of stakeholder management is to identify the stakeholders in a project and ensure that they are aware of the change, and the benefits of the change (Baca, 2010). He also states that stakeholders in a project include project managers, project sponsors, team members and the change control board. It is critical that the stakeholders are aware of this throughout the change process. According to Legris and Collerette (2006), the change manager should seek to build a partnership with the stakeholder and be committed to it. In the case given, stakeholder from all these departments should have come together at the beginning of the project so that the needs and expectations of the people in these departments would be identified and any conflicts arising would be resolved.
 So, defining the goals, requirements and scope for the project and specifying all the involved stakeholders and group them if needed is made by collecting important data from target users by asking them questionnaire .After that, an analysis of their answers is made to extract important information from those questionnaire which is an essential step to start the next phase. It involves carrying out detailed study of the target users requirements and arriving at the exact requirements of the proposed system. The target users who have been questioned are
Evaluation of Project Management Methodologies Project Management Methodologies are a sequence of diverse procedures designed to support project managers and team members. The purpose of using these methodologies in project management is to complete the tasks involved in the project faster and with strategies in place to handle issues when they arise. It leads the team throughout the project and delivers steps to follow and targets to achieve during the project lifetime. Below analysed are some of the popular project management methodologies used by organizations: Agile This method tries to provide rapid, continuous delivery of product to the customers (PM Methodologies, n.d.). Unlike traditional methodologies such as the Waterfall, where the
Anon., n.d. The first step in the process of stakeholder engagement is to identify the key stakeholders and stakeholder groups. Stakeholder mapping is a visual instrument and process used to clarify and categorise stakeholders by depicting what groups exist, their interests and powers, their role in helping the organisation achieve its goals and objectives or the means in which they are handled. (Anon., 2017) Stakeholder mapping should be well-defined as well as its objectives. It identifies the significance of various stakeholders and is portrayed through Mendelow’s Matrix.
By regularly reflecting on your perfor-mance, you are regularly required to make decisions, and by using reflective practice, you will be able to make those decisions in a more thoughtful and objective way. You can use it to identify any strengths and weaknesses you have so you can identify areas of im-provements. It gains you knowledge and skills in analysing your own performance as well as help-ing you acquire new skills for improvements. It encourages self-motivation and independent learning as it gives you responsibility for continuous improvement. It is a source of feedback and you get experience in giving yourself advice.
Earned Value goes one step further and examines actual accomplishment. This gives managers greater insight into potential risk areas. With clearer picture, managers can create risk mitigation plans based on actual cost, schedule and technical progress of the work. It is an “early warning” project management tool that enables managers to identify and control problems before they become insurmountable
The plan details specific actions that relevant parties may consider to help identify, access, and the threats to the given project. Often, the risk management plan comes as a subsidiary of the main project management plan and specifically concerned about managing the risk within and without the project (Blyth, 2012). A risk management plan can be understood as a response plan for the project owners specifying how to act, once the risk