Project Management Is a Systematic Essay

Pages: 7 (2639 words)  ·  Style: Harvard  ·  Bibliography Sources: 25  ·  File: .docx  ·  Level: College Senior  ·  Topic: Business - Management

SAMPLE EXCERPT . . .
The efforts which can't be separable in increments are to be considered. This is taken in comparison to previous projectscompleted on time (For instance, Empire State Building, Golden Gate Bridge and The Crystal Palace) dictates notable flaws in the planning mechanism and modern techniques having someintricate flimsiness. The modern projects are more computerized and less confined, have generally less information and control at helm. Then, they rely on transportation too (Paul, 2005).

4: The stakeholders

Stakeholder management is the most essential component of project management. It has been seen that many projects and especially those of delicate nature, for instance game changing projects and politically affiliated projects will succeed / fail only in the case, when the pertinent stakeholder is deeply engrossed (Lewis, 2006).

The project managers need to navigate through a maze of egos and personal interests involved. In this case, we will examine the prime four stakeholder management tips, which ensure a smooth running project (Joseph, 2003).

Definition of a stakeholder

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An often observed mistake is to comprehend the value of the stakeholder. The stakeholders are basically concerned individuals or an organization, which are involved in a particular project. This point is worth noting. The stakeholders are all an organization / group of individuals with relevant interest in a project. This entails that not only the customer is the stakeholder, but the client's client, the client's sponsor (the project funder to operate on the project, if it's not the same individual as the client), various department in the client's company, and the list goes on. But the real question is that how can one recognize all the necessary stakeholders (Joseph, 2003).

Essay on Project Management Is a Systematic Assignment

Recognize the stakeholders first. Initiate some meeting or a get together. This must be done before a project. This is a time for analyzing the stakeholders involved. So many projects commence in the absence of a meeting. Hence, suppositions are made, the relevant stakeholders are referred with and after months, one key stakeholder materializes out of nowhere and announces that the project isn't going as planned. By saying that, this means they weren't consulted beforehand (Joseph, 2003). The top management takes a step back and poses a real threat to the project. They should be tackled carefully. Some admirable method of recognizing the stakeholders are given below:

Brainstorming

Talking with experts on the subject

Lessons from previous projects (Dennis, 2007)

They should reach an agreement. Ensure that stakeholders are recognized and a set document is given to them. They should see eye-to-eye on roles and responsibilities. The stakeholders own some important document, which isn't for the project managers. It is necessary to agree on a given set of rules and regulations, hence months afterwards, the blame game is avoided and egos are saved from bruises (Dennis, 2007).

All stakeholders aren't equal with respect to stake involved. After making a list of stakeholders, and considering them as ' group of individuals or an organization with interest in a project', it is pretty apparent that all of these concerned individuals can't involved in the project decisions and final decision is nearly impossible to reach at. Thus, attaining an agreement or reaching a final answer is next to impossible. The consequent step involves the stakeholder to be assessed on the basis of their interest. One great method is to draw the stakeholder matrix. The horizontal line of the stakeholder matrix is the interest line, while the vertical line is called influence. Then, the stakeholders are assessed on the basis of their daily participation in the project and their influence level in it. Thus, the need for their participation is analyzed and hence used accordingly (Young-Hoon, 2005).

5: The inefficient PM method

The project management method entails the issue of constant evolution. Newer methods and approaches are invented from time to time for countering the present challenges and trends. For the current scenario, the skills are focused on people skills. The most competent project managers are often very strong speakers and businessmen. Thus, they are able to work with different individuals from various backgrounds. One more issue to tackle is project risk assessment. Risk management is a vital factor in saving costs of a project and plays a pivotal role in safety factor and health factors (David, 2006).

Thus, the leading companies should generate commendable leadership skills in every project manager and train them to work with considerable risk (David, 2006).

In conclusion

This paper focuses on key issues faced in project management and finds solutions to issues in business case, contractual issues, stakeholders, planning faults and in efficient PM method.

The miscellaneous challenges are to attain the project goals and objectives whilst, respecting the predetermined restrictions. The other issues include:

Scope

Time

Quality

Budget

The secondary and key challenge is to maximize the inputs and amalgamate them to attain the desired goals.

References

Bucero, A. Listen and Learn. PM Network, Jul, Vol. 20 Issue 7, p20-22, 2p

Cleland, D.I., & Gareis, R. (2006). Global project management handbook. New York: McGraw-Hill Professional.

Cooks, Sarah (2002), A Guide to the Project Management Body of Knowledge, PMI, 3rd Edition (PMBOK Guides)

David I. Cleland, Roland Gareis (2006). Global Project Management Handbook. "Chapter 1: "The evolution of project management." McGraw-Hill Professional.

Dennis, L. (2007). Project Management (9th ed.) Gower Publishing, Ltd.

Field, M., & Keller, L. (2007). Project management. London: Thomson Learning.

Fretty, P. Project management 2:0 PM Network, Vol. 20 Issue 7, p38-44

Gray CR and Larson EW. (2008). Project Management: the Managerial Process. McGraw-Hill International 4Th edition.

Greer, M. (2009, September 20). 14 Key Principles of Project Management. Retrieved December 08, 2009, from michaelgreer.biz: http://michaelgreer.biz/?p=125

Jones, T. (2008). Skills Development PM Network, Oct, Vol. 22 Issue 10, p66-68

Joseph, P. (2003). PMP Project Management Professional Study Guide. McGraw-Hill Professional.

Kahneman, D. And Tversky, A. (1979). Intuitive prediction: biases and corrective procedures. TIMS Studies in Management Science 12: 313 -- 327.

Kerzner, H. (2009). Project Management: A Systems Approach to Planning, Scheduling, and Controllin. John Wiley & Sons, Inc.

Lewis R.I. (2006) Project Management. McGraw-Hill Professional.

Morris, P.W.G. Jamieson, A. And Shepherd, M.M. (2006). Research updating the APM Body of Knowledge 4th edition. Int J. Proj Manag; 24 461-473

Morris, P.W.G. Patel, M.B. Wearne, S.H. (2000). Research into revising the APM project management body of knowledge. Int J. Proj Manag; 18 155-164

Mulcahy, Rita (2003a), Risk Management, Tricks of the Trade® for Project Managers, 4th edition, RMC Publications.

Mulcahy, Rita (2003b), PMP Exams Prep, RMC Publications.

Paul C.D. et al. (2005) The right projects done right! John Wiley and Sons.

Pezzo, M.V. et al. (2006). On the distinction between yuppies and hippies: Individual differences in prediction biases for planning future tasks. Personality and Individual Differences 41 (7): 1359 -- 1371.

Rich, J.R. (2008). Design and Launch an Online E-Commerce Business in a Week, Entrepreneur Press.… [END OF PREVIEW] . . . READ MORE

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