Project Management Any Essay

Pages: 10 (2984 words)  ·  Style: APA  ·  Bibliography Sources: 10  ·  File: .docx  ·  Level: College Senior  ·  Topic: Business - Management

SAMPLE EXCERPT . . .

Finally, the manager must make sure prior to okaying the change that all of the necessary resources -- time, people, supplies -- are available, or the purpose of the compression will be for naught.

Risk Assessment

A risk assessment is a tool used in many different areas because it is necessary to determine what the risk of failure of a particular venture will be. Project management is no different, and it is actually the specific process for which risk management was invented. Project managers have to complete this step before they being a project, but it must also be done when any issue occurs during the completion of the project. The team must have a risk management protocol in place to make sure that they meet the "defined project scope, budget for the project, and project time" (Sousa, 2009).

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Susan de Sousa (2009) a risk assessment expert says that project management risk assessment can be done through either qualitative or quantitative methods. Qualitative risk management can include a "probability and impact matrix, a risk probability and impact statement, or a risk categorization" (Sousa, 2009). The matrix is done by ranking the probabilities and the impacts of those different probabilities to come up with the matrix. The assessment for risk and impact is "usually done with an internal audit" (Sousa, 2009) which tells the manager all of the risks that are there due to the nature of the company. The third type has to do with the type of risk and the phase of the project that will be most impacted by this type of risk. Qualitative risks are generally determined using "interviewing, simulation, or expected monetary value analysis" (Sousa, 2009). Interviewing consists of asking the team about their experiences, and simulation concerns running simulations of the project to determine where the risks are. But, the monetary method assigns a value to each risk depending on the time that the risk would be most likely to occur, and bases priority in this assessment.

Task Coordination

TOPIC: Essay on Project Management Any Project, No Assignment

Every project contains different task that make up the whole. It does not matter what the task is, but it does matter how each individual task fits into the whole project. The idea of task coordination is that the project manager has to think about each and every task and how they relate to the whole. Coordination requires that communication between different members of the team be good enough that all will know when a problem has occurred, and that problems can be quickly remedied so that the project can move forward. Task coordination is greatly helped by a graphical representation of the entire project such as a Gantt graph. This allows the project manager and the team to see how all of the pieces of the project fit together and gives a timeline for each individual piece of the project.

Team-Building

This process was looked at a little bit in a previous section, but hiring a team and building a team are two separate tasks. Every sports team in the world needs to have a certain sense of unified purpose, camaraderie, to be effective. Of the people on the team are not able to leave themselves behind and give themselves to the team, it will not be successful. To accomplish this goal, most sports teams will either acquire people who can work within a certain structure, or they hire a few veterans to give the group its team identity. The person this falls on in project management, is the manager.

Team building does not have to be something elaborate. Many times it is accomplished simply by people working in the same vicinity, and seeing each other every day. Unfortunately, this is often not possible, especially when a group of diverse personalities is thrown together to complete a project. Because of this, the project manager must devise ways of getting the people working quickly as a functioning team.

The primary way to do this is just to introduce them to each other, but there are many more methods. Introductions can be lasting if the people know who they are going to be working with and what their qualifications are. It may be necessary to have further team building exercises that throw the people together more often in casual situations away from the work of the project, so that the people bond together in a meaningful way.

Progress Monitoring

Hopefully the project continues at a rate that is satisfactory both for the people who are sponsoring the project and the team working on the project, but sometimes things can get out of synch and that is when progress monitoring becomes important. Glen (2003) says,

"Monitoring project progress is an important part of a leader's role. Knowing when and how to intervene in failing projects is critical to the overall health of any technology organization. Whether the intervention is to cancel a hopeless effort, or to correct team skill or resource imbalances, managers need to spot difficulties early in order to prevent issues from becoming disasters."

Most projects will not require the most extreme interventions (scrapping the project), but there may need to be some tweaks to how the project is being completed along the way. Glen (2003) calls these small steps "microdeliverables."

Projects are not a set of large steps, but a lot of little ones. Because of this, it is easier to gage the actual progress of a project if measurements are taken after small increments of the project have been completed. He says that this process should include to "Never let anyone go longer than a week without owing a micro-deliverable; Micro-deliverables are either done or not done; Progress is not measured in effort, but in micro-deliverables; and, A micro-deliverable is the responsibility of only one person" (Glen, 2003). If all of these steps are followed it should be simple for the project manager to determine if the project is functioning correctly at every stage.

Post-Project Assessment

Assessments have to be made during the entire run of the project to make sure that it is progressing as it should, but there also should be some mode of determining how successful the project was after it is completed.

"A post-project quality assessment can occur within weeks of the validated completion of a project. The aim should be to gain an understanding of the quality of the execution of the project and its affect on the relationship with the recipient or sponsor of the project. A simple look at four criteria can be helpful: on-time; in-budget; performance satisfaction; and defects. Often these criteria are in competition with each other, e.g., on-time means more defects, a customer is happy because scope was expanded resulting in a poor budget performance" (McMurray & Chamberlin, 2008).

According to this statement, the most important part of the assessment is to determine how successful the project was based on the most basic of measuring tools. If the project came in on time, was within original budget, produced a satisfactory product, and made the customers happy it is a success. All of these are important, but one item is left out. Did the product make money in the end? After everything is taken into consideration was the project able to make money for the company, or did it cost more than the product was worth.

Conclusion: Tools of Project Management as a Process

All of these items listed above are tools of the project management process, and they are all needed for a project to be completed successfully. From planning to post-project assessment, the successful project manager observes the process, tweaks it when needed, encourages the employees, and ensures that the money that the shareholders are giving to the project leads to its successful conclusion. The different guides help the manager have a workable project all of the way through to completion and afterward.

References

Chen, S.-J., & Lin, L. (2002). A project task coordination model for team organization in concurrent engineering. Concurrent Engineering: Research & Applications, 10(3), 187-203.

Glen, P. (2003). Monitoring project progress. Retrieved from http://archive.itmanagementnews.com/itmanagementnews-54- 20030429 Monitoring-Project-Progress.html

Henrie, M. (2006). Project management supply-chain challenges. Retrieved from http://www.asapm.org/asapmag/articles/PMSupplyChain.pdf

Kaiser Family Foundation. (2010). Definition: What is resource allocation? Retrieved from http://www.ahc.umn.edu/bioethics/prod/groups/ahc/@pub/@ahc/documents/asse t/ahc_75702.pdf

Linman, D. (2011). Basic tips on project team planning. Retrieved from http://www.mymanagementguide.com/project-team-planning-tips-basic-steps-for- recruiting-project-staff-members/

McMurray, B., & Chamberlin, S. (2008). Post-project value assessments. Retrieved from http://www.maxwideman.com/guests/prioritization/assessments.htm

Mind Tools. (2009). Project schedule development: Planning the timing and sequence of project activities. Retrieved from http://www.mindtools.com/pages/article/newPPM_71.htm

NetMBA. (2006). Time-cost tradeoffs. Retrieved from http://www.netmba.com/operations/project/time-cost/

Sousa, S.D. (2009). Project risk assessment. Retrieved from http://www.my-project- management-expert.com/project-risk-assessment.html

Wallace, S. (2007). Team building, collaboration and communication. Retrieved from http://www.epmbook.com/team.htm [END OF PREVIEW] . . . READ MORE

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