Note: Sample below may appear distorted but all corresponding word document files contain proper formattingExcerpt from Essay:
Integrated Project Management
The project articles are about the processes of making good and verifiable decisions. Though writers like Goatham (2009) often focus on the uniqueness of IT circumstances, the reality is that most sophisticated management practices have common elements. These can be seen in both the building of an army and a society or in the rolling of steel.
PROJECT SUCCESS FACTORS
In the Afghan army and nation-building project (Ruhm, 2006), a number of complex and interwoven tasks had to be developed and coordinated at the same time while allowing for effective personnel and situational changes. The key successes of this case study can be best attributed to three basic factors: the use of an Acquisition Program Baseline (APB), the identification of a qualified program manager (PM), and reliance on standardized military decision-making, training and related tools and tactics.
Acquisition Program Baseline: The chief coordinating entity for this effort, the OSC -- A (Office of Security Cooperation -- Afghanistan) determined immediately the need for using known cost, schedule and performance expectations in ways that complimented the military's Acquisition Program Baseline methodologies. According to the report, "A well-documented APB improves communications between these groups by providing a means to depict not only the desired end state, but the strategy to get there. Once an APB is in place, it also provides internal planners and external audiences with a consistent and agreed to frame of reference to consider implications of changes to budget or schedule." This baseline resulted in the generation of clear and easily understood facts that were used within a well-refined Military Decision-Making Process, which underscores command and control authorities.
Program Manager: Even the best-laid plans do not work, however, without direction from project managers who understand how to use scheduling and control tools that keep the integrated elements aligned and focused on the larger mission and specific elements. Unlike regular OSC -- A staff, the PMs were comfortable with Microsoft Project Gant Charting capabilities, and could thus use them to keep operational movement going forward, even in light of very challenging cultural, religious and geopolitical circumstances.
Capability Milestones: "Capability milestones, introduced at OSC -- A in July 2005, aid PMs further by expressing, from a holistic perspective, the incremental improvements in capability that activities and expenditures will provide at specific points in time." It is important for project leadership to know what is happening and why without delay because of the need for project implementers to respond to evolving conditions and security considerations. Plus, with personnel deployment being limited to just 4 to 6 months, this element helped ease in new staff who were required to learn their responsibilities quickly.
In the ZuSRoM project (Degnitu, 2000), the key successes were related to meeting the demand for additional rolled steel products by way of developing a new production site with innovative approaches of various types. The following steps seem critical:
Baseline Study: Once it was determined that the shortage of milled steel could be addressed through the creation of a production site, an outside company called IPS worked with the lead business partners (ISCOR and BMEIB) to develop an offer that included budget and feasibility documents. These elements became the project's baseline.
Clarity of Terms: Because the new milling site would involve new approaches and production tactics, management set about ensuring that the operational elements of the project had common terms and understandings for key development activities. As was noted in the write-up, "It was on this search process the idea of second hand mill transplanting came into the project definition." This common language helped them overcome inefficiencies that were otherwise common in the region.
Farsighted Know-How: The terms of reference and project scope of services to be undertaken were created with "farsighted objectives of know-how transfer, local capability improvement and use of local resources for refurbishing."
Cooperative Counterpart Management Teams: In order to ensure that the various partners had input into each step, management utilized a "one-to-one" mix of professional involvement on each critical component. This meant that there would be a representative from both ISCOR and BMEIB engaged in each decision and implementation task.
Group Generated Ideas and Regular Monitoring: The Counterpart Teams model was then supplemented with regular 45-minute progress meetings. Unlike more typical meetings of this nature in the country, this continuous, daily feedback ensure that milestones would…[continue]
"Integrated Project Management The Project Articles Are" (2011, December 22) Retrieved December 7, 2016, from http://www.paperdue.com/essay/integrated-project-management-the-84140
"Integrated Project Management The Project Articles Are" 22 December 2011. Web.7 December. 2016. <http://www.paperdue.com/essay/integrated-project-management-the-84140>
"Integrated Project Management The Project Articles Are", 22 December 2011, Accessed.7 December. 2016, http://www.paperdue.com/essay/integrated-project-management-the-84140
Project Management The project selected for this study is the opening of a new restaurant in New York City. This restaurant will be named: "Home Grown." It will be fashioned after the restaurant-creation in the television program "Fifteen" in the U.K. Food Network, a cable television channel has decided to open the restaurant by hiring fifteen trainees. The trainees will be taught all the requisite skills to chefs. Along with that
Project Management and the Federal Sustainable Energy Initiative Today's IT Project Management The Project Management Failings of the Obama Administration's Sustainable Energy Initiative Dr. Beverly JN Bowen, PhD As the global economy continues to suffer the devastating consequences of unchecked growth, in the form of a prolonged recession which has decimated the housing market, private enterprises and public policymakers alike have a vested interest achieving a sustainable form of urban development. Seeking a balance
Project Management, Sustainability and Whole Lifecycle Thinking ITT Project Management - Sustainability and Whole Lifecycle Thinking Although the sustainability movement has been advocated predominately in response to the irresponsible expansion of inefficient infrastructure by industrialized nations, with the United States and Japan now making significant efforts to embrace "green" growth practices, a growing movement has emerged that promoting sustainability throughout developing nations presents the most productive path. Even as the most modernized
Adaptive Management Adaptive Project Management Adaptive management is a structured and systematic process for continually improving decisions, management policies, and practices by learning from the outcomes of decisions previously taken (Intaver Institute, N.d.). The model was originally developed by ecologists who were trying to explain how life adapts to various changes to their environment. However, the model was eventually tailored to different leadership and management theories because the model had certain advantages
In this line of thoughts then, it can be argued that organizational culture is essential to the success of project management. Returning to the point of Mullaly, the researcher points to the study conducted on 65 firms, which has lead to the identification of various styles of project management. Among them, the following: Ad hoc project management with skills for hire Emphasis on recruiting and selecting talented project managers Project management supported by
Yet upon closer inspection these two ideas are connected by the reality that strategy must be implemented; a task achieved by project managers throughout the value chain. Likewise, the human capital of the project managers must be accounted for by management in creation of a strategy framework. The BSC connects these elements by: Providing the discipline to ensure that the formulated strategy has specific objectives for shareholders and customers, an
Project Management Insurance companies enjoy large profit margins in the insurance industry. A reason for these margins would be the project management ability of firm employees to effectively management risk. Project management tools enable managers to effectively manage inherent risk with project implementation and management. An example of a project management issue at an insurance firm is provided by Pula & Stone (2003), "The authors' research shows that customer relationship management (CRM)