An Analysis of Project Management

Project Management Grey Sloan Memorial Hospital was founded in 1982 and has since then offered medical services to the public. The health care organization is located in central Washington DC and has been one of the renowned hospitals in the region. However, in the past six months, the health care organization has experienced a great influx of critical and acute patients needing medical treatment.

The chief of general surgery has since then presented a project to be executed with the purpose of expanding the ICU unit of the hospital to cater to more patients. The main objective of the project is to increase the space of the ICU unit in order to cater to more patients. Another objective is also to procure advanced technology that will facilitate the nurses and doctors in the treatment of acute and critical patients.

Once completed, Project Grey will have an insurmountable impact on Grey Sloan Memorial Hospital in the sense that not only will the organization offer health care services to more patients, but the increase in the capacity will increase the revenue generated by the company. In addition, the organization will then have the largest ICU ward in the region. This will help elevate the brand name of the organization in the market.

Project Management Principles The purpose of project management and control mechanisms is to make sure project achievement in attaining the timetable, the financial plan and the expectations set out. Project management principles are frequently well perceived from practice. They have rationality for all projects. These principlesare the perception of the project stakeholders on the process and methodology to implement the project. The following are some of the project management principles: 1. Success Principle The objective of project management is to deliver an effective, successful product.

Devoid of attaining an effective product, there is no value in investing the project management overhead expenses. Contrary to general perception, there have been several unsuccessful projects that have been timely and operated within the allocated budget (Wideman, 1999). 2. The Commitment Principle An equally conventional assurance between the project stakeholders and the project team ought to exist prior to the execution of a viable project.

A project sponsor is a well-informed individual or party signifying the ultimate possessor of the deliverables of the project and who is accountable for providing the essential resources. On the other hand, the project team is the group of individuals eager and willing to undertake the project processes. A mutually agreed upon commitment is one where the scope of the project, quality of deliverables, date of completion and payments are all set out (Wideman, 1999). 3.

Communication Principle A single channel of communication ought to exist between the project guarantor and the project manager or team leader for all decision making that have an influence on the project deliverables. This principle is essential for the effective and well-organized supervision of the project obligation. The project team members have to have a project manager who leads the project to its success. The project manager should have the necessary skills, experience, authority and commitment. More so, it is the project manager that communicates with the project stakeholders (Wideman, 1999). 4.

Suitability Principle A well-versed management ought to provide a reassuring cultural setting to facilitate the project team to generate its best work through a totalistic approach towards management. On the other hand, a supportive setting is one in which the project is supported by the management and the different project members are able to work devoid of administrative interference. This principle takes account of the necessity for management to make sure that the style of leadership and management are fitting to the project organizational structure and its life cycle (Wideman, 1999). 5.

The Life-Cycle Principle This principle vouches for planning first and implementation thereafter. An effective project management process is dependent on two activities, namely- initial planning and execution. These two successive undertakings create the foundation of every project life-cycle, and can be prolonged to take into account the control necessities of every kind of project in each aspect of project management solicitation.

The project life cycle, categorized by a sequence of markers defines when the project commences, the different control areas through which it must go through, and when the project is concluded (Wideman, 1999). Project Planning Appraisal of the viability of the project and developing success/failure criteria of the project Project viability and developing success or failure criteria of the project takes into account the following aspects: 1.

Scope of the project Prior to undertaking any significant steps, the scope of the project and its magnitude ought to be clearly predicted based on the needs of the project. It is imperative to point out that lack of a clear conception of the project goal and objective makes it difficult and less conceivable to attain a successful project. All of the required resources ought to be pointed out and ascertained that they are accessible. 2.

Attaining of data and information regarding the project The project resources, costs, and expenses ought to be projected in an accurate manner as possible. More often than not, the budgeted amounts and planned timelines are not accurate at all times and therefore, it is frequently necessary for the project team to be confident with the suppositions made. 3.

Substantiation of alternatives and assumptions Taking into account the several assumptions made with regard to the choice of equipment, financing, costs and proficiencies, it is also important to set out alternatives to be taken in case of problems. 4. Planned cost structure The outlay for the project deliverables are at all times in terms of prices, irrespective of the nature of the products and resources.

As a result, it would be ideal to sort all the vital expenses anticipated during the course of the project execution, which in practical terms is considered as cost. 5. Operations set-up Time management, accomplishment of the project, schedule, and the resources are set out in this phase. These are all necessary for determining the project closure date. 6. Project team The different project team members ought to be taken into consideration in order to be cognizant of time limitations, assets and also requirements of the resources necessary for the project.

Some of the team members included will be the project manager, the team manager, the technical head, and also the head of contractors (Lester, 2014). Prepare project plans and establish the project organization Planning is a key aspect in attaining a successful project. There are a number of aspects that ought to be taken into consideration in project planning and establishing the project organization. 1. Project Goals and Objectives A project has a likelihood of being successful when its goals and objectives are clearly mapped out.

Once this is done, it is also important to give such objectives their priorities and sequential order of implementation. 2. Project deliverables Outline the deliverables of the project with a certain estimated date of completion. During the phase of development, the exact dates of completion will be established. 3. Project Schedule A set of responsibilities ought to be well outlined for every project deliverable. This encompasses the time required, the resources needed and also the organization in terms of teams. 4.

Supportive Project Plans This includes the different plans that supplement the whole project plan and include Human Resource Plan, Communications Plan, and Risk Management Plan (Lock, 2007). Apply project scheduling, estimating, and cost control techniques to the project Project schedule is imperative for the project success as it will provide a basis for monitoring and controlling project undertakings. Secondly, project scheduling will be beneficial in regulating the proper and effective way of distributing resources in order to obtain the project goal and objective.

In addition, it offers support in the evaluation of how time delays and postponements will have an impact on the project. More so, with project scheduling, it becomes possible to ascertain where extra resources, if required, are accessible to apportion to the different project units. Lastly, this process will provide a source for tracking the development and progression of the project. There are a number of cost estimating and controlling procedures that will be employed for the following project: 1.

Analogous cost estimating This approach is employed when an insufficient amount of all-inclusive project information exists. This method utilizes professional ruling, and is also less expensive and detailed but dependable in comparable project conditions. 2. Cost-Change Control System In particular, a cost-change control system, which is foreseeable within the management plan, distinguishes the scalethat is used to change the baseline of the cost. It takes account of the forms identifications, track structures, and contract levels essential for authorization modifications.

This system is integrated with the combined change in control of the procedure (Essays, 2013). 3. Performance Measurement Analysis Another technique that is considered pertinent for the project is the analysis of performance management. In particular, a system for performance management will be beneficial in the consideration of any extent of discrepancy that will constantly take place. The "Earned Value Technique" (EVT) measures the shared rateof the work to the actual cost control, asset managing, and gathering.

The significant aspect of the cost control will be to obtain a verification of the difference, the extent of the discrepancy and to make a decision as to whether such dissimilarities necessitate counteractive action (Lock, 2013; Essays, 2013). Analyze the methods used to measure the project performance Calculating project performance is additionally an imperative stage when developing the trajectory of the planned activities. The significance of this lies in the following aspects: 1. To warranty that the project needs are satisfactorily met 2.

To have the capacity set up rational objectives and put up with them. 3. To offer standards for determined assessments 4. To offer discernibility and a display for project team members to screen their individual performance level 5. To shed light on quality difficulties and determine the areas that require priority and attention 6. To provide positive and negative criticism for steering the improvement and development effort (Essays, 2013). The methods used to measure the project performance include: 1. Cost of quality measurement These particular costs incurred offer a real performance quality scale.

More so, they are best approximated from the analysis and evaluation of the costs of quality. 2. Timeliness The project performance can also be measured in terms of the timeliness of the project deliverables. The organization can come up with its own set of metrics, employing any obtainable metrics as an initial point to measure the prevailing level of performance.This ought to take into account three different factors. The first one is the effectiveness, which is attained by multiplying the actual output by 100%.

Secondly, there is the expected level of output in which the metrics used ought to mirror whether the anticipated results are being attained and whether the set objectives are accomplished satisfactorily. Lastly, there is also the level of efficiency, which is calculated as a percentage of the resources that are actually employed in the project. Explain the project change-control procedures Change-control is a significant aspect of the project management practice.

With the increasing rate of change in the contemporary, it is virtually certain that projects will experience the need for change at some certain point in their life cycle. Despite the fact that changes might be significant in ensuring that the projects are aligned with business requirements, it imperative that each change is sensibly measured and approved (Kliem et al., 1997). The change control procedures include the following: 1. Collection The project team members or project stakeholder makes a formal request for an area or aspect of the project to be changed.

The team, in turn, considers and classifies such needs. This encompasses estimation of the significance of the change, its extent in the project and its level of difficulty. 2. Realization The project evaluators and appraisers then undertake a risk analysis characteristically by reacting to a set of concerns in connection with risk, both to the organization and to the project process. Thereafter, a decision is made as to what unit or personnel ought to undertake the change. 3.

Preparation The project managers will assign the task to a certain team, characteristically one with the particular role of undertaking the change. 4. Design If all stakeholders have the similar opinion with the plan, the selected team will piece together the result, which will then be investigated. They will then seek approval and request for a timeline and date of completion to carry out the execution phase. 5. Implementation The stakeholders ought to consent to a certain timeline, cost, resources and date of completion.

Once execution is completed, it is normal to undertake a post-implementation evaluation to consider success. 6. Shutdown Once the change initiators consent to the fact that the necessary change has been effectively implemented, then the change-control processes can be ended (Kliem et al., 1997). Explain the key elements involved in terminating projects and conduct a post-project appraisal Key elements taken into account in terminating projects and conduct a post-project appraisal. 1. Performance Reviews The performance of the project team members is undertaken.

This is done in relation to the period of performance and to the supervision and deliverables achieved against expectations. This is purposed to evaluate the strengths and weaknesses of the team members and pointing out the areas of improvement (Lester, 2014). 2. Closure of contracts Any contractual agreements have to be closed out during the termination of the project. The general process is to complete and offer resolution to the terms and agreements of the contracts that were set for the project.

More precisely, this process is important as it provides a determination as to whether the project work was finished in a satisfactory manner (Lester, 2014). 3. Stakeholder communications Stakeholder communication is important in settling any problem concerning the scope of the project. All of the stakeholders are communicated regarding the desire to terminate the project as the set objectives have been completed. More so, this is done for the stakeholders to assess the project deliverables intermittently (Lester, 2014). 4.

Lesson learnt In post-project appraisal, the lessons and elements learned from the commencement of the project right to its end are evaluated. This has substantive value in the improvement and development of future projects. The positives and the negatives of the project practices and decisions made are also appraised. Lastly, any valuable procedures that can be transferred to future projects are also evaluated (Lester, 2014).

Project Human Resources Identifying the most appropriate project organizational structure and roles / responsibilities of participants within the chosen project One of the significant decisions of project management is the type of organizational structure that they need to deploy for the project. Every project is unique on its own and has distinctive features and the design of an organizational structure ought to take into consideration the organizational setting, the project features in which it will operate and the extent of the supremacy that the project manager is given (PM4DEV, 2007).

A project structure can take on several different forms. The organizational structure for Project Grey is a matrix organizational structure. Matrix-based project organizations enables the different program units to concentrate on their particular technical capabilities and permit expert supervision of projects to exact quality output throughout the project cycle. For instance, in the case of this particular project, a health expert may report to the health unit, but be provisionally allotted to a project in another project that requires health proficiency.

This particular organizational structure was selected owing to the effective apportionment of all resources and more so the scarce specialty proficiencies that cannot be completely consumed by one project (PM4DEV, 2007). In addition, this organizational structure is flexible when it comes to coping with the constantly altering project needs and priorities. The matrix organization will also be very fitting to Project Grey because it enables project team members to share information more willingly across different project units.

This in turn facilitates for specialization that can enhance the extent of knowledge and engenders professional development. The expansion of the ICU will require input from the different specialists such as cardio, general surgery and the others in terms of the necessary equipment to be included (PM4DEV, 2007). Project Control and Coordination Project control and coordination encompasses ensuring there is harmonization and direction within the project procedures and practices (Kliem et al., 1997).The project managers are responsible for the control and coordination of Project Grey.

The following are some of the procedures that are included in this aspect: 1. Reviewing the status of the project and pointing out the necessary corrective action measures if required. 2. Reviewing and giving approval to the changes that alter the scope, timing, overall cost, as well as quality of the project deliverables. 3. Undertaking the project close-out practice. 4. Substantiating the project accomplishment measured against the initially set goals and objectives. 5. Authenticating the reception of the consumers as well as the sponsors to the outcomes 6.

Reviewing and closing out the accounting and financial records of the project 7. Review project directions to ensure they are well-informed and post project reports for continuous improvement achievement (Kliem et al., 1997). Assessing the leadership requirements and qualities for the project A number of leadership requirements and qualities that are deemed necessary and vital for the project are: 1. Communication The project team leaders ought to be able to ensure that there is constant and seamless communication in the project process. This facilitates the effectiveness of the project.

This ensures that all members and stakeholders are up-to-date and well-versed on the project progression and any significant decisions made. 2. Have an end goal in sight The project leaders ought to have the main objective of the project in mind. This is because any distraction and lack of focus can bring about a delay in the project completion and may cause poor implementation. It is imperative for the leader not to overlook the project objectives at all times. 3. Provide leadership and feedback.

The project leaders have to provide guidance and direction to the rest of the team members. This implies making the right decisions and being dependable at all times in case of emergencies. In.