Project Management Research Paper Essay

The mutual denominator of every successful declare oneselfs is the cogency and quality of its rove managing mechanism. Project charge is the discipline that integrates various biddinges towards the achievement of specific objectives and deliverables. This discipline is founded under the bring in that all attends are anomalous, and no two are ever the same. Managing the efforts of those individuals twisting contracts a great deal of coordination, organization, and a forward thinking guidance on the understands objectives. Facilitating a successful integration of community variables and shed variables towards specific objectives is the condition that the ejection management function provides. at that place is an enormous disparity between trade union movements and operational lickes. While each paradigms manipulation is to yield a value and/or benefit to the organization the vogue in which those values are created varies greatly. Operational processes involve the cr eation of organisational wealth through the manufacturing of a product or service. These processes are typically mechanical and consuming specific mental imagerys while yielding linear and proportionate revenues. In contrast, bemuse objectives are unique, which inhibits the structuralizing of each procedural or mechanistic components. Projects authorise within a vitalitycycle which begins with the projects selection. It is at this wooden leg of the cycle that the project outcome is assessed for feasibility. Project selection, the initial manakin, refers to the time frame during which a strategic need is recognized by top management. It starts with identifying the needs and desires of the user of the project deliverables-the customer (Jiang & Heiser, 2004). Very little resource consumption and collaborative efforts occur at this stage.The development stage of the project is a to a greater extent twisting process. It is during this stage that risk and impacts do realized a nd project management integration is applied. It is vital the project film directors have a clear understanding of the project objective at this stage, and that risk mitigating political platforms be fully implemented. The project manager and newly assigned team up members meet to plan jointly at a macro level of detail the major activities that moldiness be accomplished (Jiang & Heiser, 2004). The third stage of a projects carriage cycle exists of implementation. It is during this stage that higher levels of risk are prevalent. This is generally the longest phase of the project both in terms of duration and effort (Kloppenborg & Petrick, 1999). Implementation efforts stern be highly twisting and complex determined primarily by the scope and scale of the project. The fourth and final stage of the project purport cycle is its termination. At this stage the project has become fully implemented, and all programs, products, or services are fully adopted by the end-users. A proj ect that has achieved this stage on-or-under budget and time is considered successful. As budgets and time become inflated a projects success become proportionately debilitated.If the issues and impact affect those consequences go unaddressed, the project exit fail entirely. It is for this reason that measuring hapat the micro leveland through each phase of the projects life cycle is crucial. A successful project manager not still maintains a constant focus on the projects end result, but in like personal manner assesses task fulfilment and put across on the basis of their embodys and quantify. When either these components become debilitated or show signs of retardation, it becomes the projects managers responsibility to escalate those efforts to suspend levels of progress. Achieving this outcome requires that project managers possess those leadership qualities involve to motivate the necessity mechanisms. Further more(prenominal), that assumes that leadership qualities affect accurate and effective dialogues to every story of the organizational structure. One of the most important contributions project managers solve to a project is the leadership capacity they fulfill. Effective leaders remain engage throughout the projects lifecycle by the decisivenesss they make and the efforts they put forward.However, effective leaders must also know when a situation/issue needs to escalated. The timing of the escalation is important, because it does not do any good if thateffort is reactive to the stage that the solicited response becomes invalid. The study Royal Air Force study also found the comprehensive applicability of the interpersonal sensitivity, influence and communication skills required to interact, whether it be in management co-ordination and problem solving, leadership motivation or command decision making, and that personal motivation, vigour and conscientious commitment that will lead to managerial come across of the environment will also support leadership bid and command success. (Turner, Mller, & Dulewicz(2009). The impact these competencies have on the leadership and sponsorship capacity of project managers is invaluable to those efforts. Project managers that gagenot effectively fulfill these conditions will observe it difficult to motivate and escalate progress where necessary.Capital receipts and duty safety projects are the culmination of a series of complex phases. These phases consist of scoping and musket ballizing the projects charter assigning authorization and responsibilities to each stakeholder and procuring the necessary resources to execute and gross(a) the project. Because these activities are performed by various project team members and outside stakeholders the activities require a great deal of coordination and communication in order to effectively perform the individual assignments and tasks. The success of these capital improvement and safety projects would not be possible without the implementation of various project management tools.The polished sector of the body structure industry is the primary agent responsible for maintaining all public infrastructure, such as roads, bridges, water and sanitation clays, and pedestrian a vehicle safety devices. Assuming this responsibility involves implementing various maintenance and construction projects, each one with a different objective and scope of operate on. A project recently completed by the capital improvement projects (CIP) team involved both road-widening and drain components. The project had a 24 calendar month lifecycle, with 12 of those months apply for securing funding and clearing the right-of-way for construction. The scale of this project warranted a great number of resources beyond financial and accounting. One such resource needed was consultants with design experiencewhom had accomplished project of the same order of magnitude and in a similar fashion. Additional resources consisted of ind ividuals with exceptional interpersonal and communication skills, as well as, organization, designs compilation, and documentation. A number of different project management tools were used to coordinate these efforts and efficiently consume these resources.The work authorization system was an invaluable asset of this project. The work authorization system was the instrument used by the project manager to account for project-specific work. Because there are everlastingly projects in various stages of a lifecycle that need attention, it is important to know how much time each project has consumed. In addition, work authorization allows the project manager to assess what efforts are needed for a specific phase of the project and determine if a member with a particular skillset female genitals be added or reassigned to another project. Essentially, this tool allows the project manager to perish the cash expenditures associated with that work, while tracking the capital budget for th at fiscal class. This process would be appropriate to define (or bound) the authorized or approved scope, schedule, and cost for the project. On most government projects, which are primarily funding limited, this work authorization process is the current year (or detailed) work planning process intended to match the approved project work to the fiscal year funding plan. (Douglas, 2000)Project position reports were vital to the cohesiveness of varying tasks towards objectives. The status reports for this particular project were formally submitted on a weekly basis, and involved meeting with all team members to discuss the previous weeks developments. The purpose of these progress meetings was to discuss any issues that may impact the projects budget or its schedule. During these meetings the project manager reviews the reports and inquires on any events that standout. In addition, all pertinent information becomes available during these meetings, which allowed for a more collaborat ive and cooperative task engagement. Without this progress-tracking instrument, the progress status of the projects varying phases would be difficult to assess and account for.The implementation of combine manage tools has become a contributing factor of the capital improvement projects successes. Work authorization and scheduling systems provide the means to assess and control resources more efficiently, and the decision making process adopted by the CIP has dramatically minimized the costs associated with erroneous and/or delayed decisions. The use of these tools allowed for the high-profile road-widening and drainage projects success, and continues to be an invaluable asset towards the efficient completion of subsequent projects. The project management plan is the method that establishes a connection between efforts and outputs. Barkley (2006) The project management plan defines how the project is executed, monitored, controlled, and closed The plans components overwhelm people , namely the roles the individuals will play and the responsibilities assigned to them.The plan also requires inputs in the form of technology and financing that will aid in manner of speaking the project-objectives to fruition. In addition to these components, an effective project management plan will include accurate and frequent communications. The essence of a good project management plan (PMP), PSMJ contends, is to keep it brief (you can do that apparently by making reference to other documents instead of incorporating them), to the point, well-indexed, and not fill up with text-instead, use tables and figures to illustrate your points. Distributed and regularly updated, the plan becomes a reference for the leaf node the team members and principals, top managers, and administrators of your firm. (PMP, 2004) These items are the specific components needed to exact a project management plan.Segmenting the project into specific milestones is an important condition needed to mon itor progress, and more importantly weigh all inputs against the objectives met. Segmenting affords a more accurate means of measuring current progress (current progress resources consumed) and make adjustments to meet the anticipated results outlined in the projects charter. Without this segmentation comparing progress to costs would not be possible until the projects completion, at which point the desired outcome would be less than the resources allocated for its creation. In conclusion, the formal role of a project manager is not difficult to grasp. However, the manner in which an effective project manager exacts thisfunction can be difficult to understand. This complexity is the consequence of integrating people, systems, and resources into a harmonious and unique sequence of events that culminate to achieve an objective. The quantifiable and qualitative paradigms of this discipline can be learned in any academic institution. However, the effective performance of these princip les is inherent to an individuals character.ReferencesBarkley, B. (2006). Integrated project management. New York, NY McGraw-Hill. ISBN 9780390319944 Collins, J., & Rowe, J. (2005). charge challenges unique to transit projects. AACE International Transactions, , PM151-PM156. Retrieved from Douglas,Edward E., I.,II. (2000). Project trends and change control. AACE International Transactions, , C10.1-C10.5. Retrieved from http//search.proquest.com/docview/208184374?accountid=32521 Jiang, B., & Heiser, D. R. (2004). The eyeball diagram A new perspective on the project life cycle. Journal of Education for Business, 80(1), 10-16. Retrieved from http//search.proquest.com/docview/202820997?accountid=32521 Turner, J. R., Ralf Mller, & Dulewicz, V. (2009). Comparing the leadership styles of functional and project managers. International Journal of Managing Projects in Business, 2(2), 198-216. doihttp//dx.doi.org/10.1108/17538370910949266 Project management plan A foundation for success. (200 4). Design Firm Management & Administration Report, 04(3), 1. 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