project management organization essay

Project Management and Organizational Structure

Introduction.

Project management is based on effective structure and coordination of all stages. High value-added production processes in adaptable and flexible organizations place new demands on employees’ skills, competence, and commitment to organizational goals. The book A Guide to the Project Management underlines that the main characteristics of projects are: “performed by people, constrained by limited resources and planned, executed and controlled” (p. 4).

Discussion Section

A matrix structure.

Some projects are based on matrix structure. Matrix structure means having the resources, competences, and desire to solve problems where they occur. Work unit members thus gain a sense of control, as uncertainties about fluctuations and problems arising from the organizational context can be largely eliminated. Production problems can be addressed quickly and with greater flexibility.For example, members of a socio-technical system unit ought to be in a position to execute and make decisions about all aspects related to the accomplishment of the unit’s primary task (Badiru, 1993). In matrix structure, the supervisor, in general, does not make decisions internal to the socio-technical unit but focuses on boundary management in order to minimize disruptions to the unit’s functioning. This often involves coordination with other units whose work may influence or depend on this unit’s work. The supervisor’s responsibility, for example, is to make sure all necessary materials and documents are available, technical experts are at hand when needed, and so forth. If the technical and organizational design creates self-regulating, relatively independent organizational units, the supervisor takes on a support rather than a control function, aimed at fostering self-regulation and independence of the unit within the organizational environment. This involves managing the relationships and linkages between the unit and other parts of the organization, thus providing a buffer function. Direct supervisory interference and control of the activities of the unit’s group members becomes unnecessary. The determination of a meaningful primary task usually involves a number of interdependent work activities (Balogun and Hailey, 2004).

The project type selection is explained by the nature of work and project goals. The design of matrix structure thus leads to mostly team-oriented forms of work organization. These teams are called autonomous or self-managed work groups. Of course, no single group in any organization can be completely autonomous or independent from other organizational units; it can only be semi-autonomous. Autonomous groups are learning systems focused on a meaningful primary task usually involving a number of interrelated jobs or sets of work tasks (Burnes, 2004). As groups are able to control more and more of the variances encountered, their problem-solving capabilities increase, which can be used to enhance performance and to accommodate group members’ personal needs In order for people to work cooperatively, the primary task must be defined so the group members see it as a team project. This includes all activities involved, such as machine operating, setup, production planning, and clerical tasks. If tasks are assigned so that each team member has a specific area of responsibility for which only he or she is held accountable, the overarching common interest is missing. The notion of a team project implies that the work activities required for the completion of the overall task are perceived by the group as internally coherent (Burkun, 2005). The product or task outcome ought to be clearly identifiable both qualitatively and quantitatively. In order to succeed, a work group can hardly be held accountable for its product if task elements or errors from other groups in the organization might influence the outcome but cannot be traced to their original source in the final product. Among other things, the internal coherence of a work process is determined by the equipment layout and the design of the technical system (Brooks, 2009).

The projected structure

The projected structure is based on a sequence of steps. In many projects, the work team has to have access to all the means of information and communication necessary to accomplish the overall task. Comprehensibility is enhanced if the spatial organization of each workplace allows for spontaneous communication and if the group has its own clearly identifiable “territory.” If a work group sees its overall task as a collective activity with mutual responsibilities, the group, within the constraints of agreed upon quality and health and safety standards, takes on the responsibility for internal task allocation and with it the self-regulation of individual activities (Blanchard and Johnson, 2002). Internal coordination and control by a supervisor are replaced by outcome-oriented process supervision on the part of the group as a whole. The decision latitude for internal task distribution depends on the skill and competence level of the work group members. The range of competences has to be seen in the context of group size and the complexity of the overall task. In larger groups with more complex tasks, overlapping competences might be sufficient; in other words, not every person has to be able to do everything (Child, 2005). Competence increases as time goes on, as individuals acquire new skills and problem-solving capabilities. Multi-skiling and task rotation can vary according to individual preferences and their current level of competence, allowing group members to find suitable niches. Competence is essential to successful teamwork because if a person fails to perform competently, team members are likely to resent the person and behave negatively. In order to rely on internal flexibility to deal with personnel fluctuations due to absences or changing output requirements, adequate personnel resources and sufficient time for planning are needed in addition to a certain degree of multi-skilling of group members. Then the group will be able to balance the variances on its own. This also allows the group to plan its work activities over a longer time period. Based on the principle of self-regulation, the work group has to be able to set its own norms and rules for internal cooperation and the resolution of problems and conflicts. These norms and rules are likely to reflect the characteristics of the group’s composition (Frame, 2002). The failure pf such projects can be explained by inadequate project planning and poor control methods.

Functional project structure

The projects focused on functional work organization characteristics in support of joint optimization. It reflects the structural arrangements that foster competence development processes and optimal organizational performance. For the design of individual work activities, however, additional criteria have to be considered that address the needs of the individual for physical and psychological well-being and development (Kornfeld and Rupp, 2002). Each individual is different. We all know that, and yet we tend to design jobs as if such differences didn’t exist. Different strokes for different folks what is good for one person may not be appropriate for another. In order to take people’s varying abilities, skills, and needs into account two basic principles have to be considered in the design of work activities: variable job design and developmental job design. The principle of developmental job design takes into account the potential for individual change over time. That means that options to change and move into different jobs ought to be available in the course of a person’s work life (Hayes, 2002). The job I like today may not be the job I’d like to do tomorrow. The frequently voiced statement about finding the right person for the job is based on a static perspective that different people fit in different predetermined slots. As job demands and/or individuals needs, preferences, and competences change, work assignments should be reexamined periodically together with the employee affected. Rather than seeing individual needs and motivations as barriers to job design, they should be viewed as opportunities to respond to changing demands as flexibly as possible (Fayol, 1984). The failure pf such projects can be explained by poor job design and poor budgeting.

Economic success in an integrated world economy is likely to be contingent upon the design of work activities and organizational structures that promote the development of employee competence and problem-solving skills. The result: technology is the starting point. Work activity and job design are afterthoughts. People then have to make up for the flaws in the technology by supervising, maintaining, and fixing the equipment (Evans, 1999). Thus human capacity is underutilized and undervalued, based on the assumption that the functioning of the whole system is dependent on how well the technology works. Production systems can be optimized only if both the technical and the social systems are jointly optimized. Only then can technology be viewed as the product of design choices rather as a fait accompli. Technology frequently becomes a driving force if it is developed and implemented without consideration of the social system, which is usually “adjusted” after technology has been introduced. Yet, technology does not have to be a fixed factor; it offers choices and options (Laudon and Laudon, 2006).

Real life Examples

In independent projects, consensus decision-making process is aimed at the efforts of both parties (union and management) to negotiate the “best” solution. This process allows any of the parties to block a potential decision. However, the party opposing the decision must search for alternatives. This decision-making process is used at all organizational levels (Owens and Wilson, 1996). At the core of the production process is the self-directed work unit that understands and can accomplish the tasks within its area of responsibility without direction. Team leadership is rotating. The unit makes its own work assignments, resolves its own conflicts, plans its work, designs its jobs, controls its own scrap and its materials and inventory, performs equipment maintenance, organizes communication within and outside the group, keeps its own records, selects new members for the unit, seeks continuous improvement, does its own budgeting, and schedules vacations, absences, and so forth. The decentralized organization also led to considerable variation among teams; in some, workers are more likely to cling to established methods and work patterns, and in others highly qualified workers take iniative and continuously strive to develop new methods and improvements. In 1990 differences among teams were considerable: some had no problem achieving the productivity and quality standards, while others lagged far behind. In response, the company tried to create an economic incentive for the weaker teams through a bonus system at the work group level. The union’s response was reluctance, pointing out the danger that certain group members might be pushed out of the group. The differences in the production design concepts and forms of work organization illustrated by these examples are the result of a variety of factors, among them labor market conditions, the economic positions of the companies involved, the market niche served, the system of labor-management relations in a given nation, as well as management philosophies and values (Madanmohan, 2004). It has been argued that the stringent Japanese management system requires a certain social context for it to function. It is not surprising that Japanese transplants in the United States and Europe (mostly Great Britain) were typically located in areas with high unemployment, allowing for a very selective recruitment of a workforce with few alternative choices. Where possible, they also tried to avoid unionization of transplants or negotiated labor contracts with weak union influence over job classifications, work assignments, overtime requests, and so forth. In countries such as Germany, the application of Japanese management principles has run into considerable difficulties (Pugh and Hickson, 2003). The permanent violation of worker codetermination rights has led to a number of court disputes. Management requests that employees work great amounts of overtime or not us all their legally granted vacation days were a frequent source of conflict In terms of the degree to which these production concepts provide opportunities for competence development and collective decision-making latitude at the work group and individual level, the three plants can be viewed on a continuum. While production at all three plants is based on work groups, the range of responsibilities and the scope of activities performed by the individual and the group vary greatly (Stacey, 2005). At one end is Mazda, where the work units as they are currently operating seem to provide very little opportunity for individual and group competence development or multiskilling at all levels. Uddevalla, at the other end of the continuum, offers the greatest task variety, with long work cycles and broad responsibilities assigned to the work teams. It is thus not the purpose of this comparison simply to point to one of these concepts as the best one. Each developed in a particular context, and all have their advantages and their limitations. Particularly in the case of Uddevalla and Saturn, the jury is still out; it is too early to tell if the currently implemented forms of work organization will and can be maintained. Some skeptics argue that the Uddevalla concept might be workable in the production of expensive luxury cars built to customer specifications, but that it cannot become a model for the production of large numbers of smaller, less expensive cars for which there is a greater demand. Joint optimization means more than merely adapting the technical system to the social system or vice versa; it involves the design of the socio-technical system as a whole. This does not mean that joint optimization has to focus on the organization as a whole or even encompass a department. System design or redesign can start in smaller units that perform a relatively independent task. Such units, however, always encompass more than a single job on an assembly line, for example, because each such job is dependent on preceding and subsequent tasks (Sheldrake, 2003). This leads to the search for “natural work groups” or groups of jobs that, together, make up a self-contained part of the total production process or primary task. At the core of each sociotechnical system unit is its primary task. Each unit’s task is derived from the primary task of the organization as a whole and the primary tasks of other higher level system units. The primary task is the transformation process of a given (sub)system. In an automotive engine plant, for example, the primary task of a sociotechnical unit might be to produce pistons (Tiwana, 2005). This task is derived from the plant’s task of producing engines, which in turn contributes to the organization’s primary purpose, producing cars. Independence refers to the identification of the smallest organizational units (work groups or teams, for example), which are assigned a primary task that can be executed relatively independently. The design of such units sometimes requires a technical solution first (Frame, 2002).

The analysis shows that the production process may have to be reorganized into relatively self-contained, indirectly linked processes that are connected to each other in a modular design with built-in production flow buffers for each unit. If work is designed from a purely technical perspective, people often end up with a job that in itself has no meaning. The project should have input in the selection of its members. Group norms and values, however, have to be consistent with overarching values, principles, and guidelines of the total organization or, in the case of unionized firms, with both the employer’s and the union’s beliefs and values. This will prevent the emergence of narrow group self-interest and will help preserve equities among the entire workforce. Thus a balance must be maintained between decentralization of rules and unit functional autonomy and consistency of certain principles and practices across units. Otherwise, autonomous units will tend to develop animosity and competitive relations with other units. A coordinator might be elected by the group to handle external communication. To avoid the development of hierarchies or unintended supervisory roles and conflicts of interest, the role of the coordinator should be rotated. Regardless of the particular system adopted (e.g., if the group decides to work without a coordinator), communication rules with external units have to be specified to clarify responsibilities and communication flow.

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• Project Management

Project Management Organizational Structure: Types & Examples

Home Blog Project Management Project Management Organizational Structure: Types & Examples

Project management plays a significant role in the success of every organization. It ensures that the project is on track, aids in efficient management of resources, and also keeps the stakeholders know what is project and what's happening in it. In this blog, we will look at three different project organizational structures: functional, matrix, and process. We shall also go over some of the pros and cons of each type, as well as some best practices that can help you decide which one works best for your team. 

What is Project Management Structures, and Why is it Important? 

The meaning of Project management is the process of planning, organizing, executing, and controlling a project. There are many different types of project management structures that you can choose from depending on the structure of the project you are running or the specific needs of your business. 

1. Waterfall Modeling 

The most common type of project organizational structure is called Waterfall Modeling or Waterfall Methodology (also known as sequential or traditional methodology). The waterfall is a widely used project management structure that organizes work into phases.

Each phase has its own set of tasks, which must be completed before moving on to the next step. Waterfall projects typically have a long-term timeline, so they're good for large-scale initiatives that take time to complete. 

2. Agile Modeling 

Another popular model is called Agile Modeling or Agile Methodology (also known as "iterative" or "incremental"). The agile method is based on smaller chunks of work completed in parallel rather than consecutively. This helps speed up delivery time by breaking down large projects into smaller ones with smaller timelines.

This means that Agile projects have shorter timeframes and more frequent milestones along the way, and they can be great for smaller projects or when there's limited time or funding available. 

Types of Project Management Structure 

The three primary types of project management structures are functional, matrix, and projectized. 

1. Functional Organization Structure 

Functional organization is a Project Management Structure that focuses on specialization and departmentalization to achieve efficiency and effectiveness. This structure is usually used in organizations with a flat hierarchy, where the project team is formed of different units or departments. 

The benefit of this (PMO) project organizational structure is that it allows more specialized employees to contribute to a project without going through layers of management. The disadvantage is that it may be difficult for the project manager to keep track of everything happening within the team since each employee will have their responsibilities and deadlines. For a deeper understanding of these concepts, enroll with the best online Project Management courses now! 

2. Projectized Organization Structure 

 Source: smartsheet.com

Projectized organizations are those that have a structure that is designed to create and deliver projects rather than complete long-term goals. In this way, it is similar to an ad hoc organization in that it is temporary and focused on a specific task or set of functions. 

The advantage of a projectized organization is that it can be very flexible in terms of how it organizes its resources, which helps to ensure that the most appropriate people are assigned to each task at hand. This can be especially beneficial when the scope of a project changes significantly over time. However, it may not be able to effectively manage large projects if there isn't enough time spent planning ahead of time. 

3. Matrix Organization Structure 

Matrix organizations are one of the most flexible project management structures available. It can be more responsive than other types of project management structures because it allows teams to quickly shift their focus when necessary. It is also less costly than other types of project management structures. Besides, they allow for greater employee involvement in decision-making processes, resulting in better-quality decisions and higher employee satisfaction. 

However, Matrix organizations may be less efficient than other structures because they require more communication between teams and management. They may also be demanding for new employees to understand. 

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Features of Project Organization Structure

Many features make up a good project organization structure, but the four main features are- 

1. Flat Management Structure

A flat management structure means everyone is responsible for their work and reports directly to the higher-ups. In some cases, this can lead to accountability and transparency concerns. Therefore, we recommend creating a project organization structure as part of your process. 

When you have a flat management structure, it's vital that everyone understands what their role is within the company and how they fit into the bigger picture. Having a clear idea of what each person needs to do will help them feel more empowered and motivated about their work. For more information, visit the most highly-rated PMP online course now! 

2. Clear Communication Guidelines And Procedures

A project organization structure helps get clear communication guidelines and procedures because it is used to communicate the roles and responsibilities of each team member. It also contains information about reporting relationships, forms, templates, and checklists required for various processes. 

3. Comprehensive Planning

A project organization structure is an integral part of comprehensive planning because it helps ensure everyone involved in the project understands their role. It can be used to show how different departments or teams will work together on a given project, and where each department or team falls in a hierarchy. This can help to ensure that everyone knows who they should report to if they have any questions or concerns about their role. 

How to Make a Project Organizational Chart?

Source: static.projectmanagement.com

If you need to make an organizational project chart, you have come to the right place. Here we will show you how to create an organizational project chart and help you understand it. 

1. Identify Personnel 

Before making an organizational project chart, you must list all the personnel involved. This includes everyone from those who will be building the project to those who will be managing it and even those who are providing support services. 

2. Create Senior Management Team 

Once you have identified all the personnel involved in your project, create a senior management team that will oversee each area of expertise ( marketing , design, etc.). These people should be skilled leaders with significant years of experience in their respective fields. You can also include them on your project organizational chart if they are not directly related to your department. 

3. Assign Project Coordinators

The next step is to assign people who will act as coordinators for each department. They should be knowledgeable about what goes on within each department but not necessarily skilled at carrying out tasks themselves. 

4. Note Stakeholders

A stakeholder is a person or group with a vested interest in a project, whether directly involved or not. These people have something to gain from the project's success or loss because of its failure. For example, if you're planning a fundraising event for your local dog shelter, the stakeholders include everyone who benefits from the event's success: donors, volunteers, shelter staff and volunteers, and even potential adopters of dogs from the shelter. 

5. Identify Training Requirements

Once you've identified all the stakeholders and their interests in your project, you'll need to identify any training requirements for each group. This includes identifying what training each group will need and how long they'll take to complete training. Keep in mind that some groups may need more time than others; this could be due to their schedule or other factors like language barriers.

6. Create Project Organization Chart

Once training requirements are identified for each stakeholder group, it's time to create a project organization chart for your project team members and their responsibilities within the project organization structure. Want to perform like a professional in project management? Check out Project Management courses . 

Points to Consider When Making a Project Organizational Chart

Here are seven points to consider if you're working on an organizational project chart- 

• Make sure you're using the right kind of chart for your needs. 
• Consider the level of detail and granularity needed in your chart. 
• Identify and label the data sources used in your chart. 
• Ensure you have all the information and expertise needed to create a quality chart. 
• Work with an expert who can help you craft a compelling project organizational structure. 
• Use visual cues to help readers follow the flow of information through your organization. 
• Ensure everyone involved in creating or using your project's organizational structure understands it. 

Best Practices When Picking a Structure and Making a Chart

Choosing an appropriate chart structure can be daunting. But here are a few best practices that can ease the process.

1. Structure

Keep in mind that the structure you choose will determine the effect of your chart. Simple structures are easier to read, while more complex designs can be visually appealing. 

2. Color Palette

Make sure you pick colors that are easy to read and contrast with one another so viewers can easily distinguish them at a glance. 

3. Typeface

Choose a font that is easy to read and readable across platforms (for example, one that is available on mobile devices). 

Large fonts make data easier to see, but smaller fonts may convey more information per unit area of space on the page or screen where the data is displayed (called "data density"). 

The layout helps people understand the relationships among different parts of a chart by showing what goes with what. For example, connecting lines that represent other things with different shapes such as circles or squares at each end of those lines; putting related text labels next to their corresponding bars or columns, and so forth). 

Project Management Organizational Structure Examples

Following is the work breakdown structure examples of project management org structures: 

1. Functional Organizational Structure

It focuses on the specific functions that need to be completed by each employee. For example, an employee who works in accounting may have multiple tasks within their job description, like processing payables and receivables. Functional organizations are suitable for companies with several employees who have similar roles and responsibilities. 

2. Matrix Organizational Structure

A matrix organizational structure combines the best aspects of both functional and project-oriented organizations into one system. Employees often have multiple reporting relationships depending on their role in the company and their level of expertise in different domains. It helps them complete their work more efficiently as a result of the top-down or. bottom-up approach. 

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Wrapping Up

It is essential to recognize that the project management organizational structure you choose will be unique to your business. Therefore, there is no right or wrong answer as to what format works best for you and your team. For more detailed information, visit KnowledgeHut's best Project Management Certifications now! 

Frequently Asked Questions (FAQS) 

1. what are the four types of organizational structures in project management.

The four types of project organizational structures (PMO Structure) in project management are matrix, functional, projectized, and team-based.

2. Which organizational structure works best for projects?

The best organizational structure for a project depends on the size and scope of the project, as well as the culture of your organization. 

3. How do you structure a project team?

The first step to structuring a project team is to define the project's scope and goals. 

As part of this process, you should determine what resources are needed to complete the project successfully. This includes identifying the roles required for each task and determining how many people are needed for each part. 

4. What is a dedicated project team structure?

A dedicated project team structure is a way for organizations to ensure that their employees are focused on the right tasks. 

It involves assigning a team of people to work on just one project and then keeping them together throughout the project's duration. This way, they can optimize their time, get to know each other better, and build trust within the team while getting the job done. 

5. What is a matrix organizational structure?

A matrix organizational structure is a type of organizational structure in which two or more organizational units share a common goal but have different responsibilities. The administrative units in a matrix structure may be departments or projects with other reporting structures.

Kevin D.Davis

Kevin D. Davis is a seasoned and results-driven Program/Project Management Professional with a Master's Certificate in Advanced Project Management. With expertise in leading multi-million dollar projects, strategic planning, and sales operations, Kevin excels in maximizing solutions and building business cases. He possesses a deep understanding of methodologies such as PMBOK, Lean Six Sigma, and TQM to achieve business/technology alignment. With over 100 instructional training sessions and extensive experience as a PMP Exam Prep Instructor at KnowledgeHut, Kevin has a proven track record in project management training and consulting. His expertise has helped in driving successful project outcomes and fostering organizational growth.

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• Project management essays

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Prioritization Process

In simple terms, the process of prioritizing projects is an activity undertaken to determine the sequence of projects to be undertaken in a portfolio. It is done in an attempt to make the portfolio more efficient and more effective. Here’s a broader definition: Project Prioritization Process is a structured and consistent activity that aims to … Read more

Importance of time management – Burj Khalifa project

Time management Time management should not be wasted in any given time. Time is the most valuable resource in a project. Time is key in project management because it’s not only the time but it’s the time management of the project team as a whole. Scheduling is one the simplest ways of managing a project … Read more

Relationship between project management and organizational performance

Our aim is to understand the relationship between project management and organizational performance and Project management contributions towards the company performance. Every organization is under pressure to amend its performance to achieve sustained prosperity in today’s ecumenical emporium. It signifies being responsive to circumstances change. By the final of the 1950s and in the first … Read more

Agile project management development methodology

Chapter 1. Introduction 1.1 – Overview and scope Baker (2017) determines that agility – more than ever – is the driver of organizational experience. Throughout the 21st century, technology has become a fundamental success factor for organisations who can implement and exploit its capabilities. More specifically, the use of up-to-date, game-changing software is a key … Read more

Qatar Hamad International Airport project

This Vision that the sponsor has, has resulted in a positive outcome for Qatar, not just in the local area but in the global markets. As Qatar have one of the best airports in the world as well as one of the best airlines. Over the past 8 year, collectively, Hamad International Airport and Qatar … Read more

Writing project management essays

Here are some key areas for discussion when writing an essay about project management:

Project Planning: The process of defining project objectives, creating a project plan, and developing project schedules and budgets.

Risk Management: The identification, assessment, and management of project risks, including strategies for risk mitigation and contingency planning.

Project Execution: The process of implementing the project plan and managing project resources, including project team members, stakeholders, and external vendors.

Project Monitoring and Control: The process of tracking project progress, monitoring project performance, and taking corrective action when necessary.

Project Closure: The process of completing the project and ensuring that project objectives have been achieved, including finalizing project deliverables, evaluating project performance, and conducting a post-project review.

Project Leadership: The role of project managers as leaders who must motivate and inspire project team members, communicate project goals and objectives, and resolve conflicts and challenges.

Agile Project Management: An iterative and flexible approach to project management that emphasizes collaboration, customer feedback, and rapid prototyping.

Project Portfolio Management: The process of managing multiple projects within an organization to ensure alignment with organizational goals and objectives.

Human Resource Management: The process of identifying, hiring, and developing project team members, including strategies for team building, motivation, and performance management.

Communication Management: The process of planning, executing, and controlling project communication, including communication plans, status reports, and stakeholder engagement strategies.

These are just a few examples of the many possible areas that could be discussed in an essay about project management. Depending on the specific focus and scope of the essay, other topics and areas of discussion could also be explored.

Sample project management essay titles

Stuck for an essay title or idea? Here are some to inspire you:

• Agile Project Management: Strategies for Flexibility and Success
• The Importance of Risk Management in Project Planning and Execution
• Effective Communication: A Key to Successful Project Management
• Project Leadership: Navigating Challenges and Motivating Teams
• The Human Side of Project Management: Strategies for Building and Managing Teams
• Closing the Gap: Aligning Project Management with Organizational Goals and Objectives
• Beyond Waterfall: Exploring Innovative Approaches to Project Management
• The Role of Technology in Modern Project Management
• Quality Management in Project Execution: Strategies for Ensuring Excellence
• Lessons Learned: The Value of Post-Project Reviews and Continuous Improvement.

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Home — Essay Samples — Business — Management — Project Management

Essays on Project Management

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The Principles of Operation Management

Review of the role of the project managers, access control system: work breakdown structure, the laboratory information management system, project risk management practices in the construction industry, netsuit project management- the best erp solution , review on management theories, future virtual project management, marvin's organization, importance of selecting the right projects, the importance of project management in achieving the goal of any organization, management information systems, large-scale building integrated wind turbines in the bahrain world trade center, google case study: organization culture and project management, the challenges of managing work, health, and safety, life-cycle phases in epm system, store management at big bazaar, project management models: spiral model, brooks sports clinic, work breakdown structure(wbs), relevant topics.

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Essay on Project Management Process

Project management is a tool used to ensure maximum utilization of goods and resources available to achieve specific goals of a project. The main objective of this paper is to show how project management plays an important role in ensuring the project in question succeeds. It also points out the risks that are likely to be encountered and how who can manage them. This is important since it helps the project manager to plan and strategies.

Introduction

The business has shifted from local to global. As a result of this, there is increased competition among the companies. There is a need for any company to increase and develop new systems to meet the competing environment. Project management is applied to ensure the organization meets its goals within the budget and minimizes the costs while meeting the customers’ expectations. The project manager must look into risks that a project is likely to face and factors that will ensure the project succeeds.

Project Management Process

The company can use various methodologies, and the results are always a success, provided the rules set out by the methodology are followed appropriately. In this project, we consider the kanban methodology. The reason for choosing this methodology is because it carries the best outlines. As a result, an adequate workforce is achieved by following the processes outlined in the methodology. Kanban is adopted procedurally and is employed by employment. The main aim of Kanban is to determine setbacks that are likely to disrupt the management process and correct them to achieve a good flow of the process.

The goal of this methodology is to ensure the company produces only enough to avoid waste of resources. Producing more than what is required will amount to a waste of resources. At first, Kanban was developed by the senior management to avoid inefficiency, and inadequate production of Toyota Company compared to other American rivals. Kanban methodology controls the whole chain from the procedure to the consumer. This methodology perfectly increases efficiency in the company’s reliability and flexibility since it can easily adjust to the outstanding conditions in the market. It also requires the attention of the whole process to achieve a required aim.

Firure 1.Kenboard system

Figure 1.2 Kanboard

Kanban methodology ensures that members in a company access information easily. It is suitable because it is easy to understand, and it ensures a good workflow in the system that is already established. The method is also good because it increases efficiency and effectiveness quickly, helps in easy prioritization of activities, and is good in planning within the company. Since the methodology presents visualization, it cooperates efficiently with the tools of managing workflow.

This methodology minimizes the waste of resources since it is effective in the utilization of the available resources. In the case of human resources, this methodology can determine the right people working on their respective perfect job and in a good way. From this, there is an effective use of human resources within the company. To use Kanban successfully, one must implement some principles. Another importance of this methodology is that it can identify non-active members in the company and easily identify an expensive process to avoid it.

One of the principles of this methodology is, ensuring respect to the system that the current members are using and their roles in the company. Poor management of resources is avoided in this methodology because the end goal is to ensure the extra production of goods for a proper and easy flow of the process, which should emphasize communication among the workforce. The methodology ensures this is achieved. It maintains that any employee is required to alert the other about any move they make. The workforce can achieve effective communication by categorizing it into three parts done, still doing, and not done. This will alert the rest of the employees on what to do.

Another principle is emphasizing incremental change rather than radical change on the existing setup. The reason for this is to avoid opposition by the workforce and the organization. Continuous improvement will be realized in various levels of the company as a result of this. Performance is improved by ensuring members are encouraged to express their views and give their ideas.

If this process is followed effectively, there are high chances of completing the project earlier and no wastage of resources. The project groups should have deliverables to ensure there is effective completion of the projects. There is a need to clearly outline technical problems that are likely to be encountered during the process. The plan should also outline the progress to prepare the comparison to incase of any occurrence.

Effective completion is achieved by ensuring the plan should clearly outlining the timelines. The time project starts to the completion of the project. Also, the plan should propose the costs of the project. If the company puts these deliverables in place, it would be easy to complete the project because it has a clear scope. If a project manager needs to change some of the things on the methodology, there is a clear process that they are supposed to follow. The first step to be followed is initiation. This will give a clue to the members about the change and help them prepare to adapt to the change.

Planning follows initiation. In planning, the manager must write down the steps to be followed in the new initiative—some of the things they should not down include a budget and the need for new employees. The new initiative might require a change in budget allocation and more skilled labor to achieve the new objective. Effective planning will ensure there is a smooth process in achieving the new goal. After planning, execution follows. This is to ensure every department in the company adheres to the new change. In this stage, the management sets the ground for implementing the change by giving the workforce mandates and whatever is required to achieve the initiative. After the senior management reaches an agreement, then it is executed.

In addition, the project scope is required. Project scope ensures that the project is completed on time and within the allocated budget. The project groups need to research the fields they choose. There are risks involved in making certain decisions in business; therefore, the research should include them. The research should also include the following, problems that are likely to be encountered in venturing the business, the amount of capital required in case of any changes in the company, and lastly, the policies to be used to achieve the main goal of the company. (Jovanovic,et.al,2018)

Also, the research should be in a position to identify competitors and how competitors manage to achieve their set goals. This will give the company an overview of how others work and give them ideas on what new methods t use to achieve efficiency and maximum production in the company.

There is a need for the project group to visit a consulting firm. From this, they can write a report about the findings and some of the things the company is doing wrongly. They can now strategize on how to improve from their findings. From the findings, the company will follow the right path in achieving the objectives and ensure the company is satisfied from the consultation.

After completing the research and writing of the report, the company would then draft a conclusion from the research and areas that they need to improve on to ensure the company’s success. All the company sectors are required to carry out this research, the finance department, management sectors, and the workforce sector. From this, the company will easily identify specific problems affecting specific departments. In this case, we use a divisional system where different teams working on specific areas must provide detailed information from their specified areas. (Müller,et.al 2019). The final result is then presented to the consulting; the final report should have clear methods and policies to improve the company’s production. With the new deliverables being put in place, the company will have a clear scope of what is required to guarantee the project’s success.

Nonetheless, when the project manager needs to review some of the parts of the methodology and see through its implementation, clear steps need to be followed. Among the factors that the project manager should look into are the financial requirements. This is to make sure that the changes will not alter the budget plan considering the complexity of the project that they are to implement and ensure that the proposed changes will not negatively impact the organization’s work. The other important factor is the political environment. The project manager should check that the policies they intend to implement align with the government of the day policies. The other important factors that the project manager needs to look into before implementing the changes include the size of the change. It is important to consider the size of the change. Big changes take a considerable amount of time before they are fully implemented and thus will slow the organization’s currently running projects. The project manager should also consider the existing relationships between clients and other parties. The change should serve the purpose of creating more unity between them and their clients; additionally, the project manager should be aware of the penalties that come with the implementation of the changes and that they don’t limit the company negatively.

We should also consider the impact of the change on other projects. With the change projected to result in major changes in other projects, the timing of other projects will be affected, leading to significant delays or even terminations of the running projects, thus raising the case of poor project management. Nonetheless, if all factors are according to plan, the last step will be to test if the company can withstand change. If the company is not capable of withstanding the changes, it will be negatively impacted. Therefore, after the series of tests and it is concluded that the company cannot handle change, outside assistance needs to be reported.

The initial step would be to introduce the changes that need to be implemented. This is a crucial step because it allows people affected by the change to reflect and adapt. The next step would be to planning for the change. This step would require the project manager to draft the steps that are to be followed. This is to include the budget if it exists, the areas that need the change, the amount of change included in the new plan, and if there is a need for any new personnel. When planning, it is important to track the progress as it is important in achieving the desired goal. The next step is the execution of the plan. Execution involves setting the plan in motion and ensuring that each department follows the management stipulated changes. The management should set the stage for implementing the changes and ensure that all the members understand what is expected of them. The execution-only starts after the senior management give it the green light to proceed. The project manager is the overall manager of the project, and they are to ensure that all the changes that are made are to be followed by the task force and rectify any mistake that may arise. Therefore, a good project manager should have their work arranged in terms of priority. This will help in keeping track of the important parts that need to be implemented without any delay. (Weflen,et.al 2021).

In arranging the work in criticality, the best method is the  Mo scow prioritization method. M  stands for must-have. These are the components required for the project to be completed, and the project will not be considered complete without these features. S  stands for should have. These are components required for the project completion, though not urgent but are high priority. C stands for could have. These are components of the project that are highly desired but are not necessary for the completion of the project.  W , stands for won’t have. These are the components of the project that have been thought of, but they are not to be implemented in the current project, but they have a chance of being included in the next project.

Fig 2. MosCOWprioritization method

In implementing any project, risk should be factored in. Risk is a condition that what had not been planned for that may occur and affect the project. With that in mind, the project manager needs to have a risk management framework in place. Some of the common risks associated with project management include degraded quality regarding handling a project as less human resources are used. The other risk costs. This occurs when the project uses more resources than the allocated budget. These cost risks can be considered as poor budget planning or inaccurate cost estimations. Cost risks normally lead to performance risks.

The other common risk is the schedule risk. This occurs when the project runs out of schedule by taking more time than the scheduled time, affecting other activities. Schedule risks may lead to cost risks because more resources mean more expenses. In general, the schedule risks will affect the performance of the project. The other risks that may occur are governance risk, deferral risk, which comes from failing to perform the project.

It can noted that project risks can either be internal or external. All projects are subject to face risks if they are to be deemed successful. The risks usually depend on the nature and weight of the possible outcomes and their likelihood. To handle risks in project management, what should apply steps of avoiding or preventing risks. The most effective way to avoid risks is by walking away from them or by mitigation when they can’t void the risk. Mitigations help to prevent the damage from being bigger.

Nowadays, the risk is handled by transferring it to someone else. Typically, this is having the insurance company pay. When risks can’t be avoided or mitigated, acceptance is reported. Risks need to be tackled earlier before it’s too late. A risk management plan provides a clear guideline on how risks are to be handled.

Risks need to be handled by employing different steps. This includes mapping the risk in the picture, the results of these risks, and what happens after. The impact and severity of the risks also need to be measured. How is the risk going to cause a problem? What will be affected as a result of the risk? After that is answered, the next step to be taken is what decisions need to be made. This is where the project manager is crucial in analyzing and determining whether the project should carry on or stop completely and determine the steps for mitigating it. After this part, solutions need to be identified and drafted, after which the risks are constantly analyzed. These steps are crucial in the identification and analysis of the risks. The structure of the project management is important for the success of any project. When the structure is not well organized, it often leads to the failure of the project. The project management structure is organized so that the project manager is the overall leader of the project and has the power and speaks authority over the project.

The powers of the project manager allow him to have a say on the project budget and cost, control the project schedule and the structure of the project task force. On the project team hierarchy, the project manager is at the top, and they manage everything, and the other employees are their juniors. The structure is also organized such that the team members report directly to the project manager, and all the activities of the project work towards the realization of the project’s goal. The project manager assigns tasks to the project members, makes key project decisions, and manages project resources. The project members either work permanently or part-time on the project. To create a uniqueness of the organizational structure, the project team and resources are demobilized on the completion of the project. The company usually tasks different departments of the organization to support the project. The common departments that offer support include human resources and the administration departments. (Cakmakci,et.al,2019).

Most companies have resorted to this type of organization when dealing with their projects as it has proven to be so effective. The project manager is always given major responsibilities because of the skills and abilities they are to possess, which are much needed for the success of a project. (Demirken.et.al,2017). This structure is preferred due to transparency; hence nothing can be compromised. This structure also provides clear communication channels hence no confusion can arise.

The success of a project requires teamwork from the project team. Therefore, team members need to support learning, growth, and improvement based on the different skill sets. The project organizational structure has made the learning curves quicker as it encourages the project team to learn from one another; thus, it takes a much shorter time. The project team concludes that the overall success will depend on the principles and methods adopted; hence the organization needs to employ the best structure.

The project team must handle the limitations of any organizational structure. This includes giving the project manager more power. This can lead to pride and arrogance leading to a misunderstanding between the project manager and the project team. This structure also includes inflexible and tight schedules. This is not a healthy technique because it brings fatigue and can lead to stress. For the part-time members, it can bring un-commitment because they know their job ends once the project is completed.

The project life cycle costing gives the company a tool for breaking down the cost of the project. This cycle is also a technique for evaluating and determining all the expenses incurred as the project is being implemented. The project’s costs are divided into three important components; project maintenance, operation & design, and development. These three need to be incorporated for the project costing to be completed. After these three parts are considered, the costs incurred in making purchases, investment costs, development, and the actual value of the technological products being used should also be added by the project manager.

Some of the potential employers in the project are employees, suppliers, community, suppliers, investors, customers, community, vendors, trade unions, and government.

The project management cycle is a clear framework that helps a project manager take a project through a systematic process to ensure the project is cleared within a short period and is done successfully. The project cycle ensures the project is subdivided into small steps that would be easier to understand and implement easily. This will make work easier for the project manager because they would take steps assigned for the specific project and go to the next when it is done. There is a coincidence with the Kanban methodology because members must communicate every step they undertake to avoid messing up with the project. Poor communication and taking the project as a whole will mess up the project. Therefore there is a need to follow the steps keenly.

The project cycle is required to outline clearly a few aspects. These aspects include project deliverables, project monitoring through each phase, the projects’ final goal, and the people involved in the project group. The different phases are followed using the life cycle. There is a need to complete a previous project phase in the sequential phase before going to the project phase. The overlapping phase implies that the start of another project phase does not necessarily require the end of the other phase (Bibarsov et al., 2017). This kind of project requires an adaptive life cycle because it outlines easy adaptation in rapid changes.

The project cycle always starts with the initiation phase. In this phase, the project goals are outlined and ensuring that project groups understand the goals that have been set out. Also, it shows the priorities of the project and the risks that the project is likely to encounter. From this, the project group will get the scope required to complete the project effectively. After completing the initiation phase, planning follows. In this stage, the project schedule is outlined; it shows the beginning of the project, and the time it will take to complete the project effectively and systematically. Also, there is a need to include the project’s budget during planning, which will ensure the company has an entire scope of what is required to complete the project in time. Available sources should also be considered. This is in terms of human resources and other available resources that would be esse3ntial AMD of importance in completing the project.

Fig 3. WBS of the required project

After all the resources have been gathered and proper planning put in place, the execution phase follows. This is the phase where the actual project starts. After the execution of the project, there is a need to monitor. Monitoring ensures that every step is followed and every policy put in place is followed effectively to the latter. The project is divided into small cycles. By doing this, it is necessary to ensure that a step is completed before starting a new step to ensure the effectiveness of the process, so long as the sequential cycle is used. From this cycle, performance can be easily measured. Project groups are rated depending on how they perform their duties. Monitoring is required to continue until the project reaches the completion stage.

Project management is an important factor in governing a project. A project manager or group leader must understand project lifecycle and risk management to provide a clear strategy to ensure the project’s success. In addition, they are using a proper tool in bringing changes within an organization to achieve the major goal. The project manager must ensure the project does not go beyond its budget, and if it goes beyond the budget, there is a need to stop it.

Bibarsov, K. R., Khokholova, G. I., & Okladnikova, D. R. (2017). Conceptual basics and mechanism of innovation project management.

Cakmakci, M., Kucukyasar, M., Aydin, E. S., Aktas, B., Sarikaya, M. B., & Bekar, E. T. (2019). KANBAN optimization in the relationship between industry 4.0 and project management approach. In  Agile Approaches for Successfully Managing and Executing Projects in the Fourth Industrial Revolution  (pp. 210-227). IGI Global.

Demirkesen, S., & Ozorhon, B. (2017). Impact of integration management on construction project management performance.  International Journal of Project Management ,  35 (8), 1639-1654

Müller, R., Drouin, N., & Sankaran, S. (2019). Modeling organizational project management.  Project Management Journal ,  50 (4), 499-513.

Jovanovic, P., & Beric, I. (2018). Analysis of the available project management methodologies.  Management: Journal of Sustainable Business and Management Solutions in Emerging Economies ,  23 (3), 1-13.

Weflen, E., MacKenzie, C. A., & Rivero, I. V. (2021). An Influence Diagram Approach to Automating Lead Time Estimation in Agile Kanban Project Management.  Expert Systems with Applications , 115866.

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Notable Project Management Essay Examples

Type of paper: Essay

Topic: Project , Teamwork , Team , Management , Project Management , Organization , Manager , Breakdown

Words: 1500

Published: 12/23/2021

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Project management undergoes various phases that span across initiating, planning, implementing, controlling and winding up the work of a team to attain specific goals and meet precise success criteria. Project management is a developing field used progressively by enterprises of all sizes. As company executives and entrepreneurs’ are faced with the daily responsibilities of handling an organization’s operations, it is vital to use dedicated project managers to superintend projects from conception to completion. Effective project management techniques assists organizations perform large-scale projects within the stipulated time frame, with minimal interference, and on the agreed budget. Project management based organizations provide the human focus because they try to focus on the goals and outcomes instead of working to meet deadlines. This on the other hand is a more logic and inspiring structure for competent people. Moreover, since project management depends so much on a good communication structure, the discipline emphasizes the importance of focusing on the certainty of working with people’s successes and mistakes, bad and good days, and the conflicts involved. Project management seamlessly combines the two essentials of an organization. First and foremost, is to be flexible to changing situations and second is to be organized, structured, and predictable. Noble project managers spend a great deal of time ensuring that each person understands what their responsibilities are and at what time their requirements are due. Project management based organizations are capable of adapting much more easily than other business entities because the entire teams can shift jointly to accommodate changes. One of the essential notions of project management is harmonizing the three requirements of time, cost, and quality. However, these three factors are always in conflict and it is difficult to achieve them at once. A project could be delayed due to unavoidable circumstances or the quality anticipated may need more money than was originally budgeted for. A good project manager should ensure that he balances the three factors and generate the most efficient outcome possible. Project management has a life cycle that entails four faces: the planning phase, the closure phase, execution phase, and initiation phase. Each project life cycle is explained below along with the responsibilities needed for its completion. Engaged jointly, these phases characterize the channel a project sequences from inception to completion thus explaining the life cycle of a project. In the initiation phase, a project’s need or objective is identified. It could be a business opportunity or problem. A suitable response is acknowledged with suggested viable solutions. Viability study is often piloted to examine whether the options dealt with the objectives of the project and recommended conclusive solutions are determined. After the suggested solution is established, a project commences and a project manager is appointed. The planning phase refers to where a project solution is ultimately developed in fine detail and the project’s objective planned. Here, the team categorizes the work at hand. Resources and tasks are pinpointed in conjunction with a strategy to facilitate their production. A project design is thus generated outlining the timeframes, dependencies, activities, and tasks. The project manager then harmonizes the formulation of the project by making available equipment and cost estimates on materials and labor. The budget then oversees and controls cost outflows during project implementation. The third phase is implementation where project plan activity begins and the project’s work performed. During implementation, communication and maintaining control is vital. Progress is unceasingly monitored and adjustments created to be recorded as modifications of the initial plan. In this phase, employees are executing tasks with continuous information improvement being recounted through consistent team meetings. This information is then used by the manager in maintaining control by comparing the project plan with progress reports in gauging performance of project activities, thereby making corrections. The first strategy should be bringing the project back on track and if challenging, disparities should be recorded from the initial course of action, documentation, and alterations to the plan documented. In this phase, key stakeholders and sponsors ought to be updated on the status of the project in decided format and frequency of communication. Moreover, the plan should be revised and published occasionally. The closing phase is the final stage and entails making available the ultimate deliverables to a customer, passing on project documentation to the enterprise, releasing project reserves and communicating termination of the project to stakeholders and terminating supplier contracts. The final step is to perform acquired lessons studies and scrutinize what went well and what did not. Project organization describes the human infrastructure of a project. This task is intended to outline the project organization chart, the relationship of the project team and their roles. The organizational structure evidently identifies responsibilities and roles of each position, enhancing the present role definitions where they are required to cover all responsibilities outlined. The project organization technique used in this stage offers a standard set of responsibilities and roles which could be modified for a particular project. In a competitive business setting, effective leadership is a vital requirement for achieving organizational goals. For this to happen, clear direction, motivation, and inspiration must be provided by leaders and give a clear direction to their team. Sponsorship on the hand needs the same strength of focus and importance of status. Team building is basically a project affiliated process that develops and builds shared goals, accountability, and commitment among team members. Every project manager has to encounter challenges when operating with a team. To eliminate the many challenges and setbacks that affect team productivity, the project manager should consider the following five techniques for organizing and unifying the teams . One should set up a project organization with clearly defined roles where every team player should know the role they play on the team, how the role fits and what happens if they don’t comply. Depending on the functional discipline, you may employ customary or standard roles on your project. If a particular project requires a unique role then ensure you create it and if vice versa eliminate it. Eliminate public fights and finger pointing in discussions as they lead the team a step backwards from project completion. For this to take place there must be a few rules in place in order to maintain civility. For example problems should be allowed to become personal and in decision making everyone must back it up as a team. Holding team members liable for delivery since everyone must understand that the team is not only accountable to the project manager but also to each other. Thus, it is vital for each team member to understand what everyone else is undertaking to ensure that the team member understands where he/she fits into those standpoints of the project. Missing or meeting deliverables and deadlines should be taken as a team issue and should be revealed to the whole team. Each team member should feel accountable for their needs and work to feel the discomfort of failure other than the joy of success. Celebrate as a team such as the key milestones to keep up morale and momentum going. Overseeing a project from inception to completion is a really hard work and team members could be discouraged in times of setbacks and roadblocks thus celebration should be considered but in moderation. Work breakdown structure visually describes hierarchical decomposition of work a project team can basically comprehend. Creating a work break down structure entails team effort which is a result of the perspectives and inputs for a project . One helpful technique is to start up a brain storming session with several departments which are involved in the project. The Project teams may utilize low technology equipment such as note cards or white boards in identifying the major deliverables, specific work packages, and sub deliverables. However, it does not translate in to electronic format and it is not applicable with distributed teams. There are quite a number of tools that support work break down structures and brainstorming. MatchWare- MindView is an undemanding package which supports the work break down structures . The major importance of the package is the simplicity of translating the work breakdown structures. The project manager can assign duration estimates and budget by brainstorming the scope of the project in a mapping tool. These tools in turn could be exported to Microsoft excel for additional analysis and planning.

References:

Westland, J. (2007). The project management lifecycle: A complete step-by-step methodology for initiating, planning, executing and closing a project successfully. London [etc.: Kogan Page. Project Management Institute. (2004). A guide to the project management body of knowledge (PMBOK guide). Newtown Square, Pa: Project Management Institute. Frontiera, J., & Leidl, D. (2012). Team turnarounds: A playbook for transforming underperforming teams. San Francisco: Jossey-Bass, a Wiley imprint. Norman, E. S., Brotherton, S. A., & Fried, R. T. (2008). Work breakdown structures: The foundation for project management excellence. Hoboken, N.J: John Wiley & Sons.

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Project Management Essay Example

• November 30, 2022

Project Design and Development

Project Management Essay: Introduction

This paper discusses the projects' architecture, the layout of the task networks, and the effect of the projects on the customer. It also addresses early beginning dates, latest finishing times, vital ways and market relationships of lead time and prices in depth. Throughout the article, it is clear that the design of a project is a significant factor in a company's performance, and the appropriate resources and approaches should be used, and consumer demand is taken into account.

Project Design

The planning of projects plays an essential part in supporting project managers, sponsors, teams, and stakeholders through other project phases. The plan is necessary to define target goals, minimize costs, avoid missing deadlines and eventually deliver the excellent service or result decided upon. Project efficiency is almost inevitably assured to fail without proper preparation. The Center for Project Management reports that by 2017, with every $1 billion spent, the organizations lost $97 million due to lousy project performance (Gray & Dodge, 2008). The project preparation involves a broader mission to be split into assignments, a project manager, and a timeline to be accomplished. In this process, within the overall project, one must set smaller targets such that everything is completed within the period.

The preparation and scheduling of projects is an integral part of project management independent of the technique used. The former team information related to the new project can be easily obtained using management schemes. Project managers can also conveniently establish a consistent management plan and prioritize project success tasks. Tasks like allocating resources, identifying dependencies, setting deadlines, and project deliverables can quickly be completed in no time using project management software (Gray & Dodge, 2008). Every useful project management tool has the features to ease planning while a good start sets the groundwork for a productive project.

Activity Timeline

Sometimes it is more than obvious why a project is behind schedule, but this is not always the case. If one doesn't correctly define that the project is behind budget, the actions one follows to get ahead could be incorrect, and the outcome may be catastrophic. In some way, one doesn't give the patient an aspirin if the gastritis is present, which only aggravates his situation (Lynam, 2011). The same thing can't be achieved with project management if one doesn't know what he is working with.

The choices differ according to the reasons why the project is behind schedule. The options listed here are in no apparent order, and one or more of them can be used in certain situations (Lynam, 2011). Many or all of them are also often possible, but the results differ, and in this case, the task is to find the best solution that could be the least unlikely choice.

Perform overtime: Overtime is always the only way to keep up with it, mainly when the delay is slight. Start with this calculation if overtime for a brief duration is scheduled, and it doesn't cost much. All you need could be overtime.

Extend the time limit: If there is no way to delay and pay, one can seek to prolong the deadline. This is possible in many cases, mainly if the delay results from a force major that no one could foresee (Lynam, 2011). When the date is delayed, but, neither customer nor manager loves it, they only embrace it because it is the least inconvenient.

Table 1. The sequence of the activities along with slack calculations

Figure 1. Activity Network Diagram

Figure 2. ESD and LFD

Figure 3. Gantt Chart

Figure 4. Critical Path

Customer Influence

Often, businesses view production as a cost center that aims to minimize prices and to operate productively. Simultaneously, the promotion is evaluated as a demand regulated sales center and other promotion elements. It's not always a successful technique, though (Palaka & Kropp, 1998). Dividing an organization into separate divisions for calculating accounting results will result in misaligned rewards and poor system performance. Production and marketing incentives need to be aligned with the company goals and objectives. When manufacturing and marketing work together to achieve objectives according to customers, business performance is improved.

Both departments' decisions and actions involve the two prominent aspects of customer service, price and lead-time. Leadtimes and cost controls are two "necessary cooperation but a potential conflict" areas for marketing/manufacturing (Palaka & Kropp, 1998). All too often, the various divisions of large companies fail to report on important business decisions.

John C. Wu discusses the strategic value of organized promotions and activities. Former Kozmo.com President Kozmo.com was a web dealer promising in one hour to deliver every order. Despite the high cost of delivery arising from their service dedication, competitive rates were provided to consumers. Kozmo.com went out of service. Not surprisingly. According to AMR Report, price management firms are leading the way by centralizing their pricing role and changing sales opportunities to provide profit and not just quantity.

Lead-times and Price Decisions

Although shorter lead times can attract more customers and generate more demand; its production resources are under pressure. On the other hand, if cheaper rates are given, consumers might be able to wait longer. Hence, the company can find it more desirable to sell consumers shorter lead times at the cost of higher pricing ranges and vice versa, based on business dynamics and their present workload. To capture price-time trade, demand can be modeled by customer pricing and customer lead time sensitivity (Palaka & Kropp, 1998). Depending upon their rewards (objective functions), the decentralized environment makes the output a lead-time subject to a service-level restriction, whereas marketing opts for a profit.

The model in which development and commercialization/sales agree on lead time and quality, particularly for proven production processes with fixed capacities, is applicable in a variety of sectors. In practice, the primary input (or decision) for the lead-time quote usually comes from production, even if it is notified via sales/marketing to customers and the price quota (Palaka & Kropp, 1998). On the other hand, as the chief, before transmitting the allowance to the consumer, the marketing will influence the first time deciding on the production through its price determination based on potential demand produced.

Project Management Essay: Conclusion

In summary, this paper examined project design, activity network diagram, and customer influence on the project design. It also discussed the earliest start dates, latest finish dates, critical paths with illustrations and lead time price relationship in detail. Throughout the article, it is evident that project design plays a vital role in the success of a product, and while designing necessary tools and methods should be used. Customer demand should be taken into consideration.

Gray, R. M., Cook, M. B., Natera, M. T., Inglis, M. M., & Dodge, M. L. (2008). Project Management: The. In Managerial Process”, McGraw-Hill.

Lynam, J. R. (2011). U.S. Patent No. 8,063,904. Washington, DC: U.S. Patent and Trademark Office.

Palaka, K., Erlebacher, S., & Kropp, D. H. (1998). The lead-time setting, capacity utilization, and pricing decisions under lead-time dependent demand. IIE transactions.

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Microsoft 365 Life Hacks > Organization > What is rolling wave project management?

What is rolling wave project management?

Starting a new task at work without a quality project management technique can feel daunting. If you work in a fast-paced office environment, consider rolling wave planning—a project management strategy that mirrors the ebb and flow of your work. Here are some practical tips for using rolling wave planning to manage any shifts or changes in your projects.

Rolling wave planning at the office

For many, a typical workday at the office feels more like navigating turbulent waters than taking a smooth cruise. Rolling wave planning embraces this reality by adopting a method that aligns with the unpredictable nature of office projects.

The definition of rolling wave planning

Rolling wave planning is a project management tool that emphasizes the iterative process—building, changing, and refining a project. Using rolling wave planning, you don’t create a set plan for the entirety of the project up front, but instead refine the project plan in “waves” throughout the life of the project. It’s especially useful for ongoing projects without a clear finish line.

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How rolling wave project management works

• Wave 1: Initial planning. Set the course for the project with a broad project plan outlining goals and key milestones.
• Wave 2+: Detailed planning. As the project progresses, delve into more detailed planning for upcoming phases. Learn from experiences and adjust strategies accordingly.

The features of rolling wave project management

The rolling wave project management methodology is designed to be flexible and adaptable. It’s particularly well-suited to office environments where projects can be unpredictable and subject to change.

One of the key features of rolling wave project management is its focus on short-term planning. By breaking down a project into smaller phases, it becomes easier to manage and adapt to changing circumstances. This approach also helps prevent overplanning for distant future phases, which can be a waste of valuable office resources.

Another important aspect of rolling wave planning is its emphasis on flexibility and a willingness to adapt. By learning from experiences and adjusting as needed, rolling wave planning helps your projects stay on track and deliver results.

The benefits of rolling wave project management

Rolling wave planning is especially beneficial in a dynamic office setting where your final deliverable goals are subject to change. Managing your project using the rolling wave technique can help you update your project plan without requiring you to start from scratch. Here are some additional benefits of rolling wave project planning:

• Enhanced flexibility. In an office setup, flexibility is key. Rolling wave project planning allows for agile adjustments, ensuring that your project sails smoothly despite sudden shifts.
• Adaptability. In fast-paced office environments, adaptability is crucial. Rolling wave planning empowers teams to pivot quickly in response to changing demands.
• Efficient resource allocation. By focusing on meeting short-term goals , this approach prevents overplanning for distant future phases and avoids wasting valuable office resources as a result.

Amid a whirlwind of office tasks and deliverables, rolling wave planning can help you navigate unforeseen changes to your projects. Consider adopting this approach for your next project and enjoy the benefits of this flexible management tool.

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Project Management and Project Alignment Strategy Essay (Critical Writing)

Introduction.

Project management has been practiced mainly in the engineering and construction sectors. This is mainly due to the fact that tasks in these sectors have to be organized in a systematic manner if they are to yield the required results. However, since the 1990’s, project management has gained prominence in other sectors as various firms execute their operations in forms of projects.

As such, project management is no longer restricted to the creation of products but it has been used to facilitate business transformation as well as to business improvement during the implementation of strategies. The rapid rate at which project management is being applied in businesses is currently being referred to by business critics and commentators as the “the projectification of society” (Cicmil and Hodgson, 2006).

As Hauc & Kovac (2000) reiterate, “Projectification in an organizational context has resulted in the apparent agreement that projects and project management are an efficient means of implementing organizational strategy.” This paper shall discus this statement by reviewing relevant literature pertaining to this topic.

To this end, a brief discussion exploring the content, limitations and potential problems brought about by strategic alignment of projects shall be provided.

Brief overview of project management

The Project Management Institute (PMI) defines a project as a temporary work effort that has “a clear beginning and end that is intended to create a unique product or knowledge” (PMI, 2004). Projects vary in size and they may involve the effort of a single individual or even hundreds of people working as a team. Project management involves “application of knowledge, skills, tools and techniques” so as to achieve the desired end-result (Cicmil et al, 2006).

While small projects may be undertaken without necessarily applying project management, a significant project must involve project management. Experts agree that while good project management does not guarantee the success of a project, poor management invariably leads to a project’s failure. For this reason, the project management component is very essential for any sizable business project.

Projects and strategies

Strategies refer to the overall plans and procedures designed to execute a particular goal or objective. Cleland and Ireland (2006), state that projects mainly dwell on the equipments, tools and techniques. The project manager must come up with a strategy that lays out how the various aspects of the project work together to yield the expected results.

The alignment of projects presents various opportunities and challenges. However, as Grant (2005) reiterates, the success or failure of any given project depends on the strategies formulated to facilitate in the implementation processes of each project. To this end, if an organization aligns its project in such a manner that the success of one project affects the others, there may be problems if cases of misappropriation of funds or failure to meet the set deadlines occur.

Importance of project management

Without PM, projects would be delivered late, have cost overruns and in most cases; the product would also be of inferior quality. Project management involves coming up with a plan so as to ensure that all the objectives are clearly stated and everyone involved in the project knows their role.

Without such a plan, the project is bound to be delivered late and at a higher cost. Also, owing to the fact that the roles and objective are not clearly defined, the final product will be of inferior quality.

Project management involves balancing conflicting demands to ensure resources are optimally utilized to achieve the end-product. To achieve this, the Project Manager begins by clearly defining the objectives that the particular project aims to achieve and the scope of the project (Kerzner 2003).

The project manager then develops a detailed schedule that contains the various activities that need to be undertaken and the resources that shall be utilized to fulfill the same. An organizational structure that highlights the duties and responsibility of each member of the project is also developed to ensure the effective management and implementation of the necessary work. Some of the main objectives of PM include but are not limited to:

• Defining the objectives and scope of the project.
• Developing a schedule of activities and resources required.
• Developing an organizational structure for the project.
• Ensuring the commitment and backing by the project stakeholders.

It should be noted that no project can be successfully undertaken without the commitment and approval of the various stakeholders of the project, chief among them being the financiers and the senior management. The project manager will therefore set out to gain the approval of these important parties. Successful projects are characterized by having clear objective, good project plan and effective communication among the involved parties (Freimut, et al, 2001).

Project risks

All projects involve some measure of risk. Risks arise as a result of the uncertainties that are inherent in each project. One of the things which make risk management hard in all projects is that there is no standardized approach to dealing with risks (Norris, Perry & Simon 2000).

This is because no two projects are alike and as such, each project had its own unique environment and variables which leads to differing risks (Kerzner, 2003). To this effect, risk Management is normally ignored since most project managers deem it as unnecessary paperwork. This notion leads to aggressive approaches to dealing with problems that appear in the life of the project.

Risk analysis and management

Risk analysis and management involves the recognition that risks exist. It entails a thorough assessment of the project to identify what could go wrong. The concept of risk management involves conducting a detailed assessment of a particular project so as to identify significant things that could go wrong with the project. Norris, Perry and Simon (2000) assert that project risk analysis and management if properly undertaken increases the likelihood of successful completion of a project on time and within stipulated costs.

Value of risk management

By undertaking risk management, the project manager increases his/her control of the project as risk management provides a framework which enables the future activities to be undertaken in a consistent manner (The Institute of Risk Management 2004).

In addition to this, risk management stipulates that project risks be identified beforehand. This will lead to an improvement in decision making since the decisions will be based on facts. The efficiency with which the project will be undertaken will therefore be increased as project activities will occur in a consistent and controlled manner and capital and resources allocation will be efficiently performed.

As such, risk management is important to projects because it provides a framework, through which the project activities can take place, improves decision making, planning and prioritizing, contributes to the efficient allocation of project resources and optimizes operational efficiency of overall project (KMPG 2002).

Resolving risks

The fundamental goal of risk evaluation is to be able to reduce or altogether, eliminate risk (Lycett et al, 2004). Once the risks involved in the project have been identified and subsequently classified according to their frequency of occurrence and the impact that their occurrence may have on the overall project, risk resolution activities should be undertaken.

However, in most cases, the project team only has a vague idea as to the nature of the risk. As such, further research on the risk should be carried out for the project team to have an intimate understanding of the same.

Some risks are inevitable in the project and they should therefore be accepted as a part of the project. The project team should however anticipate these risks and have measures put in place for dealing with the same. Some risks are deemed as being too high and for the project to proceed favorably, measures must be taken to mitigate the same and establish contingency plans in case the risks arise. These are the steps that should be followed in risk management: Research, acceptance, reduction and elimination (Barney & Bennett, 2000).

Strategic alignment of projects

Archibald (1988) reiterates that project management has over the years been useful in ensuring the efficiency and subsequent success of projects. The author further states that project management has helped many managers formulate and implement various strategies which ultimately guarantee the success of a project.

However, Anderson and Merna (2003) argue that the failure of most projects is as a result of poor strategic planning during the implementation phase. In addition, Cicmil et al (2006) reiterate that on average, 80% of failed projects are as a result of the managers failure to map out clear procedures and priorities regarding to a given project.

According to Aalto (2000), strategic alignment of project refers to the process through which organizations select the projects to be accomplished within a particular period of time and prioritize their completion according to the available resources and their ability to remain aligned with the organizational resources.

Thiry (2002) further contends that other organizations group their projects using a managerial framework. This enables the organization to space the projects accordingly thereby minimizing and chances of rippled failure (Maylor et al, 2006).

Maylor et al (2006) define project strategy as the unique approaches a project utilize so as to achieve the set strategies of an organization. To this effect, project strategy acts as a link between the proposed project plans and the organizations strategies.

The authors further assert that the project strategy provides the rules that govern the behavior of the project team and ensures that they meet the deadlines within the given timeframe and budgetary allocation.

However, it should be noted that there is a very distinct difference between project management strategy and project strategy. Anderson and Merna (2003) assert that project strategy refers to the executive plan that aims at achieving the set objectives of a given project while project management strategy refers to the strategic approaches used to manage a given project.

In other words, project strategy refers to the directions that the senior management gives the project managers in order to meet the organizational objectives while project management strategy are the procedures, plans and policies that see the project to the end (Artto et al, 2008).

Inherent problems to project management

Measuring project progress is essential in all projects since it gives the project team and manager control. However, there must be measurement metrics and unity between the strategies formulated by the project sponsors, the organization and the project managers which make use of project deliverables to measure progress.

Morris & Jamieson (2005) state that it is the role of the project manager to give detailed specifications to the team as regarding to the methodology and techniques that are to be employed during the collection and retention of project metrics. When there are many projects being conducted for the same organization, the project team may develop some conflicts of allegiance since there is no single strategy that can effectively be used for different projects.

In addition, the business world is characterized by a high degree of dynamicity. To this effect, the organizational objectives may change in order to conform to the market and competition trends. If the projects are aligned to meet the organizational objectives, they may fail in the event of a drastic change (Hodgson & Cicmil, 2006). This may lead to losses of an unprecedented scale.

Consequently, the organization may end up loosing the trust and respect from the sponsors as well as a great market since the projects would be rendered useless.

In regards to costs, projects often require a large amount of capital. If the project management team is inefficient, they may fail to follow the policies and procedures set by the senior management. This would subsequently lead to great losses that cannot be easily recovered. In addition, if the strategies stipulated by the senior management are inefficient, this would lead to the failure of the whole organization.

Also, as Crawford (2005) explains, each project must have some unforeseen risks. This fact makes project very unpredictable. With this in mind, aligning projects with the organizations objectives may prove to be costly since failure of a project affects the overall performance of the organization.

The project manager is expected to come up with a project plan which should explicitly specify the processes to be used to measure and control the quality of the work and the resulting work products (Couchman et al 2008). To this effect, handling many projects at once may invariable lead to confusion and corrosion of set objectives thereby affecting the success of the project as well as the quality of the results yielded.

As Artto et al (2001) explain, some projects may require the attention of various departments within the organization. However, despite the fact that each department within an organization aim at achieving a common organizational goal, each has a set of departmental goals that have to be met. Bearing this in mind, cases where members from different departments may tacitly try to influence the project decisions such that they favor their departments.

Project management tools that ensure successful alignment of projects

To ensure success in projects, there are vital tools that can be used to monitor and control the progress at each stage. This is especially important because most of sizable projects are complex and very sensitive. As such, any mistake no matter how tiny may lead to the failure of the project (PMI, 2004).

Gantt charts

Gant charts are used to asses the progress of a project. The X axis is the time scale over which the project will run and task is represented as a single horizontal bar. Activities which can run concurrently can be plotted on the same Y-axis while those that are dependent on the completion of others can not begin before the others complete (Jenkins, 2006).

As such, each stage can be marked and the expected date of completion highlighted so that all members know what to do and when to do it. This ensures that the project resources are efficiently utilized which in turn avoids wastage of finances and resources.

Pert Charts

Pert charts are used to indicate project milestones and dependencies. They are also used to calculate the critical path which is the set of tasks which have to be completed in time for the project to beat the deadline (Larsen, 2005). Pert charts show the longest path from start to finish. The milestones are marked as nodes with numbers and the critical path is from activity 0-2-4-6-9-10. Any delay in any of these activities will lead to delay in entire project.

Most biotechnological projects require calculations and equations. There are various formulas that can be applied to come to an answer. Most projects fail because they lack options and if the main methodology fails, the project is therefore wasted. The pert charts provide the project team with options from which the most efficient can be applied.

Project management is an essential part of any substantial project and it involves planning, identification of risks and progress tracking. Risk management which involves addressing the risks attached to the project activities, is crucial to the success of a project.

In the end, it is the project manager’s obligation to assess the risks and make decisions as to the path that the project takes (The Institute of Risk Management, 2002). Due to the popularization of project management in the business realms, care should be taken by project managers to ensure that projects are successful.

Even though the concept of project alignment is still at it’s preliminary stages, business entities should make an effort towards implementing it in their operations. Not only does it offer a competitive advantage to businesses, but it also improves productivity and performance within the organization. This is mainly due to the fact that the projects are synchronized with the organizations objective. As such, the success of a project also means the success of the organization in general.

Aalto, T. (2000) Strategies and methods for project portfolio management . University of Technology, Helsinki.

Anderson, D and Merna, T. (2003) Project management strategy: Project management represented as a process based set of management domains and the consequences for project management strategy, International journal of project management , 21, 387-393.

Archibald, R. (1988) Projects: Vehicle for strategic growth, Project Management Journal , 19, 31-33.

Artto, Lehtonen et al. (2001) Managing projects front-end: Incorporating a strategic early view to project management with simulation, International Journal of Project Management, 19, 255-264.

Artto et al. (2008) Project strategy: Strategy types and their contents in innovation projects, International Journal of Managing Projects in Business , 1, 49-70.

Barney, B and Bennett, R. (2000) Risk Management for the NASA/JPL Genesis Mission: A Case Study. Web.

Cicmil, S and Hodgson, D. (2006) Making projects critical: An introduction , Palgrave MacMillan, New York.

Cicmil, S et al . (2006) Rethinking project management: Researching the actuality of projects, International Journal of Project Management , 24, 675-686.

Cleland, D and Ireland, L. (2006) Project management: Strategic design and implementation . McGraw-Hill, New York.

Couchman, P et al . (2008) Lost in Translation? Building science and innovation city strategies in Australia and the UK. Innovation: Management, Policy & Practice, vol. 10, 221-219.

Crawford, L. (2005) Senior management perceptions of project management competence. International Journal of Project Management , vol. 23, 7-16.

Freimut, B et al. (2001) An Industrial case study of implementing software risk management. Web.

Grant, R. (2005) Contemporary strategy analysis. Blackwell Publishing, Malden, MA.

Hauc, A and Kovac, J. (2000) Project management in strategy implementation–experiences in Slovenia. International Journal of Project Management , 18, 61-67.

Hodgson, D and Cicmil, S. (2006) Are projects real? The PMBOK and the legitimation of project management knowledge . Palgrave MacMillan, New York.

Jenkins, N. (2006) A Project Management Primer . Web.

Kerzner, H. (2003) project management: A system approach to planning, scheduling and controlling . John Wiley & Sons Inc, New Jersey.

KMPG. (2002) Program management survey . KPMG, UK.

Larsen, D. (2005) Project Management Process. Web.

Lycett, M et al . (2004) Program management: A critical review. International Journal of Project Management , 22, 289-299.

Maylor, H. (2001) Beyond the Gantt chart: Project management moving on. European management Journal , 19, 92-100.

Morris, P and Jamieson, A. (2005) Moving from corporate strategy to project strategy. Project Management Journal , 36, 5-18.

Norris et al . (2000) Project Risk Analysis and Management . The Association for Project Management, Buckinghamshire.

PMI. (2004) A guide to the project management body of knowledge: PMBOK guide. Project Management Institute Inc, Pennyslvania.

The Institute of Risk Management. (2002) A Risk Management Standard . AIRMIC, London.

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