Research Topics: Project Management Methodology

Implementation of IT Project:Bangalore Software Services

Project management methodology involves three phases, the building of the project concept, the planning as to what are the necessary thing that needs to be carries out and the implementation as measurement of the success of the project. In the concept phase, the need for corporate business decision is needed before you can actually begin an information technology project. It primarily involves a presentation of overview as to what the information technology project will be all about and will be subject to scrutiny before getting approved or a rejection. Planning phase will be the systematic organization as to how the flow of process of the project will go. The organization structure and the design would surely be of utmost help in the future success of any IT project.  For it is important to give specifications in terms of the division of functions to avoid any conflict and that there would be jurisdictions of functions as well.  In the last phase, which is the implementation phase, it seeks to track the effectiveness and reliability of the whole package and it enables monitoring as to how efficient the IT project is. The implementation phase is crucial such that it will serve to be the measure of how successful the whole IT project.       In this essay, the selected information technology project is one of the products of Bangalore Software Services, a software development and consulting company that provides services, solutions and products to enterprises, the name of the product is Spark Business solutions where it would provide very pivotal business solutions needed in any business organization. Spark project is aimed to provide the power of information technology to new heights such that it has been designed as a flexible business solution that combines all the facets of business functions. Spark Business Solution is being powered by Microsoft using three-tier Client server architecture with an open ended framework for web enablement.  The first tier is for the clients in which it offers presentation services from the user interface.  The second tier would be the application server that aids in the application services.  Lastly, the third tier is for the data server wherein the data’s are being stored for future retrieval and further data validation. To give a brief illustration of the implementation process of Spark Business Solution.  A Process Flow Chart for Spark Life Cycle Implementation would be useful and is illustrated below:   Pre- Implementation Scoping Process Mapping Gap Analysis Customization     System Study Fit Analysis Quantifying the Gap     System Requirement Specification  Implementation Design Document   Customization Requirement       Conformation of Requirement                    Implementation Training Maintenance     Customization   End User Training   Trouble Shooting     Migration from Legacy System   House Keeping   Enhancement       Commissioning        Upgrades                 AMC   From the flowchart presented beforehand, Spark implementation process has developed a delivery model incorporating the best industry practices. The implementation process covers the following phases: First, the pre-Implementation Scoping that covers the set of tasks, from selection and system design, to installation and maintenance. Second, the process mapping that would indicate the level of fitness of the solution based from the system requirements and the mapping processes of the software.  Third, covers the gap analysis where it deals with the quantification of the gap between organizational needs and the actual product and the completion of Standard Product Implementation based on the strategic requirement of customers. Fourth, the implementation to ensure the project applicability and the customization that would suit the very need for business solution. Fifth, the training phase provides the dissemination of knowledge that involves a consensus on core issues by promoting a deep understanding of the situation. Sixth, the post-implementation services or the maintenance that covers basic trouble-shooting, fine tuning of configuration and programs, ongoing user education and training and enhancement and rollout.       The process of implementation of Spark business solution software is well-structured such that it delivers high quality and high value solutions. With the secondary implementation phase in the implementation process may ensure that the whole package is effective in its functioning wherein it acts as double-check in the implementation process. They also provide a pre- and post-implementation services that examines as how capable Spark in delivering business solutions when needed. The need for improvement would be in the training phase, it is their obligation to see to it that the dissemination of knowledge covers a wide scope of the client’s organization and to empower the client’s workforce average knowledge on how to maximize the full benefit of using the Spark Business Solution.       They may provide highly-skilled personnel to clients make sure that the monitoring aspect is practiced and to determine the development in the training process ensuring that its application provides users convenience and should be a reliable and dependent ally in feeding appropriate business solution to the enterprise industry. Bangalore software services should continue to seek improvement in the project and must be up-to-date with the latest potent problems that may hinder the effectiveness of the IT project so that they also can deliver up-to-date solutions. The software can perhaps contain an update button, like the one found in the anti-virus software, to feed the latest business solutions.     Credit:ivythesis.typepad.com

Implementation of IT Project:Bangalore Software Services

Project management methodology involves three phases, the building of the project concept, the planning as to what are the necessary thin...

Implementation of IT Project:Bangalore Software Services

Implementation of IT Project:Bangalore Software Services

Project management methodology involves three phases, the building of the project concept, the planning as to what are the necessary thin...

The Implementation of the New Y-Call Induction System

What is Induction Program?             Induction includes an introduction to the organization, its culture and the job responsibilities of new employees. Induction programs are important in overcoming possible sources of anxiety. These programs are a chain of planned activities to enable employees to acquire the necessary skills, knowledge and capability to carry out their employment.             A well-planned induction helps the employee to become integrated into the organization, maximizing morale through early success and quickly raising the level of performance.  Recruitment is not complete until the individual is effective in the job and has adopted the values of the organisation. Induction (orientation) is a very common type of training. All employees, whether managerial or non-managerial, should be provided with systematic induction when they first join an organization (Sims 2002). Induction starts before the employee is hired. During the recruitment stage, the employee learns about the organization’s reputation as an employer and the types of products or services it provides. During the selection process, the new employee usually also learns other general aspects of the organization and what the duties, working conditions and pay will be. After hiring the employee, the organization begins a formal induction program. Induction is ideally the first part of a bonding process between the new employee and the organization which requires careful planning, supportive orientation packages and effective liaison between all parties. It involves introducing employees to their new job, work section, work colleagues and the practice as a whole.   Project Background             ABC Company has been approached by Y-Call, which is call centre company to implement a new induction system across the United Kingdom. The implementation at the new Y-Call Induction system at the pilot location in Manchester has been successfully completed. ABC company are now responsible for implementing the system across 28 sites in 5 locations situated in the United Kingdom. The locations are as follows; England, Scotland, Ireland, Wales and the Channel Islands.  The initial reason behind Y-Call implementing new induction system is because the company is facing high staff turnover, which results in poor performance of the company. This in turn will impact and reduce the efficiency which gives poor impression to existing and potential customers. At present Y-Call’s current induction process is very basic and simple results in recruiting the less capable staff. The main purpose of ABC Company is to introduce a well designed and enhanced induction process within the other 28 sites. What is a Project?             A project is a unique endeavour to produce a set of deliverables within clearly specified time, cost and quality constraints (Reiss 1995). Projects are different from standard business operational activities as they: <ul style="margin-top: 0in; margin-bottom: 0in" type="circle"> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> 	Are unique in nature. They do not 	involve repetitive processes. Every project undertaken is different from the 	last.</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> 	Have a defined timescale. Projects 	have a clearly specified start and end date within which the deliverables 	must be produced to meet a specified customer requirement</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> 	Have an approved budget. Projects are 	allocated a level of financial expenditure within which the deliverables 	must be produced to meet a specified customer requirement</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> 	Have Limited resources. At the start f 	a project an agreed amount of labor, equipment and materials is allocated to 	the project</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> 	Involve an element of risk. Projects 	entail a level of uncertainty and therefore carry business risk (Frame 2003)</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"></li> </ul> Project Management Method: Phase by Phase (Life Cycle Approach)             The team made a proposal for the Y-Call company regarding its induction program. The project management method used was the Phase-by-Phase or Life Cycle Approach. The project was divided into four phases. These phases were: 1. Initiation – the initiation was the first phase in the project. In this phase a business opportunity which is to develop the skills, abilities and knowledge of new employees and help them to adapt to the organizational culture was defined. A feasibility study was conducted to investigate the likelihood of each option that will help in the achievement of the business goals. After the deliberation, a final recommendation was put forward. Once the recommended approach was approved, a project was initiated to deliver the desired outcomes. A ‘Terms of Reference” was completed, which outlines the objectives, scope and structure of the new project and a Project manager was appointed. The Project Manager started recruiting a project team and establishes a Project Office environment. Approval was then sought to move into the detailed planning phase. <ul style="margin-top: 0in; margin-bottom: 0in" type="circle"> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> 	2. Project Planning – once the scope 	of the project has been defined in the Terms of Reference, the project 	entered the detailed planning phase. This involved the creation of:</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> 	Project Plan outlining the activities, 	tasks, dependencies and timeframes</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> 	Resource Plan listing the labor, 	equipment and materials required</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> 	Financial Plan identifying the labor, 	equipment and materials costs</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> 	Quality Plan providing quality 	targets, assurance and control measures</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> 	Risk Plan highlighting potential risks 	and actions taken to mitigate them</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> 	Acceptance Plan listing the criteria 	to be met to gain customer acceptance</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> 	Communications Plan listing the 	information needed to inform stakeholders</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> 	Procurement Plan identifying products 	to be sourced from external suppliers</li> </ul> 3. Project Execution – this phase involved the execution of each activity and task listed in the project plan. While the activities and tasks were being executed, a series of management processes were undertaken to monitor and control the deliverables being output by the project. During this phase, the changes, risks and issues surrounding the project were identified and the review of deliverable quality and the measurement of each deliverable being produced against the acceptance criteria were conducted. Once all of the deliverables have been produced and the goals of the project have been achieved, the project was ready for closure. 4. Project Closure – this phase involved releasing the final deliverables to the client, handling over project documentation, terminating supplier contracts, releasing project resources and communicating the closure of the project to all stakeholders. The last remaining step was the Post Implementation Review to quantify the overall success of the project and list any lessons learned for future projects.     Evaluation             The project was divided into sequential phases. These phases are extremely useful in planning a project since they provide a framework for budgeting, manpower and resource allocation, and for scheduling project milestones and project reviews. The basic phases are Initiation, Planning, Execution and Closure (Stuckenbruck 1981).             The Y-Call Induction Program was divided into different phases. The first phase – Initiation involved the analysis of the firm, its plans and goals including the firm’s internal and external business environments. The project proposal for Y-Call was evaluated during this phase. The risks, benefits and costs of that the project entails were studied and analyzed. The Initiation phase is very essential as the viability of the project will be determined and its long-term impact on the company. Once the decision has been made, formal plans were developed. The project team conducted project planning. The objective of this phase was to develop a master plan that details how each asset of the organization will be used to accomplish the project’s goals. Thorough and aggressive planning increased the team’s commitment to success. The two most important components of the master plan were the project budget and the master schedule, which were developed from a detailed list of specific project tasks. The master plan included measure for evaluating the progress of the project as well as guidelines for its termination. During the execution phase, resource are consumed to complete the project. Throughout this period, the actual progress of the project, in terms of cost, schedule, and performance, was measured against the planned goals. The results of this monitoring process were assembled into status reports which were distributed to the project team and senior management. In the end, the project was terminated. During the closure phase the project’s resources were redistributed, financial records were closed, and project personnel were reassigned. A final report, which discusses the project’s successes and shortcomings was prepared for senior management. This report can significantly influence how the organization manages projects in the future.             The project life cycle or the phase-by-phase methodology in project management was used in the Induction Program for Y-Call. The said methodology was effective and efficient and was able to aid the team in achieving the objectives and goals of the client. Through the phase-by-phase methodology, the team was able to systematically handle the project and the issues, risks and opportunities along the way. The phase-by-phase methodology is applicable to the organization because it offers an organized way to initiate, plan, execute and close the project.   Tools Used in Each Phase Initiation Phase             The initiation phase involved the project start-up. It is the phase within which the business problem or opportunity is identified and the project was formed to produce the goals of the organization. 1. Business Case – the business case included a detailed definition of the opportunity, an analysis of the possible options and the recommended implementation plan. In the induction program for Y-Call, the team conducted an analysis of the business which included the identification of the goals of the company, the history and background of the company, its size and population and the requirements of the company. 2. Feasibility Study – after the development of the business case, the team conducted a feasibility study. The feasibility study aimed at identifying the strengths and weaknesses of the project and the benefits and risks that it entails. The purpose of the feasibility study was to assess the likelihood of the particular option’s achieving the benefits outlined in the Business Case. The feasibility study was also used in investigate whether the forecast costs are reasonable, the goals are achievable, the risks are acceptable and/or any likely issues are avoidable. 3. Appoint Project Team – at this [pint the scope of the project has been defined in detail and the project team are ready to be appointed. This is one of the most crucial part of the project as the composition of the team may affect the outcome of the project. I think it is relevant to discuss the different stages of team development. <ul style="margin-top: 0in; margin-bottom: 0in" type="circle"> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> 	Forming – During this stage of group development, the 	members get acquainted with each other. During this stage we established the 	ground rules by finding out what behaviors are acceptable regarding the job. 	The forming stage of our group development was very crucial. It was the 	stage where we need to eliminate fears, confusions and uncertainties. It was 	also the stage where every member must commit to the goals of the group.</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> 	Storming – This stage is characterized by a high degree 	of conflict within the group. Members often resist the control of the 	group’s leaders, and they show hostility toward each other. The storming 	stage was also crucial. I consider it the ‘make or break’ point of our group 	development. During this stage issues regarding leadership and team 	relationships surfaced. If the group was unable to resolved those issues, 	then the group may be disbanded. Luckily, we were able to resolve the 	conflicts and were able to establish the group’s leadership. The group 	became cohesive.</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> 	Norming – During this stage, the group becomes more 	cohesive, and identification as a member becomes greater. During this stage, 	the group members started to develop relationships. Shared feelings became 	common. During this stage each member felt a spirit of camaraderie and 	shared responsibility for the group’s activities. Our team building efforts 	focused on establishing team cohesion.</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> 	Performing – During this stage, questions about group 	relationships and leadership have been resolved and the group is ready to 	work. Our group is now on the performing stage. Each member devotes 	his/herself to getting the job done. The group members have a good 	relationship and everyone is motivated to perform well. The team is 	concerned with productivity, efficiency and potentiality. </li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> 	Mourning – Groups may cease to exist because they have 	met their goals and are no longer needed. </li> </ul>                         Presented below is the overall aim of the project: Overall aim of the project: The overall aim of the project is to reduce the staff turnover within Y-Call. In order to meet this aim, the main key objectives are; <li class="MsoNormal" style="color: #3366FF; text-align: justify; line-height: 200%"> 	Introducing new induction system 	across 28 sites in the United Kingdom.</li> <li class="MsoNormal" style="color: #3366FF; text-align: justify; line-height: 200%"> 	Ensure human resources mangers are 	well managed and effectively trained.</li> <li class="MsoNormal" style="color: #3366FF; text-align: justify; line-height: 200%"> 	Motivating the employees to ensure 	they are working in cooperative and supportive environment.</li> <li class="MsoNormal" style="color: #3366FF; text-align: justify; line-height: 200%"> 	To ensure staff is well trained by the 	human resources managers.</li> Success criteria: 1.    To ensure the project is completed by the specified date. 2.    To ensure that the project is completed within the specified budget. 3.    To ensure an acceptable level of quality. 4.    To certify the human resources managers are trained. 5.    To ensure there is consistent time to time communication with sponsor. 6.    The main purpose of the induction is to ensure there is a reduction in staff turnover at Y-Call.   Planning Phase             By this stage, the benefits and costs of the project have been clearly documented, the objectives and scope have been defined, the project team has been appointed and a formal project office environment established. The project team devised a detailed plan to ensure that the activities performed in the execution phase of the project are properly sequenced, resourced, executed and controlled. 1. Project Plan             The first step in the project planning was to document the project plan. The team created a breakdown of the phases, activities and tasks to be undertaken on the project. After that, an assessment of the effort required to undertake the activities and tasks was made. The activities and tasks were sequenced, resources were allocated and a detailed project schedule was formed. 2. Resource, Quality, Risks Plans             After the project plan, the team formed the resource plan. The resource plan was designed in order to properly allocate the resources required to undertake each activities and tasks within the project plan. A detailed resource management assessment were conducted to identify the types of resource, total quantities of each resource type, roles and responsibilities of all human resources, purposes and specifications of all equipment resource, and quantities of material resource. The quality plan was also devised. Meeting the quality expectations of the client is critical to the success of the project. To ensure that the quality expectations were clearly defined and can be reasonably achieved, a quality plan was documented. The foreseeable project risks were documented within the risk plan. Developing a clear risk plan is an important activity within the planning phase as it is necessary to mitigate all critical project risks prior to entering the execution phase of the project.   Project Execution Phase             The execution phase was the longest phase of the project. It was the phase within the deliverables were physically constructed and presented to the client for acceptance. To ensure that the client’s requirements were met, the Project Manager monitored and controlled the activities, resources and expenditure required to build each deliverable throughout the execution phase. Presented below is the list of deliverables that were presented to Y-Call for approval. Deliverables: The project will deliver: A.   Project brief B.   Project initiation document C.   Project schedule D.   Risk log E.   Quality control sheet F.    Work schedule G.   Communication plan H.   Advice and guidance I.      Training staff how to use new system J.    Post project review 1. Quality Management             Quality management is the process by which the quality of the deliverables is assured and controlled for the project. The quality was managed from time to time to at each major mile of the completed work in order to ensure that it meets the standards required by Y-Call. A quality assurance procedure was followed for each site to identify any errors, omissions, misunderstandings, false assumptions.   Project Closure Phase             Following the completion of all project deliverable and acceptance by the client, the project after meeting its objectives was ready for closure. 1. Review Project Completion             The final activity that the team undertook was a review of the project’s overall success by an independent resource. Success was determined by how well the team performed against the defined objectives and conformed to the management processes outlined in the planning phase.     References Frame, J. D. (2003). Managing Projects in Organizations: How to Make the Best Use of Time, Techniques, and People. San Francisco: Jossey-Bass.   Lewis, J. P. (ed.) (2007). Fundamentals of Project Management. New York: AMACOM.   Reiss, G. (1995). Project Management Demystified: Today’s Tools and Techniques. London: E & FN Spon.   Sims, R. (2002). Organizational Success through Effective Human Resources Management. Westport CT: Quorum Books.   Stuckenbruck, L. C. (ed.) (1981). The Implementation of Project Management: The Professional’s Handbook. Reading MA: Addison-Wesley.                                                                         Credit:ivythesis.typepad.com

The Implementation of the New Y-Call Induction System

What is Induction Program? Induction includes an introduction to the organization, its culture and the job responsibilities o...

Coursework (report) : Project Management

Introduction Project management is a critical mechanism for capitalizing on entrepreneurial spirit and generating new products and services. Stuckenbruck (1982) has defined a project as a shot, time-limited, goal directed, major undertaking, requiring the commitment of varied skills and resources.”  A key element of project management is the creation of a temporary organization within the existing hierarchy of the firm. This organization relies upon formal and/or informal coordinating mechanisms to integrate the efforts of people drawn from different disciplines who work either full or part time on the project. Within the product development process, project management is commonly used to complete the technological development and test marketing phases (Maile and Bialik 1984). Project management centralizes responsibility for budgetary cost control, schedules, resource allocation, technical quality, and client, customer, or public relations. (Sayles 1989) Creative problem solving is as well enhanced by the diversity of the specialization, background, and experience of the participants working toward a common objective. (Adams and Martin 1987) Since the new product/service will eventually be incorporated into the mainstream operations of the firm, the involvement of specialists from different areas helps make the project specifications and functioning consistent with the existing constraints of the firm. The normal routines and activities of the firm can continue because the innovation is conducted outside the normal boundaries of the organization by the new temporary operation. (Kerzner and Thamhain 1984)   Overview of Research There are three kinds of research methods, correlational, experimental and descriptive. (Walliman and Baiche, 2001) The correlational kind of research method is used due to ethical problems with experiments. Moreover, it is also used due to practical problems with experiments. Moreover, inferring causality from correlation not actually impossible, but very difficult. This mode of study is widely applicable, cheap, and usually ethical. Nonetheless, there exist some “third variable” issues and measurement problems. The correlational research refers to studies in which the purpose is to discover relationships between variables through the use of correlational statistics (r). The square of a correlation coefficient yields the explained variance (r-squared). A correlational relationship between two variables is occasionally the result of an outside source, so we have to be careful and remember that correlation does not necessarily tell us about cause and effect. If a strong relationship is found between two variables, using an experimental approach can test causality. On the other hand, the experimental method is the only method that can be used to establish cause-and-effect relationships. (Creswell, 1994) That is, it is the only one that can be used to explain the bases of behaviour and mental processes. In this method, the subjects are split into two (or more) groups. One group, called the experimental group gets the treatment that the researcher believes will cause something to happen (this treatment is formally called the independent variable). The experimental and control groups are compared on some variable that is presumed to reflect the effects of the treatment, or outcome. This is formally referred to as the dependent variable. And lastly, the descriptive research method uses observation and surveys. In this method, it is possible that the study would be cheap and quick. It could also suggest unanticipated hypotheses. Nonetheless, it would be very hard to rule out alternative explanations and especially infer causations.  This descriptive type of research will utilize observations in the study.  To illustrate the descriptive type of research, Creswell (1994) will guide the researcher when he stated: Descriptive method of research is to gather information about the present existing condition.  The purpose of employing this method is to describe the nature of a situation, as it exists at the time of the study and to explore the cause/s of particular phenomena. The researcher opted to use this kind of research considering the desire of the researcher to obtain first hand data from the respondents so as to formulate rational and sound conclusions and recommendations for the study. Past and current literature almost has countless definitions of research. To illustrate, Good (1963) defines research as a careful, critical, disciplined inquiry, varying in technique and method according to the nature and conditions of the problem identified, directed toward the clarification or resolution of the problem. Likewise, Treece and Treece (1977) commented that research in its broadest sense is an attempt to gain solutions to problems. More precisely, it is the collection of data in a rigorously controlled situation for the purpose of prediction or explanation. Moreover, the definition of research says that it is purposive. The main or principal purpose and goal of research is the preservation and improvement of the quality of human life. All kinds of research are directed towards this end. The purpose of it is to serve man and gear towards the good life. (Good and Scates, 1972) Due to research, man has attained great accelerating progress and is enjoying the products of research such as the fast and comfortable land, sea, and air means of transportation, the wonders of electricity like the radio, telephone, air conditioning, light in the homes, movies, running machinery for industry, the computer, the potent drugs that promote health and prolong life, and many other countless things. To satisfy man’s craving for more understanding, to improve his judgment, to add to his power, to reduce the burden of work, to relive suffering, and to increase satisfactions in multitudinous ways – these are the large and fundamental goals of research. (p. 15)   Project Planning While companies apply project management in many different ways, there are generally three basic approaches used: functional, project team, and matrix. These alternatives have been described in detail elsewhere (Youker 1977, Larson and Gobeli 1987), so we will only highlight major differences. The functional approach utilizes existing chains of command to complete specific project. The project is divided into segments and assigned to relevant specialists or functional groups with the specialist or head of the functional group responsible for his or her segment of the project. No formal project manager is designated and top management provides coordination. The second, diametrically opposed type of project structure, utilizes semi-autonomous project teams to complete projects. Most of the resources necessary to complete the project are separated from the regular organization and set up as a dedicated team headed by a project manager. The project manager has direct authority over all or most of the critical resources and personnel assigned to the project. A matrix organization is a hybrid structure, which superimposes a project system on the existing functional structure of the firm. Instead of dividing a project into different segments or creating an independent team, personnel are assigned to both a basic functional area and one or more projects. Each project has a designated project manager whose influence varies according to the type of matrix structure. In a functional matrix the project manager’s role is limited to coordinating and expediting the project. Relevant functional managers are responsible for the design and completion of technical requirements within their disciplines. Under a project matrix the project manager has primary control over the completion of the project; functional managers’ responsibilities are limited to providing personnel and technical advice. A balanced matrix occurs when both functional managers and the project manager share joint responsibility of r the project. Comparative research on the relative effectiveness of different project approaches has yielded insights into the appropriateness of specific project management structures. First, the traditional functional organization has been found to be ineffective in dealing with the added complexity and coordination demands of a significant development effort (Larson and Gobeli 1989). This approach is generally recommended only for limited projects involving minor changes in existing products or services. Conversely, project teams have consistently been found to be an effective means for completing development projects (Peters and Waterman 1981, Gobeli and Larson 1987). However, creation of dedicated teams is an expensive proposition, which discourages widespread application. Project teams are often recommended only for complex breakthrough projects with urgent deadlines. Research on the effectiveness of alternative matrix structures is more equivocal. All three matrix structures are widely used, but most managers prefer working in a project matrix (Larson and Gobeli 1987). The popularity of matrixes may be traced to its efficient use of resources and the fact that personnel may be shared across projects or work only part time on a project. Still, the multi-boss network contributes to slow reaction time, power struggles, and dysfunctional conflict. The project matrix should alleviate some of these problems by granting the project manager dominant control over the project. The techniques of project management can help achieve goals relating to better product quality, improved resource utilization, better customer relations, higher productivity, and fulfillment of due dates. The life cycle of a project typically consists of several steps going from problem identification, definition, planning (specifications and project formulation), organizing, resource allocation, scheduling, tracking and reporting, and control to project termination. The steps are typically performed strategically in accordance with the specified project goal. These steps are discussed briefly below; some are discussed in further detail in subsequent sections. Problem Identification is the stage where a need for a proposed project is identified, defined, and justified. A project may be concerned with the development of new products, implementation of new processes, or improvement of existing facilities. On the other hand, Project Definition is the phase at which the purpose of the project is clarified. A mission statement is the major output of this stage. The definition should specify how project management may be used to avoid missed deadlines, poor scheduling, inadequate resource allocation, lack of coordination, poor quality, and conflicting priorities. Project planning determines how to initiate a project and execute its objectives. Project goals and objectives are accomplished by applying resources to functional requirements. Resources, in the context of project management, are generally made up of people and equipment, which are typically in short supply. The people needed for a particular task may be committed to other ongoing projects. A crucial piece of equipment may be under the control of a competitor. Scheduling is often recognized as the major function in project management. The main purpose of scheduling is to allocate resources so that the overall project objectives are achieved within a reasonable time span. In general, scheduling involves the assignment of time periods to specific tasks within the work schedule. Resource availability, time limitations, urgency level, required performance level, precedence requirements, work priorities, technical constraints, and other factors complicate the scheduling process. Thus, the assignment of a time slot to a task does not necessarily ensure that the task will be performed satisfactorily in accordance with the schedule. Consequently, careful control must be developed and maintained throughout the project scheduling process. A separate section of this chapter is devoted to further discussion of project scheduling. Many of the quantitative models presented in this book relate to achieving better project schedules. In project control, necessary actions are taken to correct unacceptable deviations from expected performance. Control is affected by measurement, evaluation, and corrective action. Measurement is the process of measuring the relationship between planned performance and actual performance with respect to project objectives. The variables to be measured, the measurement scales, and the measuring approaches should be clearly specified during the planning stage. Project Phase Out is the last stage of a project. The phase out is as important as the initiation. The termination of a project should be implemented expeditiously. A project should not be allowed to drag on after the expected completion time. A terminal activity should be defined for a project during the planning phase. An example of a terminal activity may be the submission of a final report, the “power-on” of new equipment, or the signing of a release order. The conclusion of such an activity should be viewed as the completion of the project. To prevent a project from dragging on needlessly, strict directives should be issued about when it will end. However, provisions should be made for follow-up activities that may improve the results of the project. These follow-up or spin-off projects should be managed as totally separate projects but with proper input-output relationships within the sequence of projects. If a project is not terminated when appropriate, the motivation for it will wane and subsequent activities may become counterproductive. This is particularly tree for technology-based projects where the “fear of the unknown” and “resistance to change” are already major obstacles.   Conclusion The goal of project management is to produce a successful product. Without achieving a successful product there is no merit in incurring the project management overhead cost. Contrary to conventional wisdom, there have been many projects that have been “On time and within budget” but the product has not been successful, and similarly many that have not been “On time and within budget” yet the product has been very successful. Moreover, mutually acceptable commitment between a project sponsor and a project team must exist before a viable project exists. A project sponsor is a knowledgeable person representing the eventual owner of the product of the project and who is responsible for providing the necessary resources (money, goods, services, and general direction, as appropriate.) A project team is a knowledgeable and qualified group able and willing to undertake the work of the project. A mutually acceptable commitment is one in which there is agreement on the goals and objectives of the project in terms of the product’s scope, quality grade, time to completion and final cost. Furthermore, the core variables of the project management process, namely: product scope, quality grade, time-to-produce and cost-to-complete must all be mutually consistent. The core variables of scope, quality, time and cost are interrelated somewhat similar to a four-cornered frame with flexible joints. One corner can be anchored and another moved, but not without affecting the other two. Similarly, a single channel of communication must exist between the project sponsor and the project team leader for all decisions affecting the product of the project. This principle is necessary for the effective and efficient administration of the project commitment. The owner of the eventual product, if represented by more than one person, must nevertheless speak with one voice. Similarly, at any given time, the project’s team must have a single point of responsibility, a project manager, for the work of the project. Such person must have the skills, experience, dedication, commitment, authority and tenacity to lead the project to success. Concomitantly, an informed management must provide a supportive cultural environment to enable the project team to produce its best work. An informed management is one, which understands the project management process. A supportive cultural environment is one in which the project is clearly backed by management, and project team members are enabled to produce their best work without unnecessary bureaucratic hindrance. This principle includes the need for management to ensure that the leadership profile and management style are suited to both the type of project and its phase in the project life-cycle. Furthermore, Effective and efficient policies and procedures must be in place for the conduct of the project commitment. Such policies and procedures must cover, at a minimum, clear roles and responsibilities, delegation of authority, and processes for managing the scope of work, including changes, maintenance of quality, and schedule and cost control. A successful project management process relies on two activities – planning first, and then doing. These two sequential activities form the basis of every project life-cycle, and can be expanded to suit the control requirements of every type of project in every area of project management application. The project life-cycle, characterized by a series of ‘milestones’ determines when the project starts, the ‘control gates’ through which it must pass, and when the project is finished.   Reference: Adams, John R., and M. Dean Martin (1987), Professional Project Management, Dayton, Ohio: Universal Technology, 1-15. Creswell, J.W. (1994). Research design: Qualitative and quantitative approaches. California: SAGE. Good, Carter. (1963) Introduction to Educational Research. New York: Meridith Publishing Company, Inc. Good, C.V. and Scates D. (1972) Methods of Research: Educational, Psychological, Sociological. Manila: Appleton-Century-Crofts, Inc. Kerzner, Harold, and Hans Thamhain (1984), Project Management for Small and Medium-Size Business, New York: Van Nostrand Reinhold, 1-41. Larson, Erik, and Dave Gobeli (1987), “Matrix Management: Contradictions and Insights,” California Management Review (Summer), 126-138. Maile, Carlton A., and Donna M. Bialik (1984), “New Product Management: In Search of Better Ideas,” Journal of Small Business Management (July), 40-48. Sayles, Leonard R. (1989), Leadership: Managing in Real Organizations, New York: McGraw-Hill, 234-235. Stuckenbruck, Linn C., ed. (1982), The Implementation of Project Management: The Professional’s Handbook, Reading, Mass.: Addison-Wesley, 1. Treece, E. and Treece J.W. Jr. (1977) The Elements of Research in Nursing. Second Edition. Saint Louis: C.V. Mosby Company, Inc. Walliman, N. & Baiche, B. (2001). Your research project: a step-by-step guide for the first-time researcher. London: SAGE. p. 336. Youker, Robert (1977), “Organization Alternatives for Project Managers,” Management Review (January), 46-53. Credit:ivythesis.typepad.com

Coursework (report) : Project Management

Introduction Project management is a critical mechanism for capitalizing on entrepreneurial spirit and generating new products ...