¶ … Project Management
Key Success Factors (KSFs) of most organizations have similar attributes, references, and disciplines. This is because each project has internal and external expectations. In most cases, internal expectations happen to be project developers while the external expectation happens to be clients and/or the audience community. The positive striking balance is categorical in elaborating the nature and quality expected in developing each project. This comparison will be substantial in assessing KSFs of two seemingly different organizations. The analysis will identify the reasons why the organizations have pursued the KSFs in the execution of their projects. This study analyzes the KSFs of the two organizations. The study will also appoint basic commonalities between these two organizations in relation to the nature of projects that the two organizations are pursuing.
The key success factors in these two seemingly different scenarios
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Combined Security Transition Command -- Afghanistan (CSTC-A)
After a close reading of Combined Security Transition Command -- Afghanistan (CSTC-A) project management, one will notice substantial factors that formulate CSTC -- A managerial approach. Firstly, it is evident from the reading that the CSTC -- A focuses on training the Afghanistan security apparatus to adopt professional military management. Secondly, these collective efforts are an aggregate formulation from a number of countries, which include, British Army, Canadian, U.S. Army, and Polish amongst others (Ruhm et al., 2006). To achieve considerate organizational goals, the joint military effort is mandated in designing and developing customized system to respond to Afghanistan case. This is imperative since it aids the development of Security systems that are composed of numerous interrelated subsystems facilities, logistics, human resources and policy development. The lucid operation of the above panel is chiefly responsible in scheduling and budgeting various social, political, or economic initiatives.
A second imperative success factor is the implementation of critical communication channels, which is aided by the much-developed baseline. Essentially, the acquisition program baseline is affected by the time zone difference, the operational environment, and personnel turnover. In this case, personnel turnover is aided inherently by a much developed communication methods (Ruhm et al., 2006). Communication is emphasized by the use of internal and external methods. This aids disparities created by changing time zones. The organization communicates its policies, strategies, and timeline to diverse departments collectively. In any case, the APB ensures that the larger external community welcomes the program managers' schedules (Ruhm et al., 2006). In addition, it is prudent to relate the baseline to provide a clear and concise decision-making process. In fact, this reduces the aggregate time required in a decision making process whilst ensuring that information is dispensed effectively from inside the organization to the external sectors.
In order to accomplish satisfactory results, program managers must use some tools like Microsoft project. This tool ensures that short-run objectives are merged collectively with the long-run term objectives. The success behind this ERP approach is based on its ability to empower stakeholders to access critical information collectively. Dow and Taylor (2012, p. 276) presenting a similar project -- critical chain management. In the duo's argument, it is good to note that an ERP protects customers from delays. In most cases, the Microsoft Project is made as a stand-alone project management product. Therefore, in relation to the CSTC-A, ERP strategies are integral prerequisites defining its success.
In addition, it is collective note that CSTC -- A has heavily considered cultural and social considerations back to back with the creation of a collective security environment. The goal of CSTA -- A program is developing coherent military professionalism. This not only ensures substantiality in the corporate world, but also the political and social arenas are greatly affected. Considerably, the social arena is an integral success factor to be revitalized. In fact, the Afghanistan political situation has significantly deteriorated because of the poisoned social arena. To achieve this, CST -- A overcame institutional challenges by integrating a collective training through bridging strategy.
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ZuSRoM Project
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