¶ … MEDCOM's attempt to identify a more efficient project management model that can optimize functionality across the organization, particularly with respect to project managers and to the flows throughout MEDCOM. This process is a transformational process, because of several reasons.
MEDCOM has identified the problems it faces. These problems include "the lack of perceived information and expertise and bureaucracy of the environment" (Kashiwagi, Sullivan, Sullivan, Kashiwagi, (2008). It has also decided that change is in order and change implies a transformational process. MEDCOM aims to become an entity that is more effective and efficient and it looks to different ways in which this can be done. As part of the transformational process, one has both the proposed final objective (becoming a more efficient organization) and the steps to reach that objective (the recommendations that this paper will make for MEDCOM). With all these elements, the assessment is that this project is a transformational process.
It is important to point out that this entire process is a program, following the definition of the Project Management Institute (PMI), as presented by Ward (2008). Program management is seen as a "group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually." Since the organization aims to propose a new project management model, it looks to implementing a group of related projects aimed to increase efficiency and reduce bureaucracy. The discussion here is than about a transformational program rather than an isolated project.
One of the first issues that is noticeable is that the organization is a military one, which brings important challenges to the transformational process. A military organization is a rigorously bureaucratic one, with little flexibility, almost no initiative of action outside this rigorous framework, and with a well-defined chain of control. On one hand, the transformational program aims to reduce the organization's bureaucracy problem when it comes to managing projects, but, on the other hand, the structure of the organization implies a hierarchical decision making process.
From this perspective,...
Project Management Involved Formation of Airbus Project Management involved in Formation of Airbus The report investigates factors that led to the A380 project crisis. Analysis of the project revealed that Airbus did not integrate an effective project management model into the project lifecycle leading the project to be two years behind schedule, which eventually led to the costs escalations. The report reveals several lessons to be learned from the A380 project crisis.
Project Management Activities Project Planning We have to design a schoolhouse that can facilitate 120 people at a time. For this purpose Professional Military Education contact Mr. Thompson to do preliminary research to fulfill the requirements and according to him enough square footage is require to make a complete renovation. The organization I chose is the Professional Military Education Center (EPME). By comparison, this would be considered small company whose purpose is
All sheets must be accounted for and either closed off or re-scheduled before the new 'work to' list is formed. The maintenance superintendent checks all sheets to ensure quality of the system. Defects are entered into the system by the operations personnel who monitor the operation of all equipment or are usually the first point of contact for other personnel. The technician who rectifies a defect is responsible for
Project Management Plan of a New Restaurant This project management plan is majorly concerned primarily with the first two steps which are defining the project; the project objective is broken down into a series of manageable steps called tasks and designing the project process; this work is performed by the project manager and is presented in the GANTT chart where the tasks are displayed in more detail (Hamilton, 2004). Besides, for
Thirdly, having the ability to motivate the project team is a characteristic of a project manager. Projects can have ups and downs for the project team. When target dates seem far from reach, having a project manager with the ability to motivate the group by setting smaller goals and giving incentives can improve the team's morale. Communicating when things go well instead of only talking about the negative can
It did not however help to alleviate the confusion of software development. The order from AlphaTech had a much more galvanizing effect on the software aspects of the project, which still was significantly miscalculated as the company reverted to 80-hour work weeks to get the project done. Overall however the project management tools on the Jaguar project did change behaviour over time in that there were greater levels of
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