Management of people, processes, and performance is critical in project management success. According to the work entitled: Integrated Project Management Optimization:
"In this case the decision space is confined by the restricted human capacity and the candidate architectural solutions. The well-known limits are the development capacity, the available cost, the required quality, the dependability etc. The real task is to find the optimal scheduling of the work to keep the given time limits, or to realize the optimal allocation of the human capacity to reduce the cost of the project. Our aim is to trace this problem back to combinatorial optimization." (Doban, 2005)
The following illustration demonstrates the different aspects of project management that must be considered by the project manager:
Source: Project Management Online available at: http://www.bit.umkc.edu/burris/pl/project-management/
VI. Charts and Benefits
Organizational charts may be used by project managers so as to order the progression of processes within the project. Charts that may be utilized by the project management are listed as follows in the chart below labeled Figure 1.0:
Figure 1.0
Source: Archibald (2004) Online available at: http://www.maxwideman.com/guests/stateofart/models.htm
VII. Measurement of Goals and Three Critical Dimensions
Three parameters which the project manager will work with in measuring goals are the dimensions listed as follows in the chart below labeled Figure 2.0:
Figure 2.0
Source: Archibald (2004) Online available at: http://www.maxwideman.com/guests/stateofart/models.htm
The reason behind the design and documentation of the project life cycle process are to assist all individuals that are involved in creation, planning and execution of projects to grasp an understanding of the process or plan to be followed during the project's life. Furthermore reasoning...
Yet upon closer inspection these two ideas are connected by the reality that strategy must be implemented; a task achieved by project managers throughout the value chain. Likewise, the human capital of the project managers must be accounted for by management in creation of a strategy framework. The BSC connects these elements by: Providing the discipline to ensure that the formulated strategy has specific objectives for shareholders and customers, an
The author offers detailed information concerning what might be expected by the company as they endeavor to complete a contract. The author also explains the risks associated with certain contracts. Performance assessment is another important issue that arises in the book. Kerzner asserts that the performance of workers should be assessed for several reasons. One of the primary reasons for assessment is to determine both the mistakes and the successes
Project Management: Case Study in Managing a Complex Shipyard Project in Singapore Background of Complex Shipyard Construction Project Company background Project Overview and Objective Work Process of Building Construction Issue Analysis in Shipyard Construction Project Management Literature Review of Project Management Issues in Scope Management Methodology of Scope Management Lessons Learned from Scope Management Issues in Cost Management Methodology of Cost Management Lessons Learned from Cost Management Issues in Human Resources Methodology of HR Management Lessons Learned from Human Resource Management Case Study in Managing a
Project Life Cycle: The most initial phase in the conception of the home began with the financing of the projected costs associated with the entire development of the home. As described, the bank, to which the customer obtained their financing, was also in charge of assigning the developer who stood in as the highest project managing agent. According to the limitations of financing amounts provided by the bank to the customer,
How important is the PMO at shaping the culture of the project management teams?� Should culture be left up to the project manager instead?The project management office (PMO) cannot be separated from the overall culture of the team and organization. There is only so much a single manager can do to set the cultural tone for the team. The organization invests power within the manager, sets the timetable based upon
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
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