The first step in project management involves identifying the requirements. The second step is establishment of a clear and achievable objective. The third step is finding a balance for the competing demands for quality, scope, time and cost. Finally, the fourth step in project management is the adaptation of the specifications, plans and approach to the various concerns and expectations of the client. It is necessary that the manager understand the cultural, social, international, political and physical environmental concerns of a project as "virtually all projects are planned and implemented..." (a Guide to the Project Management Body of Knowledge, 2004) within these contexts. Required interpersonal skills of the manager in project management include those as follows:
Effective communication;
Influencing the organization;
Leadership
Motivation;
Negotiations with conflict management; and Problem-solving. (a Guide to the Project Management Body of Knowledge, 2004)
The project management system is defined as the "set of tools, techniques, methodologies, resources, and procedures used to manage a project." (a Guide to the Project Management Body of Knowledge, 2004) This leads this work to the next priority of management, which is that of 'information management' in the organization.
V. INFORMATION Management recent study states findings that employees inability to "find key files, emails or documents can cause stress, frustration, arguments, and a bad atmosphere between colleagues at work." (Public Technology, 2008) Due to the pace of technological change it is increasingly necessary that organizations examine the method used for managing information and that the organization implement procedures and policies for accountability in storing documents and other electronic records. The information management system chosen by the organization must consider several factors including the organization's goals, the achievement of efficient document flow, reporting requirements, security, backup copies of records, legal, administrative and regulatory requirements, as well as other key factors. It is necessary that management decide if information management will be through a centralized or decentralized location.
Decentralization advantages include:
1) Immediate access to files by employees;
2) Quick attention to customer/client inquiries; and 3) the ability to set up the files to the specification and preferences of each individual location or department. (Information Systems Management, 2007)
Centralization advantages include:
1) Efficient control, protection and security of all files in one location;
2) the development of standardized procedures;
3) Cost-effective use of personnel;
4) Efficient use of equipment; and 5) a reduction in operating costs. (Information Systems Management, 2007)
VI. OPERATIONS Management
The work of McNamara entitled "Operations Management" states that the focus of operations management is careful management of "...the processes to produce and distribute products and services." (2008) McNamara states that there is often a negative view of the word 'control' however "it must exist or there is no organization at all." (2008) Administration controls include those of: (1) delegation; (2) evaluation; (3) financial statement (budget management); (4) performance management; (5) policies and procedures; (6) quality control and operations management; and (7) risk, safety, and liabilities. (McNamara, 2008) McNamara states that delegation "is an approach to get things done, in conjunction with other employees. Delegation generally includes assigning responsibilities to an employee to complete a task, granting the employee sufficient authority to gain the resources to do the task and letting the employee decide how that task will be carried out." (2008) Evaluation is defined by McNamara as "carefully collecting and analyzing information in order to make decisions. Evaluation can focus on many aspects of an organization..." (2008) including the organizations goals, processes and outcomes....
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