Project Management Process Interaction

Running head: PROJECT MANAGEMENT
Project Management
Name of the Student
Name of the University
Author Note

1PROJECT MANAGEMENT
Table of Contents
Introduction..........................................................................................................................3
1. Relationship between Planning and Control....................................................................3
1.1. Project management process Interaction......................................................................5
1.2. Project Management Process Group and Knowledge Area Mapping..........................6
2. Steps to be taken..............................................................................................................6
3. The key Weaknesses of OmniBuild Human Resource: HR Analysis...........................10
3.1. Planning the Human Resource Management..........................................................11
3.2. Acquiring the project Team....................................................................................11
3.3. Developing the Project team..................................................................................11
3.4. Managing the project team.....................................................................................11
4. Measure and tactics of implementing a new planning approach...................................13
4.1. Project Definition...................................................................................................15
4.2. Project Objective....................................................................................................15
4.3. Project team members.................................................................................................15
4.4. Scope of the project....................................................................................................15
4.5. The budget for the Project......................................................................................16
4.5. The project life cycle..............................................................................................18
5. Conclusion.....................................................................................................................19
References..........................................................................................................................20

2PROJECT MANAGEMENT

3PROJECT MANAGEMENT
Part A
Introduction
Omnibuild is a construction and consultancy company that delivers projects in the field
of construction mainly of large infrastructure and building. The company is located in the capital
and worked on many successful projects for international customers. However, the company is
experiencing problem with the human resource management. The report discusses the impact of
the planning and control on the financial performance of the company. It further evaluates the
relationship between planning and control of a project. The steps that can be taken by the
company to increase and improve the financial performance of the projects are discussed in the
report. The weaknesses of the company and the different approaches that the company can
undertake are elaborated in the following paragraphs (Kerzner 2013).
1. Relationship between Planning and Control
Planning is a concept that helps to visualize the different phases of a project development
in order to implement it according to the objectives of the project. It helps in a bringing together
a number of different aspects of a project, which includes the scope of the project, schedule of
the project and the risk associated with the project. A project plan underpins a number of key
management functions that includes forecasting and estimating the course of the project
management process. Since OmniBuild works for construction of buildings, planning the
different phases of the construction works is essential for proper implementation of the project.
Project planning is an integral part of project management that helps in proper scheduling of a
project. Project planning is a procedural step of project management that documents the
different aspects of a project for successful completion of the project (Burke 2013).

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Planning
Control Corrective Actions
Feedback
PROJECT MANAGEMENT
Figure 1: Representing the relationship between planning and control
(Source: created by author)
Project controlling refers to the analytical process of data gathering that is generally used
to understand the time and cost influence on a project or a program. This is generally done with
the help of proper communication of information among the team members for effective
decision-making. Therefore, project planning and project controlling are inter-related to each
other (Saunders and Lewis 2012). The interrelation is such that the output of the control
measures applied on a project leads to the corrective actions in the project, which in turn used to
update the baseline plans of the project thus resulting in the modification of project plan. The
Mayor model states that project planning needs project control that leads to corrective actions,
feedback of which affects the project plan.

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INPUT OUTPUT
Plannin
g Control Corrective
Actions
Feedback/Updates
PROJECT MANAGEMENT
Figure 2: Representing the mayor Model (interrelationship between Planning and Control)
(Source: created by author)
1.1. Project management process Interaction
The basic processes of a project management process interaction consist of planning,
executing and controlling. These processes serve to organize the ongoing activities of an
enterprise or a project. However, these processes do not occur at the same level or phase of a
particular project management. However, the projects essentially contain two basic steps that are
project initiation and project closing. Initiation is setting an overall project direction that defines
the different objectives of a project (Schwalbe 2015). Project closing on the other hand
formalizes the acceptance of the product thus developed and ends the project work. The project
management process interactions are generally linked with the outputs they produce.