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Project Management Concepts and Practices

   

Added on  2020-06-06

16 Pages4014 Words232 Views
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Complex Project Management
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Table of ContentsINTRODUCTION...........................................................................................................................1PART A...........................................................................................................................................1Critically discuss the impact of relationship between functional and project managers on organization success.....................................................................................................................1PART B...........................................................................................................................................7A. Predecessor and successor relationship and activity duration.................................................7B. Early start, early finish, late start, late finish and slack...........................................................7C. Expected duration and variance for each activity...................................................................8D. Construction of activity on node diagram...............................................................................8E. Critical path of the project.......................................................................................................9F. Calculation of probability of project completion in 190 weeks.............................................10G. Calculation of probability of project in 202 weeks...............................................................10H. Brief summary.......................................................................................................................10CONCLUSION..............................................................................................................................11REFERENCES..............................................................................................................................12Table of FiguresFigure 1 Project Manager Role in different structure.....................................................................2Figure 2 Activity-on-Node (AON) Diagram...................................................................................9Figure 3 Gantt chart.......................................................................................................................10
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INTRODUCTION Project Management encompasses various key activities such as planning, initiation,execution, monitoring & controlling and closure phases. All the activities are associated witheach other through their predecessor and successor relationship. A sound project managementrequires strong relationship between functional manager and project manager. Thus, the currentresearch report will examine that how such relationship affects project success rate with keyfocus on different industries, corporate culture and national culture. Lastly, MS project will beuse for finding out expected completion duration, critical path and other key requirements for anew campus construction project in Bahrain.PART ACritically discuss the impact of relationship between functional and project managers on organization successIn a complex world, managing project successfully is one of the key concerns of projectmanagers, a sound management structure assures that knowledge, skills and talent is capture,direct, monitor and controlled in an effective way. In today’s period, project managers areinvolved with different type of projects such as technological advancement, construction, newproduct launch and others. All involves number of activities and tasks, which are dependent uponeach other, therefore, must be manage accordingly. Functional manager and project manager plays two different roles in the array of projectmanagement. According to Jackline (2014), functional manager have expertise knowledge andtalent in a certain specific function i.e. sales manager, data architect manager, resource manager,marketing manager, customer service manage and others. However, project manager (PM) hasexpertise in a specific field like software developer.Although, both play a distinctive role, still,their dependencies cannotavoid andproject success is a combination of mutual commitment andefforts of both the FM and PM. In the study of Brown and Hyer (2010), it is investigated that inInformation Technology (IT) sector, software developers handling the position of PM needs towork with the entire functional team such as marketing manager, contact centre manager, salesmanager and others. Functional manager use their expertise knowledge and talent to maximize1 | Page
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team effectiveness and PM use it to achieve their project goals including timely completion, costmanagement, schedule management and others. For instance, FM look over their staffperformance, resolve conflicts and build plans for their professional advancement, while, PMensure that every member well understood their role and align their efforts towards the definedgoals.Thus, it states that functional manager has a strong chain of command over theirsubordinates; still, they need to report their progress to the PM. Conversely, Girard and Girard (2015), argued that companies with traditional and matrixbusiness structure, functional managers have strong control over resource allocation and control,project manager report them about their staffing, funding and other resource requirement. PMworks as a coordinator and expeditor withlittle decision-making authority and control.It raisepower struggle issues among both the members, in which, PM focuses on achieving milestonesuccessfully whereas functional managers key focus is to satisfy technical, financial and othergoals which are not aligned with the project targets. Similarly, Cusworth and Franks, (2013), saidthat in a purely functional structure, the authority of decisions making and managerialresponsibilities lies on the functional manager, however, PM posses full range of control inorganizations who follows purely projectized structure. Figure 1 Project Manager Role in different structure(Source: Chung, 2017)2 | Page
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