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Project and Program Management Assignment

   

Added on  2020-03-16

12 Pages3533 Words44 Views
PROJECT AND PROGRAM MANAGEMENT

Table of ContentsPortfolio Entry 1....................................................................................................................................1Project Vs Program............................................................................................................................1Reasons for Accepting Mike’s Concept.............................................................................................1Recommendations to the Company...................................................................................................1Portfolio Entry 2....................................................................................................................................2Program Initiation..............................................................................................................................2Solutions to James.............................................................................................................................2Recommendations to the Company...................................................................................................3Portfolio Entry 3....................................................................................................................................3Program Stakeholder Management....................................................................................................3Criteria of Success.............................................................................................................................4Stakeholders......................................................................................................................................4Meeting with Stakeholders............................................................................................................4Ideal Decision of the Execution Team...............................................................................................5Portfolio Entry 4....................................................................................................................................5Program Governance.........................................................................................................................5Benefits of the Program Strike Zone..............................................................................................5Advantages of the Program Strike Zone........................................................................................6Disadvantages of the Program Strike Zone....................................................................................6Challenges from the program governance.....................................................................................6Portfolio Entry 5....................................................................................................................................7Theory of the Program.......................................................................................................................7Program Management vs Project Management..............................................................................7References.............................................................................................................................................81

Portfolio Entry 1Project Vs ProgramThe concepts and guidelines for the Projects and Programs given by Mike Fritz wasnice in my point of view. I agree the things and concepts explained him to Bill. Hedifferentiates the program and project very clearly through his Black Box concept. Theflexibility provided for the project is also acceptable (Frame, 2012).Reasons for Accepting Mike’s ConceptHe says that the program is considered as an effort or work that is used to launch newvarieties of products to be sold in the market. They name it as "NPI" (New ProductIntroduction). This NPI is not applicable to the projects.There are individual program managers to keep track on the programs.Program manager need not have more technical knowledge. He wants to lead thebusiness, so he have to be a business leader.The communication skill is enough to be a program manager who needs to know thestrategies to communicate with the people around him.All the elements like Market size, Financials, Schedule, resources and requirements ofthe customer are treated equally.As the box concept purely based on the agreement among the stakeholders, it willsatisfy the stakeholders and their requirements will be met.There are indication of the coloured dots which is used to represent the status of theprogram. And a warning colour red is used to represent that the program needs concentrationimmediately. This alert makes the program managers to sort out the problem instantly.The flexibilities are provided to the guidelines of the project. So the projectmanagement team can work freely. The implementation and achieving something is the targetof the project.The bounding box is a concept that helps in encouraging the communication skillamong the key roles of the project, stakeholders and the sponsors of the project. So due tothis enhanced communication, better understanding can be attained among the stakeholders,sponsors of the project and the key responsible persons ("Bounding box techniques toinitialize optimization of primitive geometry fitting", 2004).Recommendations to the CompanyThe flexibility in projects may be a benefit for the project team. But if it gets late ordid not get completed on time, then it affects the program deadline. If the project gets delayedthen it also has an impact on the program. Then in every management a strength itself2

becomes a weakness. Both review meetings have to be organized often to check the statusand it also can avoid any issues at the initial stage itself. A small review meeting can beorganized for every week to manage the projects and programs. For making theimplementation with the boundaries, the scope and the cost of the project should not bechanged. A well-planned schedule and milestone has to be developed at the beginning stageof the project itself. It is not good for the company to change the scope and the costestimation of the project after starting the project. So considering the analysis of the overallconcepts of the Mike, it is recommended to have rigid rules and guidelines for both theprojects and programs or else flexibility should be imposed on both programs and projects(Frame, 2012).Portfolio Entry 2Program InitiationJames had been assigned a work to design a fire extinguisher system. He is having 4tenders in his hand. The team members of the James team is suggesting to choose in theirpoint of view and to their objectives. For example, financial manager wants to suggest theless cost extinguisher whereas the safety manager suggest the extinguisher that has lot ofsafety in using it. The fire extinguisher system is going to be installed in their new expandedcompany which consists of more number of employees. Now their aim is to produce theextinguisher system with High safety and then it should be meet the standards of the law(MILOSEVIC, SITPATANAKUL & SRIVANNABOON, 2010). Solutions to JamesThe above represented tender of the company named as “Early Birds, Ltd” ispresently considered to be selected. Because it meets the requirement of complying with lawand the spraying capability is up to 250 square meters and also they had already experience inprior for providing the fire extinguishers. But we are not sure of the safety as it can be3

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