This document provides an assessment of project management, including project name, team details, project description, team charter, team communication, and team rules & expectations.
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Running head: PROJECT MANAGEMENT Assessment 2 Name of the Student Name of the University Author’s Note
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1 PROJECT MANAGEMENT Table of Contents Part 1: Project Name/Team/description.....................................................................................2 1.1 Project name.....................................................................................................................2 1.2 Team details.....................................................................................................................2 1.3 Project description............................................................................................................2 1.4 Team charter, team communication and team rules & expectations...............................3 Part 2: Learning cycles.............................................................................................................15 Part 3: Communication plan.....................................................................................................16 Part 4: Reflection......................................................................................................................20 4.1Leadership qualities for successfully leading a project..................................................20 4.2 Techniques, skills, methods required for a project manager in IT.................................20 Bibliography.............................................................................................................................22
2 PROJECT MANAGEMENT Part 1: Project Name/Team/description 1.1 Project name The name of the project is “Development of computer-based system for promoting training and Apprenticeship program”. 1.2 Team details The details of the team members are generally provided in the below table: First NameLast NameMobileEmail <Please Fill><Please Fill><Please Fill><Please Fill> <Please Fill><Please Fill><Please Fill><Please Fill> <Please Fill><Please Fill><Please Fill><Please Fill> <Please Fill><Please Fill><Please Fill><Please Fill> 1.3 Project description The organization“Globlex”isvery muchexperiencedand generallyaimsto minimize the needed cost as well as time that is associated with farming.It is found that Globlex precision farming generally integrates number of positioning-based technologies whichmainlyincludesinertialaswellasopticalbasedtechnologieswithwireless communication as well as application software in order to finish the various types of commercial solutions. It is found that the various types of integrated solutions help in allowing the customers to properly collect, manage as well as analyze various types of information very much easily. In order to properly serve the community, the management of the organization generally takes proper strategic decision of initiating within a training program for the high school students. This will further help in enhancing proper employment related opportunities in the field of farming and another solution-based specialist. However, as it is quite difficult to manage the operations manually therefore it is found that Globlex has
3 PROJECT MANAGEMENT generally requested to develop proper computer-based system so that the entire program can be effectively managed.It is identified that by utilizing the new system, the various type of requirements of the farmers can be analyzed and as per the needs skills, the high school students are trained to serve the farming needs as well as requirements. 1.4 Team charter, team communication and team rules & expectations Skills&knowledge inventory Project managerTheyaretheindividuals whoaremainlyskilledin developingrelationswith the people who are mainly involved within the project and generally worked as a project.Moreover,they appropriately understand the requirementsanddemands oftheprojectproperlyso thattheprojectobjectives canbeeasilymet.In addition to this, the project managers are also skilled in developingproper communicationchannels withintheteammembers and team leaders so that the team members do not face anyissuesorchallenges
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4 PROJECT MANAGEMENT which are related with the project. Team leaderTeamleadersaremainly skilledasaclear communicator who will be abletocommunicatethe projectdemandsand requirements with the team membersquiteeffectively. Inadditiontothis,itis found that the team leaders arealsoskilledin developingproperbond within the team members so that they can be able to work hardandfinishthework associatedwithproject. Moreover,theyusetheir negotiation skills within the project and generally able to reachanunderstandingin the event of the workplace relatedconflictwithinthe
5 PROJECT MANAGEMENT project. System developerSystem developers are the individualswhoare generallyresponsibleof solvingmathematical aptitudeaswellasother problem-solvingskillsso that they can be to resolve theproblemsandcanbe abletodevelopproper system for the organization. Proper understanding on the latesttrendsaswellas technologiesarealsoused by the system developers so thatthesystemcanbe capableofhandlingthe entireorganizational operations quite effectively. TesterThe person who generally checks the functioning of the system are generally skilled with both analytical as well as logical knowledge. They aregenerallycapableof
6 PROJECT MANAGEMENT envisaging various types of business-relatedsituations includingmentalmapping and more. In addition to this, they utilize critical thoughts as well as rational inquiry. In addition to this, they have proper technical knowledge whichfurtherhelpsin makingthemunderstand abouttheworkingofthe entire system. Roles and ResponsibilitiesProject managerProject managers are the individualswhogenerally have the entire responsibility ofsuccessfullyplanning, designing, initiating as well as executing the work of the project.Theyarealso responsibleofidentifying, assessing and mitigating the problemsthataremainly related with the work of the projectsuchthatthe problem associated problem
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7 PROJECT MANAGEMENT canberesolved. Furthermore, theyhelps in monitoring the entire project progress as well as the use ofresourceswhereproper correctiveactionsare generally needed. Team leaderTeamleadersarethe persons who generally takes the responsibility of guiding aswellasinstructingthe projectteammembersas wellasvariousgroupof individuals so that the work oftheprojectcanbe completedontime. Moreover,theyengagein developingappropriate strategygoalsandfurther communicatestheforthe entire project for achieving the goals of the project and the feedback of the project teammembersso thatthe day to day operations of the
8 PROJECT MANAGEMENT projectcanbemanaged quite effectively. System developerSystem developer are the personwhogenerally focuses on the functions of thecomputerandutilizes appropriate tools as well as techniquesfordeveloping appropriate computer based systemfortheentire organization successfully so that program of TAHS can bemanagedeffectively. They are also responsible of developing the entire system aspertheproject specifications. TesterThe tester is the person who aremainlyresponsibleof testing the usability of the softwareandgenerally checks whether the system thatisdevelopedis functioning properly or not. Moreover, they also help in
9 PROJECT MANAGEMENT defining the activities of the project subordinates and are mainlyresponsibleof completingtheentiretest planning for the project. In addition to this, they execute all the test cases as well as reportbaseddefectsand helps in defining the severity aswellaspriorityofthe entireproject.They generally inform the various testleadaboutallthe resourceswhichare generallyneededfor software testing. Week-5In week 5, the team leaders generally discuss about the challenges and issues which aregenerallyrelatedwith the work of the project. It is identifiedthattheteam membersdiscussthose issues so that the problem thattheyaregenerally
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10 PROJECT MANAGEMENT facing can be resolved quite successfully.Itisquite necessary to resolve the risk and challenges in order to proceed successfully within the project. Week-6In week 6, the team leaders generally discuses about the status of the entire project forknowingaboutthe projectprogress.The discussion that are generally made such that the work that is associated with the project cangenerallybefinished within the expected date as pertheobjectivesofthe project.Moreover,itis foundthatitisquite importanttohaveproject status in order to keep the entireprojecton trackfor makingsurewhetherthe project is progressing as per the schedule or out of the
11 PROJECT MANAGEMENT schedule. Week-7Inweek7,theteam members generally discuses about the various financial needsaswellas requirements of the project so that the project goals as wellasobjectivescanbe met quite significantly. It is quitenecessarytodiscuss about the various financial needs so that financial risks as well as problems that are mainly associated with the work of the project can be effectively resolved. It is found that while communicating, the methods that are mainly used for communication mainly include email, face tofaceconversation,audioconferenceandvideo conference. All this method of communication must be properlyutilizedforcommunicatingproperlywiththe various project team members for managing the project objectives. Team rules & expectations (previousexperienceas Project managerThe project managers who arehiredfortheproject
12 PROJECT MANAGEMENT teammember,team values, code of ethics, rules & expectations) workareverymuch experienced and knows how to manage the work of the project.Theyuseproper teamvalueswithinthe project. It is found that the projectmanagersutilize proper code of conduct and worksproperlywiththe projectteammembersso that the work of the project can be finished on time. In additiontothis,itis expectedthattheproject team members will be able to complete the work of the project within the time that is provided to them. Team leaderTheteamleaderisthe personwhohavegained experience from the earlier project about how to manage the work of the project and howtheworkthatis associated with the project is
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13 PROJECT MANAGEMENT managedsignificantly. Additionally,theyfollow properteamvaluesand maintainsequalitywithin theprojectteam.Proper code of conduct is generally followedbytheteam membersoftheproject. Furthermore, it is expected that the team leader will be able to manage the work of theprojectverymuch effectively. System developerThe system developer are thepersonswhogenerally haveproperexperiencein developing the system and theygenerallyutilizesthis experienceinthisproject work. Moreover, the system developer follows honesty in order to complete the work oftheprojectverymuch significantly.Theyalso utilizeappropriatecodeof
14 PROJECT MANAGEMENT conduct in order to manage the work of the project. In additiontothis,itis expectedthattheentire systemwillbedeveloped within the expected budget and time. TesterTesters are the individuals, who are mainly experienced intesting the system that is developedforthe organization.Moreover, theyfollowhonestywhile performing the work of the project. In addition to this, propercodeofconductis generallyfollowedbythe projectteammembers. Furthermore, it is expected thattestingofthesystem functioning will generally be conductedsuccessfullyfor achieving the project goals and objectives. SignaturesProject manager<Please Fill>
15 PROJECT MANAGEMENT Team leader<Please Fill> System developer<Please Fill> Tester<Please Fill>
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16 PROJECT MANAGEMENT Part 2: Learning cycles Week-5OrganiserScribe Theprojectmanagers mainlywanttoarrange propermeetingwiththe project team members such that they can be capable of knowing about the status of theprojectsothatthe informationregarding projectprogresscanbe achieved. The team leaders who are associatedwith the project generallycreatesproper documentationaboutthe progress of the project which further helps in highlighting that the entire work of the project can be finished quite successfullywithinthe expectedtimeaswellas budget. Week-6OrganiserScribe Thefinancialmanager mainly conducts appropriate meetingwiththeproject team membersin order to discusstheexpenditureon the entire project. It is found that the financial managerwhoismainly associated with the work of the project generally creates proper documents so that the expense that is used within theprojectisgenerally highlighted with the help of
17 PROJECT MANAGEMENT the report. Week-7OrganiserScribe Ameetingwillbe conducted by the tester who is mainly involved with the testingofthecomputer- basedsystemthatis developed for managing the TAHSprogramefficiently. In addition to this, it is found that entire work of testing will be done successfully. The outcomes as well as resultsoftheprojectare generallydocumentedin a formofreportsothat crosscheckcandone. Furthermore, the report can be used in future if required as help for any project. Part 3: Communication plan The communication plan for the project “development of computer-based system by TAHS program” is generally reflected below: Stakeholde r name Informatio ntobe shared Frequency of informatio n exchange Location of informatio n exchange Purposeof communicatio n Mechanis m(hard copy, PDF, PPT, DOC) WhowhatwhenWhereWhyHow
18 PROJECT MANAGEMENT Project manager Theproject managers generally discuss aboutthe project objectives so thatproper overview regarding theproject canbe provided. Before initiationof the project Conference hall The information thatare discussedor communicated bytheproject managerswill be used by the projectteam membersand generallyable toachievethe objectives. Hardcopy. Team leaderTheteam leaders discuss aboutthe various typesof issuesand challenges whichare generally faced by the team During project progress Conference hall This communication isgenerally undertakenso thatthe challengesand problemsthat aremainly associatedwith theprojectcan generallybe achievedquite Pdf, Doc
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19 PROJECT MANAGEMENT membersof the project. significantly. Financial manager The financial managers mainly discuss aboutthe budgetthat ismainly usedfor executing eachofthe objectives of theproject sothatthe project objectives canbemet quite successfully. During project progress Conference hall Thistypeof discussion helps inassuringthe budgetthatis neededforthe project execution.The moneythatis neededfor executingeach oftheproject activitiesare generally reflected below. Pdf, doc. Project sponsor Theproject sponsor generally communicat During project progress EmailThis informationis communicated sothatthe Hardcopy
20 PROJECT MANAGEMENT esthe amountof moneythat isgenerally provided for theproject work. entireproject canbe completed successfully withinthe budgetthatis providedto the project team. System developer The system developers generally discuss aboutthe hardware and software thatare generally required withinthe project. During project progress Conference hall Therequired specificationof hardwareand softwarethat are communicated aregenerally helpfulin avoidingthe problemsand challenges which can occur dueto deficiencyof theproject resources. Hard copy
21 PROJECT MANAGEMENT Part 4: Reflection 4.1Leadership qualities for successfully leading a project There are number of leadership qualities that are identified by me in order to successfully lead a project. I have identified that it is quite important to have excellent communication as well as interpersonal skills in order to achieve the project objectives. It is found that with the help of communication, the team members can easily collaborate and work for achieving project success. In addition to this, I have identified that qualities like positivity, competence, integrity as well as positive attitude towards work must be present within a leader and with the help of all this quality that can be able to achieve the project success. Moreover, I have identified that being committed to the project and displaying of the confidence in its impact positively on the team that helps in forming productive work environment of the project. In addition to this, a project manager generally possesses proper problem-solving skills that are generally needed for solving the project. It is quite important for the managers to be capable of mitigating the challenges and problems which are mainly related with the work of the project. 4.2 Techniques, skills, methods required for a project manager in IT I have identified that there are number of methods, techniques as well as skills which are generally needed by a project manager in IT for achieving project goals. I have identified that the utilization of techniques mainly includes critical path project, extreme project management, waterfall project management and more. In addition to this, it is found that the skills which are generally needed by the IT project manager generally includes leadership, negotiation, scheduling, cost control, risk management as well as communication. Moreover,
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22 PROJECT MANAGEMENT I have identified that proper utilization of methods like Hybrid, Agile as integrated project management for finishing the work of the project.
23 PROJECT MANAGEMENT Bibliography Badewi, A. (2016). The impact of project management (PM) and benefits management (BM) practices on project success: Towards developing a project benefits governance framework.International Journal of Project Management,34(4), 761-778. Conforto, E. C., Amaral, D. C., da Silva, S. L., Di Felippo, A., & Kamikawachi, D. S. L. (2016). The agility construct on project management theory.International Journal of Project Management,34(4), 660-674. Conforto, E. C., Salum, F., Amaral, D. C., da Silva, S. L., & de Almeida, L. F. M. (2014). Canagileprojectmanagementbeadoptedbyindustriesotherthansoftware development?.Project Management Journal,45(3), 21-34. Costantino, F., Di Gravio, G., & Nonino, F. (2015). Project selection in project portfolio management:Anartificialneuralnetworkmodelbasedoncriticalsuccess factors.International Journal of Project Management,33(8), 1744-1754. Hornstein, H. A. (2015). The integration of project management and organizational change management is now a necessity.International Journal of Project Management,33(2), 291-298. Joslin, R., & Müller, R. (2015). Relationships between a project management methodology and project success in different project governance contexts.International Journal of Project Management,33(6), 1377-1392. Kaiser, M. G., El Arbi, F., & Ahlemann, F. (2015). Successful project portfolio management beyondprojectselectiontechniques:Understandingtheroleofstructural alignment.International Journal of Project Management,33(1), 126-139.
24 PROJECT MANAGEMENT Kerzner,H.(2017).Projectmanagementmetrics,KPIs,anddashboards:aguideto measuring and monitoring project performance. John Wiley & Sons. Kerzner, H., & Kerzner, H. R. (2017).Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons. Kucharska, W., & Kowalczyk, R. (2016). Trust, collaborative culture and tacit knowledge sharing in project management–A relationship model. Marcelino-Sádaba, S., Pérez-Ezcurdia, A., Lazcano, A. M. E., & Villanueva, P. (2014). Projectriskmanagementmethodologyfor smallfirms.Internationaljournal of project management,32(2), 327-340. Mir, F. A., & Pinnington, A. H. (2014). Exploring the value of project management: linking project management performance and project success.International journal of project management,32(2), 202-217. Sánchez, M. A. (2015). Integrating sustainability issues into project management.Journal of Cleaner Production,96, 319-330. Serra, C. E. M., & Kunc, M. (2015). Benefits realisation management and its influence on project success and on the execution of business strategies.International Journal of Project Management,33(1), 53-66. Svejvig, P., & Andersen, P. (2015). Rethinking project management: A structured literature review with a critical look at the brave new world.International Journal of Project Management,33(2), 278-290. Todorović, M. L., Petrović, D. Č., Mihić, M. M., Obradović, V. L., & Bushuyev, S. D. (2015). Project success analysis framework: A knowledge-based approach in project management.International Journal of Project Management,33(4), 772-783.
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25 PROJECT MANAGEMENT Too, E. G., & Weaver, P. (2014). The management of project management: A conceptual frameworkforprojectgovernance.InternationalJournalofProject Management,32(8), 1382-1394.