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Project Management Domains - Doc

   

Added on  2021-05-30

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Week4: PROJECT MANAGEMENT DOMAINSTopic and reading samples.Your personal learning outcomes from this unit.Learnings from your experience.Supporting documentation including your prior learnings.Kerzner Chapter 1.14Project management domains includemultiple knowledge areas including projectscope, time, cost, risk, quality, procurement,and integration. Each of these domains haveto be considered while making a project plan.Non-project driven organizations are moredifficult because of differences in projectrequirements, lack of understanding ofprojects, lack of time for managing projects,dependence on contractors and delays inapprovals[ CITATION Har17 \l 16393 ]. In my past, I have worked on projects thatinvolved development of a new software fora company and projects that involvedorganizing a corporate event for customers.As the chapter suggests the differencesbetween products and projects, I can relateit with my experience and say that it is right.For instance, the company might have aproduct that is manufactured and istangible. I had been a part of the planning process and had prepared a schedule for the project deliverywhich involved identification of major project tasks and the milestones date for completion of the same.Kerzner Chapter 1.15Projects are different from products becauseof certain characteristics like use of systematicefforts, need for a custom design of project,project life cycle approach to management,associated risks, and criticality of technicalcapabilities[ CITATION Soh13 \l 16393 ]. For a product, the company needs to keepdoing continuous work while projectoutcomes are definite such that once aproduct is created, there is no need to workagain for reproduction.Kerzner Chapter 1.16Projects are usually classified based onindustries or type of projects. Types ofprojects include in-house R&D, MIS,engineering, small construction, largeconstruction, and aerospace ordefence[ CITATION USA07 \l 16393 ].The software development project wouldhave the outcome as the software productbut it would be developed only once.

Week 6: RESPONSIBILITIES AND GOVERNANCETopic and reading samples.Your personal learning outcomes from this unit.Learnings from your experience.Supporting documentation including your prior learnings.Kerzner Chapter 1.8-1.10, Projects work with coordination betweenproject managers, top managementexecutives and line managers. Executives ofan organization interface with projects atdifferent points including defining ofobjectives, planning project, resolvingconflicts, setting priorities, or sponsoringproject. Line managers share responsibility,authority, and accountability with projectmanagers. They are considered as equal toproject managers and thus, are involved inproviding advice or guidance to projectmanagers[ CITATION HMT071 \l 16393 ]. As the chapter suggest that projects requirecoordination between project managers,executives and line managers. I could relateit with one of the projects I did in myprevious company that involveddevelopment of a customized software forthe company needs. While project managergot all requirements documented anddeliverables planned, the resources wereprovided by line managers from each oftheir functional teams. Project planning helped me understanddifferent aspects of project managementincluding budget, resource allocation, projectconstraints, scheduling, risk management, andstakeholder managementKerzner Chapter 10 Decisions are initially taken by top executivesat the time of adoption of project. managerbut as companies start to understand projectmanagement better, the authority to takedecisions can be handled at middle levels ofmanagement. Among the top managers, theproject manager acts as a companion whohelps project manager unless projectrequirements are in pressure. Pressure is highin chaotic environments where companiesaccept higher risks, consumers demand highquality low volume products, project lifecycles are compressed, enterpriseenvironment affects project execution, andcompetition is high. These challenges cancause a slow down in projects as projectExecutives help establish control over projects as they had authority to take major decisions about the project and add to project scope or allow changes. Because of their authority, there were also able to resolve major issues that were not in the control of the project manager.Project Proposal was something like the projectcharter which acted as a mini plan that wasprepared to justify project and get approval forexecution.

Topic and reading samples.Your personal learning outcomes from this unit.Learnings from your experience.Supporting documentation including your prior learnings.manager has to take decisions with limitedknowledge [ CITATION Pet10 \l 16393 ].For resolving problems and taking effectivedecisions, a governance structure is needed.The structure of governance can be locallydispersed, geographical dispersed, collocatedor projectized. Project governance is differentfrom corporate governance. If the projectorganization is unable to understand this, itcan lead to the failure of a project. Even ifthey lack an understanding of program orproject management, failure can occur.Project planning involves development ofschedule and budget, conflict management ,project administration, choice of leadershipstyle, and development of a responsibilitychart[ CITATION PMI13 \l 16393 ]. Kerzner Chapter 11.25The responsibility chart defines authority and responsibilities of resources that are affected by project size, its maturity level, nature, and life cycle of project[ CITATION Chr05 \l 16393 ].Business Requirement Document was preparedto understand the project requirements for thesoftware development project. It involvedinclusion of all the functional requirements ofthe software. These requirements wereconverted into technical specifications for thedevelopers.Week 7: LIFE CYCLES AND METHODOLOGIES

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