Project Management of Government and Non-Government Organizations

This presentation focuses on project negotiation, conflict management, and stakeholder engagement in different working technologies lifestyles. It analyzes the common arguments, competing stakeholder's agenda, and influencing factors of stakeholders. It also explores different methods of project negotiation and communication with key stakeholders. The presentation covers the assets life cycle, consequences of project delays, project management tools, and termination of arbitration rules and conditions set in project contracts.

Project management of government
and non-government organization

Introduction
It showcases the method of project negotiation,
conflict management and stakeholder’s
engagement in different working technologies life
styles.
The main focus in this presentation has been made
on the changing factors, range of activities, ICT
and builds agreement.

Project life cycle theories
• Management department of
organization would face in the
different project life cycle while
introducing new products and
projects.
• Two perceptive while managing the
project life cycle
• liner perspective and recursive
perspective

government and non-
government project
contractual agreements
• Technologies adoption is the key success
factors of government and non-government
project contractual agreements
• Adoption of new cyber computing enterprises
resources planning.
• Evaluate risk and return associated with the
project and implemented process system while
introducing new project in organization

Analyzing the common
arguments
• Stakeholders are the key person who
invests their money in projects.
• Non-government project contractual
agreements should be viable with the
stakeholder’s risk and return.
• Main object of government and non-
government project contractual
agreements is to increase the return
of the investors Recyling of books
and data
Sales and
distribution of
books and article
Using online
portals
Communicaiton
with clients
Printing and
selling

Competing stakeholder’s
agenda
• Conflicting demand of the
stakeholder’s agenda is the common
concern for progressive organizations.
• Evaluate segmenting; bridging and
demarcating are the key pillars to
mitigate the different issues and
demand of the stakeholders.
• Competing stakeholder’s agenda is to
implementing proper working and
determining the standards objectives
for all the stakeholders.

Influencing factors of the
stakeholders
• Influencing factors for stakeholders agenda
• Objects of the different stakeholders
• Identifying the needs and demand of the
stakeholders.
• Evaluating the external and internal factors
of the business
• Establish risk and return nexus

Differentiate method of
project negotiation
• Several negotiation methods such as
persuasion method, influencing method of
negotiation and implementing new rules and
regulations.
• Conflict management
• Stakeholder’s engagement
• Implementing new technologies

Identifying and apply the method of
identifying and reconciling inconsistent
• Evaluate all the internal and external factors
in determined approach.
• Increasing the overall benefits
• Creation of synergy
• Adoption of enterprises resources planning
and methods
• Installing new systems and mechanisms.

Communication with key
stakeholders
• Conflicting objectives and drivers that
develop, maintain mange relationships and
communication with key stakeholders.
• Adopt proper level of cyber computing
enterprises planning.

Assets life cycle
• Optimize the life cycle of assets and
determining the proper level of assets life
cycle.
• Configuration,
• Stock maintain
• Discovery, service, installation, repair,
reassignment, technologies and
• Disposals and requisitions (Mir and
Pinnington, 2014).

Communicating with the
stakeholders
• Communicate with stakeholders, proper level
of meeting and seminars could be conducted.
• Using of bullets and notices are the best
appropriate method to communicate.
• Developing proper methods and means to
increase the efficiency of products life cycle.

Consequences of the project
delays
• It leads to increased cost
• Changing in the estimated internal and
external factors of the government and non-
government projects may lead to project
escalations.
• It increases the overall product costa and
reduced the product quality.

Termination of the arbitration rules
and conditions set in project contract
• Set government and non-government
contracts then it may lead to various
problems and issues in the identified
contract.
• It may leads to termination of the arbitration
set.
• It could lead to high amount of compensation
to the aggrieved party to the contract set.

Project management tools
• Control the problems and negative factors of
the project by using proper project
management tools.
• Gantt collaboration
• Discussion & chat
• Resource management
• Sprint project
• Real- time dashboard

Conclusion
• Operational functioning of government and
non-government project contractual
agreements would be implemented to
identify the internal and external factors of
the project management.
• level of working systems and implementing
proper negotiation will increase the efficiency
of the business.

References
• Crawford, J.K., 2014. Project management maturity model. CRC Press.
• Kerzner, H. 2013. Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
• Larson, E.W. and Gray, C., 2013. Project Management: The Managerial Process with MS Project. McGraw-Hill.
• Martinelli, R.J. and Milosevic, D.Z., 2016. Project management toolbox: tools and techniques for the practicing project
manager. John Wiley & Sons.
• Mir, F.A. and Pinnington, A.H., 2014. Exploring the value of project anagement: linking project management performance and
project success. International journal of project management, 32(2), pp.202-217.
• Schwalbe, K., 2015. Information technology project management. Cengage Learning.
• Stark, J., 2015. Product lifecycle management. In Product Lifecycle Management (Volume 1) (pp. 1-29). Springer International
Publishing.
• Fleming, Q.W. and Koppelman, J.M., 2016, December. Earned value project management. Project Mamnagement Institute.