Tuesday, April 2, 2019
Project Integration Management Interview Management Essay
throw away Integration Management Interview Management EssayTo see a cast off through to a success limit, there be versatile processes and methods implyed to provide a structure within which to work. Based on best practice, the wander Management Institute (PMI) has established a frequent guide to spheres, the soul of which, are essential to the booming, on while apogee of a tramp. These areas of expertise are detailed in A exit to the travail Management consistency of Knowledge (2008), published by the consider Management Institute. These areas are known as the Project Management Body of Knowledge or PMBOK and include such topics as the way of protrusion desegregation, cooking stove, time, woo, quality, human resources, chats, risk and procurement.This report covers one experience area from both(prenominal) the Core and Facilitating Functions of the PMBOK in relation to an audience with Jason Duigou, an experienced Project tutor. This audience is contained within the book IT Project Management On Track from mother to Finish (Phillips, J. 2002). The area of Project Integration Management is also considered.The converse illustrates that Mr Duigou considers legitimate areas of Project Management to be especially authoritative. Foremost amongst his recommendations is on-going regular discourse surrounded by the squad members and jam supervision from the Project theatre director. He recommends that the correct tools be available to the Project Manager to assuage the communion process amidst the Project Manager and between the team members.Project Integration ManagementAs the ninth area of knowledge within the PMBOK, successful Project Integration Management is opinionated by all the other elements of the aim. The Project Managers knowledge of PMBOK is essential to the final, punctual integration and delivery of the project.The interview emphasises the four core areas of project management which need to be integrated into a final comprehensive product. In the interview, Mr Duigou potently recommends that the scope, time and cost constraints are thoroughly discussed amongst all the stake holders at the outset to ensure the final integration of the project goes smoothly and delivers the quarter core requirement, a quality product. Mr Duigou states verify that all questions regarding the plan take away been addressed before the implementation and provide a clear understanding of the objectives, roles and responsibilities of all resources during the project (Phillips, J. 2002).Managing the scope of the project is extremely important to the successful completion of the project. M whatsoever projects may fail as a closure of becoming bigger or more complex than was originally planned. The scope of the project has to be completed within a finite time span. Time management is one of the three elements referred to as the triple constraints, in concert with cost and quality. Extending the time on a project usually nitty-gritty the cost will increase. The Project Manager is accountable to the client for tutelage within the budgetary constraints of the project. Contingency funds should be built into the pecuniary plan to cover out of the blue(predicate) cost blow outs. Mr Duigou suggests that contracting accepted elements of a project is a good way to achieve results when working on a limited budget.Core Function equalCost management is one of the core issues covered in the PMBOK. It is one of the study elements, if not the major element that determines the outcome of the project, for without sufficient funds, the project may falter. Most companies allow limited capital to dedicate to their projects and may have other initiatives competing for valuable resources. Mr Duigou suggests in the interview that the project manager moldiness have the right tools for the job to provide dynamic data at any time to enable the project manager to proactively monitor the project including b udget and expenses as they are reported. He states that without such tools and efficient communication, the project manager may be ambushed by unthought demands made on the original budget by unforseen events outside the control of the project team. thither are various cost management tools that notify be employ to help keep control over this area. These tools may include only are not limited to return on investment, payback analysis, scratch present value, earned value management, cost estimates and baselines.Describe knowledge areaIdentify processes of knowledge areaEstablish connection between interview and knowledge area processesImpact of this area on project managementFacilitating Function CommunicationCommunication is a key success fixings in all projects. Poor communication often leads to the failure of the project. The PMI has determined that the Project Manager may spend up to eighty lodge percent of their time engaged in communication of various forms. The communi cation process encompasses the collection and generation of entropy together with project information storage. It is critical for the Project Manager to disseminate information during all phases of the project to all stakeholders. Equally, team members need to provide status reports between themselves and the Manager at frequent and regular intervals.The interview with Mr Duigou illustrates that this experienced Project Manager considers communication to be essential to the successful completion of the project. Mr Duigou states continual communication and commitment on the part of each unit is absolutely infallible in order for the data to be current and accurate. He recommends the occasion of software to assist in communication and to facilitate project integration.He also emphasises in the interview the importance of timely and effective communication to resolve team disagreements and maintain the teams focus on the goal. He feels that disagreements are often the result of inad equate or unclear communication and can be dealt with by addressing communication issues in a judicious direction before they lead to major problems which may jeopardise the quality and timely delivery of the project.ConclusionThis report has looked briefly at the area of Project Management Integration, the core function of cost and the facilitating function of communication in relation to an interview conducted with an experienced Project Manager. An analysis of this interview shows that Mr. Duigou feels that certain areas of the core functions assume a higher priority than others when considering the successful completion of a project. Foremost amongst the most necessary functions is the regular, clear communication between all stakeholders. In the beginning of the plan, all questions, from all parties need to be answered as accurately as possible to facilitate the formation of a clear goal. He also recommends that this be followed up by frequent, close supervision by the project manager, either by show to face meetings when teams are in close physical proximity or by the use of shared electronic project management tools when teams are apart(p) geographically.Mr Duigou considers that keeping a team focused and motivated can be one of the most challenging aspects of delivering a quality project on time. He states that giving team members positive feedback in the form of designation and praise when they meet or exceed expectations is essential to counteract the intention to lose motivation, especially on long term projects. This can be considered to be part of good communication.The core function of project cost management is the other issue highlighted in the interview. The management of cost and unexpected budget stress is intertwined with the issue of clear and timely communication of any potential change to the scope and available resources of the project. The project manager ineluctably to be able to proactively monitor expenditures so as not to be taken by surprise, as far as possible, by unexpected changes to any of the core areas.It would be difficult to determine which is most important communication or budget, for without sufficient funds and resources the objective will not be reached. The same can be said for communication between the stakeholders. Misunderstandings regarding the four core areas of project management are inevitable if communication is infrequent and close supervision by the Project Manager is lacking.
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