A Case For Change Htf 's It Project Management Process Standardization

Project standardization was used to redefine goals, guidelines, training, and reporting systems. A book of 'best practices' was compiled of articles and policies for reference. Given that Comau was a global organization the book provided a common point of reference for all organizational actors. The creation of an online virtual community created a more seamless dissemination of information about projects and practices between entities (Kerzner

PM within organizations is gaining momentum and an indispensable component of the work flow procedure. Improving organization project management can effectively improve an organization use of resources. Nevertheless, if an an organization does not possess a clean target and does not follow project phases no one willing enters into the transformational journey. The issue is the bottom line in PM, whether it is to better the organization financially, ethically, or for standardization of procedures. Constitutions must be cognizant of the elements and competencies required to receive a successful PM outcome. In the closing, business should have an active strategy to revise and adapt to the shifting marketplace.

The Project Administrator should effectively bring out to find the opportunity to have the ability to know the select commitments. Yet again, a documentation can be very comprehensive and will be purposely structured with particular Circumstances of Recommendations, yet could consist of the associated with responsibilities (Heagney, 2012):

Because the managers understood the strong culture and history of the company, they structured the project carefully to create a change in thinking before creating a change in software. The methods they used to survey purchasing people, involve representatives from all areas of the company, understand the process, work with suppliers, and select an ERP provider to grow with company and its future needs. All of these components helped to reduce the risk of the project.

o Describe the five project management (PM) process groups, the typical level of activity for each, and the interactions among them. o Understand how the project management process groups relate to the project management knowledge areas. o Discuss how organizations develop IT project management methodologies to meet their needs.

Project Management Office (PMO) and Agile method are highly reputable terms in many organizations, especially in their IT projects. The PMO is a group of people or committee within an organization that is responsible to define and maintain standards and practices for traditional project management. The ultimate objective for the PMO is to gain the benefits that are derived from applying Project Management (PM) methods, practices and policies. Thus, the PMO over time will become the origin for documentation, guidance and metrics regarding to any practices that are involved in managing projects within the organization, as well as it will be the communication channel that

This analysis bases itself on examples taken from an organization that has a well structured and clear defined program and project management process. Despite being well structured well but has its bits of bureaucracy, can be very complicated to understand and extremely difficult to be followed.

As according to the AtekPC Project Management Office case, the purpose1 of a PMO is to fulfill the need for greater discipline in managing IT projects. Moreover, it establishes or enhances project management skills, process, and governance structures within an organization (Applegate Pg. 462). The director of Application Development, Richard Steinberg, described AtekPC’s PMO’s purpose as a “methodology” for managing projects with standardized practices. As stated within the case, the main purpose of the PMO is to provide standardization in managing projects of large, complex scales as well as gain improvements in planning and performance of initiatives (Applegate Pg. 465). The case generalizes

This document is an annotated outline for a Project Management Plan, adapted from the PMI Project Management Body of Knowledge (PMBOK) and IEEE Standard for Project Management Plans. The Project Management Plan is considered to be a “Best Practice” template by the ETS Enterprise Program Management Office (EPMO).

Successful projects, those that deliver value to the organization, use proven Project Life Cycle models such as the standard ISO model. (Greer, 1999). Following a “cookie-cutter” approach such the ISO standard is a very scientific management style which requires discipline from the manager.

Departments have struggle to develop projects on time, budget, quality and accomplish benefit realization; however, the new challenge has led how to associate initiatives to goals in order to achieve strategic plans. Today’s emphasis is create a project management office (PMO) which boost IT effectiveness, and efficiency based on cut cost, rise productivity, and improve project’s delivery in terms of time and budget. (Santosus, 2003)

Several adaptations to the traditional approaches like agile, interactive, phased, extreme, etc have been made but each will be expected to meet the requirements of the project objectives, timeline, resources, and deliveries of the stakeholders. Other industry standard certifications like ISO9000 and regulations like the Sarbanes-Oxley have also influenced methodologies and processes used by several organisations (Kerzner, 2003). Generally, managing projects should involved five major process which include the project initiation, planning, execution, monitoring and controlling, and then project closing. See Fig. 2 below.

This Scholarly Article was supported by Dr.Art Lanata and is submitted as part of Course work of Information Systems Project Management

Over the past decades, an ability and capability to organize project management could determine the success of an organization. Generally, project managers use formal project management methodology to run projects efficiently. This article describes the explanation of the differences between PMBOK and PRINCE2, the advantages and disadvantages of those models, and the example of a project which use PMBOK methodology.

Module Title: Project Engineering and Management Table of Contents 1.0 Introduction 2 2.0 Origin 3 3.0 Requirements 3 3.1 System requirements................................................................................................................. 3 3.2 Management requirements.................................................................. ....................................4 3.3 Resource requirements..............................................................................................................4 3.4 Products and services requirements..........................................................................................4 3.5 Analysis and improvement requirements.................................................................................. 5 4.0 Benefits of registration........................................................................................................................... 5 4.1 Organisation benefits................................................................................................................