Analysis Of Modern Day Tech Managers

Business has changed greatly in the last 20-30 years. The introduction of global competition has forced businesses to find new ways to gain a competitive advantage, whether it be new or improved products (as product life cycles have shortened), cost reductions (perhaps through a new MIS), or just improving the customer experience. With Project Management, companies have the ability to focus on many things at once without losing focus on their core business model. By bringing together varied peoples into the PM team, innovation is increased. Under the old way of doing things, the quality of each plan would suffer. Projects have a start and finish and can be tracked and quantified from beginning to end. This ensures a higher quality end result within time and resource restrictions.

Many business use the agile organizational methodology. As they require the ability to remain flexible, enduring ever-changing requirements. The agile organization develops more mission-critical, high-profile systems. Sharing responsibility within small teams (of 15 or less) is also a main principle of an agile organization. Never is a hierarchy design operational in the agile organization, as the group possess the ability to over ride decisions made by management. The agile type of organization displayed itself over time as an entrepreneurial type of organization providing the high-speed changing rather than the standardization of a bureaucratic organization (Johnson, Jackson, & Burrows, 2011).

The process of Project Management is very detailed – there are multiple phases to properly manage the project (e.g., project plan, schedule, communication plan, risk management plan, and

The reason for this is to provide a clear framework for assessing processes, their impacts and the implications for business managers. It starts at the organizational level, reviewing wide range of process theories and grouping them into categories. I assess and examine all the managerial process in an organization; I look at them individually because

Project Integration Management | Expert Judgment|-PM Plan is Formal, single document, approved (becomes officially the project plan. It defines how project is executed and controlled. Scope, schedule, and Cost, Change, and Configuration Management plans are created in this process and are part of the PM plan- Scope Management plan is developed here as well.|

The senior leadership team will need directions for their employees. Processes apply to the “how” of getting things done. You want something done a certain way, and then write a process.

It includes a risk analysis and a definition of a criteria for the successful completion of each deliverable and uses Business Plan and Milestones Reviews to keep track of the phase. During the third phase, execution, the project plan is executed to solve the problem specified in the project 's requirements. Risk Analysis and Score Cards, in addition to Business Plan and Milestones Reviews are used during the execution phase. Lastly is the closure phase, which marks the completion of the project usually with a written formal project review report.

An organisation consists of many different processes interlinking together to achieve the organisations goals. Some of these processes are within the operations function contributing directly to the production of the product, while other processes are within other departments such as finance, marketing, distribution and IT. An organisation that takes a process perspective recognises that all parts of the business are seen as processes and as such can be managed utilising operations management principles (Slack et al.

Depending on the ambitions of your organization, it may also make sense to add in an opportunity identification phase. Once you have set up the project chronology and timeline through a lifecycle, it is essential to define the activities, deliverables, and decisions that occur at each phase. These activities will build your process while the deliverables will be the tools that support the activities. Initiation phase – The essential tool at this stage of the project is the project charter. The charter should define the project at a high level and include the following components: Problem statement Project objectives Project goals Team leads and members Expected benefits Constraints Dependencies Planning phase – Planning is more than just listing out the tasks of a project. It is critical that the project manager answers the following questions when planning the project. What is the expected project outcome? How will the work be done? What do you expect of the project team members? Who reports to whom? When will the work be performed? Are there any costs associated with the work? Who will be affected by the change? When will the team meet? Who is required to attend the meetings? How will minutes be recorded? The work plan is the primary tool that the project manager should use during this phase. The “perfect” work plan will include all project related tasks and key milestones with

A good project management plan takes some preparation it includes the basic concepts of proper planning, organization and great project manager management skills. It includes a variety of resources that come together to achieve a certain goal. As project manager it is imperative that he or she deliver the necessary results within the time limitation as well as within the allotted budget. Effective project managers allocate certain aspects of the project to their team in order to ensure the project’s success.

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.

One thing to keep in mind is that as each of these processes are being done; it could bring new insights into the project which may require some of the previous created project documents to be updated. The processes in the Planning Process Group may be repeated or re-addressed several times as the project progresses. It is also important to note that the outputs of certain processes serve as inputs to other processes within the Planning Process Group. Among all the Process Groups within the project management process, the Planning Process Group contains the most processes. This portrays the significance of this Process Group in respect to the project as a whole. All of these processes work in conjunction to make up the whole Project Management Plan.

Process improvement is a fundamental to business management.  If you run an operation (and all businesses do, one way or another) you are reliant on two things:

This paper will discuss the processes and pitfalls faced by Information Technology managers in today’s world of business. Today’s IT managers need not only be savvy about existing equipment and upcoming technology; but must also understand the budget issues they face and how to properly address them. The IT manager is asked to look into a crystal ball and predict what products will be beneficial and which requirements can be cut from the budget. They must be able to differentiate between the new shiny fad and products that will be a true asset to the company’s visions and goals. An IT budget can no longer be a static number on the company’s finance sheet; it must be a clear vision of the department’s future spending while falling in line with the goals and expectations of the company.

Business operations and processes are constantly changing and are nowadays an essential element in any company structure. Business processes are sequences of interrelated activities that are carried out routinely in organisation (Kock et al, 2008) and exist to manage, understand and coordinate the activities of the company.