Contextualized Project Management Best Practices

According to the comprehensive review of Honeywell Federal Manufacturing & Technologies' (FM&T) efforts to develop and implement a Program Management Maturity Model, published by Project Management Professionals (PMPs) Laura Hartwig and Matt Smith, the company's motivation to make the transition to a maturity model was based on an internal assessment which identified a number of correctable program management deficiencies (2008). Before beginning any analysis of Honeywell FM&T's organizational structure, including the processes and procedures that precipitated its Level 1 program management rating, it is essential to ground the discussion in a sober explication of the Program Management Maturity Model (PMMM) from a conceptual standpoint. According to J. Kent Crawford's rigorous analysis of PMMM and its theoretical foundations, the concept of utilizing maturity models to enhance organizational performance emerged from "extensive, government-funded research into how to evolve and measure an organization's effectiveness at developing software, which resulted in the Software Engineering Institute's (SEI) first Capability Maturity Model (CMM)" (Crawford, 2006). The essential function of maturity models like CMM and PMMM is to identify a series of project management knowledge areas, such as scope, time, and cost management, while also providing a five-level hierarchy of managerial maturity to guide the direction of each area.

The maturity framework I chose to research is the Project Management Maturity Model by Kent Crawford. This model is a structured framework similar to the one in our book. The framework is made of up 5 levels but also has 6 components in which these levels are listed. This model also references the 9th edition of the PMBOK and shows how the five levels interact with the nine knowledge areas. The five levels are:

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.

Question 1. What project selection method described in the chapter will ABI probably employ for this proposal? Answer According to the description, the project selection method is profitability of numeric model. We might see the points from the business strategy 1) Bid only on good margin products that have the potential for maintaining their margins over a long term. 2) Pursue only new products. 3) Utilize the most advanced technology in new projects. “ project champion” approach to innovation and creativity. no more than 480 employees. 4) Foster the

From 1940 to present, Project Management has continuously advanced from line managers using a small set of processes that were considered nice to have to the formal assignment of one individual assigned as the Project Manager that utilized a formal methodology by which to manage the project. Often the term “best practices” is referenced within a defined methodology. Why must an organization capture best practices? What are the determining factors in base-lining a best practice? Can an organization have too many best practices? What are the impacts of establishing too many best practices that mandated by senior management for use on all projects?

Prior to the onset of modern project management, the success criteria of a project lay solely on the technical success, or scope of the resulting product or service. Today, adherence to budget and schedule form a triangle of success factors alongside scope, with client satisfaction also developing as a key determinant of project success (Kerzner, 2004). However, the delivery of project scope will always take precedence over all other project factors, because if a project fails to deliver on its original intention, need or functionality, the project will always be considered as a failure. This essay will analyse the adequacy of the Guide to the Project Management Body of Knowledge’s (PMBOK) definition of Project Scope Management in relation

Project Management is all about managing your tasks and goals with the best use of available resources within a fixed frame of time. To achieve the fixed time, the project manager would need the proper coordination of all possible inputs required to carry out the task successfully. One of such inputs is the project management maturity model which allows for improvement of project management processes and systems (Crawford, 2006). Project management maturity is the progressive development of an enterprise-wide project management approach, methodology, strategy, and decision-making process. The appropriate level of maturity will vary for each organization based on specific goals, strategies, resource capabilities, scope, and

This study is conducted to construct a theoretical framework that will be according to hypotheses generated in study from objectives of study, and initial literature reviewed, a part of which was used to justify the study as having value in the Introduction (Saunders, Thornhill and Lewis, 2009, p. 111). The findings of this research can, hence be contrasted and compared with those of already published studies on this subject (Hart, 2010, pp. 12-14). The outline of the literature review is divided into five main sections: The project management and project management life cycle definitions, success of project and critical factors involved in study, project management information system (PMIS) theories and IS success

There are many different aspect that will have key roles in the project management process. The presence of triple constraint will impact the project process. The relationship between the project scope, cost, and time will determine what changes will be implemented. These factors also impact the quality of the project and the knowledge of this will aid in the decision making process. The initial planning process of a construction project will be examined. A statement of need, goals and objectives, the stakeholders and project requirements, and project scope must be outlined. All of these areas will aid in the initiation and planning phase of the project. To ensure a smooth completion a project manager must understand the constraints involved and the development of the initial plan of the project.

The Project Manager has some tasks that have to be carried out, he/she is responsible for the full project. The Project Manager has to make the best use of all the resources so the project can be completed successfully. The project Manager sets the boundaries for the project, such as schedules and what is done and when it has to be completed.

There are numerous project management methodologies available for project managers to choose from. The best process or methodology must take into consideration the unique aspects of the project, including factors such as staff size and system criticality, as determined by the project manager and the core team (Cockburn, 2000). From my vantage point, the primary concern is the team member buy-in and keeping the process participatory, while managing the interaction, communication and contributions from the various team members towards the fulfillment of the objective. It also goes without says, that meeting time, scope, costs and performance, and quality standards are of the utmost importance; to guarantee that the final

Project scheduling tools, also known as project management software, are designed to help you organize and manage projects more efficiently. I also think every project needs to have a schedule and framework of their project, and have it mapped or using any of the schedule tools that are available nowadays, Using the tools that are available will give the project manager the visibility to have all of the team members to be encourage and having meeting to make sure that you are accurate and have all information. “Despite the benefits of project scheduling software, project managers and team members

The paper is divided into three sections, the first of which will establish a timeline of events. This project background will serve as a case study for the analysis in the following section that will be structured such that each of the previously mentioned facets will be independently analyzed and contrasted with project management principles. Finally the paper will conclude with a summary of the analysis and recommendations based on

Leybourne, S., & Sainter, P., (Chapter 1, 2012), 'Advancing Project Management: Authenticating the Shift From Process to 'Nuanced' Project-Based Management in the Ambidextrous Organization', Project Management Journal, pg. 5, Business Source Premier.

Prominent organizations across sectors have been steadily embracing project management as a way to control spending and improving project success. Under economic crisis, executives of various organizations have discovered that adhering to project management strategies have reduced risks, cut costs and improved success rates. Companies are also discovering that as their PM strategies matures, the business values derived from it also increases. So ultimately to increase these business values, executives at many global organizations are creating formal project management offices as well. This also gives