Methods And Methods Of The Project Management

These four management tools will be used to collaborate and organize key information from PMBOK, the information will then be directly compared to facts collected in the Federation Square project case study to decipher where the project went wrong and learn from management’s mistakes.

‘Project management is the application of knowledge, skills, tools and techniques to project activities to meet the project requirements’ (Project Management Institute, 2009, p12). Once a project has been approved a project manager is assigned to the project, and ‘is expected to integrate all aspects of the project, ensure that the proper knowledge and resources are available when they are needed, and ensure that the results are produced in a timely, cost-effective manner’ (Meredith and Mantel, 2010, p5). In order to allow this to happen there are several key aspects of a project which need to be carefully thought out and controlled.

Monitoring Tools There are many monitoring tools for projects but one of the most common is a Gantt chart as displayed within this assessment, other tools include Project Critical Path Analysis and Brainstorming. PMBOK is a guide that sets a standard terminology and guideline for project management. It explains the processes and steps that overlap and interact

Boyde, J. (2012). A down-to-earth guide to SDLC project management: getting your system development life cycle project successfully accross the line using PMBOK-- in an adaptive way. S.l.: CreateSpace Independent Pub. Platform].

In current scenario mainly the following types of models are in use to select project which will fit to the organization strategy

Accorfding to the simplilearn website, Chandana mentions that "PRINCE2 is a business approach that suggests a structure to be followed while managing projects towards effective results" (Chandana). That quote means that the method is used

The cases implied a Project Management application, so the comparative analysis for both companies will adopt the seven processes in Prince2 (OGC, 2005) and key learning from Tangonet simulation.

Out of this project management systems RIBA and PMBOK are two systems which are widely

In the second topic, is how to make a good control over the processes throughout the project, here we mainly have 2 models with which we can support, the first is the PDCA model, PDCA means Plan Do Check Act approach, another model what is the SIPOC Means supplier-input-process-output-customer which works with flows from the supplier in the project to the customer.

PRINCE2® (Projects in Controlled Environments), is a widely used project management methodology that navigates you through all the essentials for running a successful project. It provides project managers with a practical roadmap from conception to close.

PRINCE2 is an organized way to deal with project administration. It gives a strategy to overseeing projects inside of a plainly characterized system. PRINCE2 define methods to facilitate individuals and exercises in an project, how to outline and direct the task, and what to do if the project must be adjusted that it doesn't create as arranged. In the strategy every procedure is determined with its key inputs and outputs and with particular objectives and exercises to be completed.

The concept of prince2 is to control environments of project. It is a venture approach system that offers a methodology with a basic structure to run ventures adequately. It covers the association and administration of tasks.

According to A Guide to the Project Management Body of knowledge (PMBOK Guide), Third Edition, “Project Management is the application of

Adaptive PMLC Model: Solution discovery is the focus of this model. It is also an APM model. Between the scoping process group and the closing process group, the adaptive PMLC model, consist of sequence of phases that are repeated in cycles, with a feedback loop after each cycle is completed. A cycle proceeds with based on an incomplete and a limited understanding of solution. The sequence is: Plan cycle> Launch cycle>Monitor & Control cycle > Close cycle > Next cycle. Planning is done here just in time, for there is no need of planning for the future using this model. It is useful for project oriented to new product development or improvement whose solution and requirements are partially known and several scope change request are expected from clients (Wysocki, 2009:404). The success of this model is based on learning and discovery while on the job. Continual documentation and constant flow of information to within all

1. A Guide to the Project Management Body of Knowledge; PMBOK Guide. 2008 Fourth edition. United States of America. Project Management Institute, Inc.