Organizations And Project Management Organizations

A projects success and project managements success must be differentiated, as a project managements success can be measured by performance against quality, time and cost however a projects success can be measured by the overall projects objectives (Cooke-Davies 2002). The key criteria of a project discussed above is what the project management team and organisation together have set for the projects objective, which are the desired outcomes of the project from various aspects and stakeholders of an organisation. The following can be a standard for an organisation to follow to lessen the chance of project failure. Management must be engaged in the project and ready to support the needs of the project as top management have the resources, authority and power for implementation and as such can contribute and improve the project along the way. The project has clearly defined goals and directions with detailed specifications of the implementation process, client consultation with back and forth communication during the entire process and finally how the project is executed. Stakeholders also should agree upon success criteria of a project to ensure each stakeholders needs are met (Davis. K 2013).

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

With the exceptional growth in technology, the present day projects are often large and complex involving a significant risk. So, a Project Management Methodology enables the delivery organization to handle these projects comprehensively, systematically and in an integrated manner, which results in strategic, tactical and operational benefits.

Executive Summary Project management is the science of planning, organizing, executing, and managing the resources needed to achieve a specific goal. Effective project managers (PM) strategically facilitate the entire project management process to ensure the project’s success. To do this the PM must adequately meet the specific requirements (i.e., time, scope, quality, and cost) set forth by the project and its stakeholders. It is theorized that PM must possess a set of core competencies in order to successfully manage a project. Those competencies are development of project management knowledge areas, application of appropriate project management tools and techniques, understanding of the project

According to the simulation, “All projects that an organization undertakes are linked to the organization’s strategic plan. This entails the development of a process by which projects are selected based on their relevance to the strategic plan” (Wideman, 1999). This of course is much easier said then done. However after completing the first step of the project by insuring that the project is necessary and pertains to the organizational mission

Larson, E.W. and Gray, C.F. (2012, p. 214). Project Management: The Managerial Process, 5th Ed. McGraw-Hill Learning Solutions. Boston, MA.

Using project management offers a business a way for dealing with considerably lowered phase times. With businesses operating internationally projects that can have an effect on the company as a whole are not easy to manage without a proper line of attack. For this, project management would help cross functional teams to be more successful.

This paper seeks to explain the Project Portfolio Management (PPM), the reasoning behind it as a set of processes and methodologies and how these build a group of singular projects into a stack or tier that can be holistically graded, how these processes can drive IT to become closely modelled on and aligned with business strategy. It seeks to point out successful methodologies for PPM implementation and some of the issues that can arise.

Projects have been part of human society. Since historical existence of the human society, people have always joined efforts to execute various initiatives. Projects draw a number of people who in turn oversee specific duties or aspects to achieve certain objectives. However, projects are complex, a factor that calls for proper leadership and collaboration. Failure to have effective leadership and management may occasion project failure (Turner, 2014).  In essence, most projects are defined by systems and departments that are overseen by specific individual or entities. The aim of structuring projects along various lines or specialties is to enhance success rates. In light of this, this paper reviews, evaluates and critically

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)

A Project Portfolio Management (PPM) methodology will be established. The purpose of the PPM is to assure approved projects are aligned with the company strategic goals and priorities. This methodology will provide information that enables better business decisions. Figure 1 shows a conceptual project scoring matrix that may be used to measure projects against specific criteria. Projects that are approved will be tracked to assure the business case comes home and the forecasted return on investment is realized.

In order to achieve their business objective, project management and the used methodology are key factor which will be responsible for the success or failure of this project.

The purpose of this section is to describe a project based organization and compare it to other basic organization types: functional and matrix organizations. Many companies will not perfectly fit either of these definitions. Yet in most cases one will be able to identify the basic organization type that most closely matches a company’s structure.

In this way, an organization’s strategic plan becomes the primary factor guiding investments in projects. At the same time, projects provide feedback to programs and portfolios by means of status reports, lessons learned, and change requests that may help to identify impacts to other projects, programs, or portfolios. The needs of the projects, including the resource needs, are rolled up and communicated back to the portfolio level, which in turn sets the direction for organizational planning.

Project management can be regarded as a strategic competency for an organization and can significally improve the organizations future competiveness (Rodriguez, 2005). Moreover, general management skills provide a foundation for project management; however, whereas general management is ongoing and repetitive, project management is primarily concerned with the introduction and management of change and requires substantially different competencies (Birkead et al., 2000). Van der Merwe & Bussin (2006), state that project management is the process of managing, allocating, and timing resources in order to achieve a given objective in an expedited manner. Consecutively, it could be defined as the process of achieving objectives by using the combined capabilities of project resources or assets.