The Communication System Project Teams : Problems Of Transfer Knowledge And Information For The Management Of It Projects

Gourova (2010) shows that this strategy is closely focused on connecting project participants and the direct communication of shared knowledge among project members. It is highly related to knowledge transfer that relates to people to people approach. The analytically and creative advice could be obtained through this strategy. Karsten (2013) states that tacit knowledge plays a significant role in this strategy. The goal is to encouraging project members to share an individual idea, knowledge and experience. Moreover, to stimulate creating of project knowledge within the organizational community.

This case study was originally prepared as part of Project Management Applications, the capstone course of the Master of Science in Project Management in the Department of Management Science at The George Washington University, by the graduating students listed

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

* Write clearly and concisely about issues in IT project management using proper writing mechanics and technical style conventions.

* Write clearly and concisely about issues in IT project management using proper writing mechanics and technical style conventions.

This paper was prepared for Fundamentals of Project Management, Module 2 Check Your Understanding taught by Dr. Levern Eady.

Chapter one will introduce the project proposal by giving a small description of the project, stating the project problems and identifying the solutions to the problem. Chapter two will identify the background behind the project problem by identifying the problem history, the relevance of the problem, the occurrence and reasons behind the particular problem, whether the problem has been solved and what has been achieved, whether the problems has solutions that solve it or similar systems that do not have the said problem and finally, the possible improvements that can be done to solve the problem. Chapter three will summarize what the intended project proposal achievement. Chapter four will look at the elements and scope of the project by breaking it down into the procedure required to actualize the project and the required tools of engagement. This chapter will also discuss the challenges and issues to be faced during implementation of the project such as the type of skills and equipment needed. The deliverables will also be discussed such as the project report, prototype, program and model describing the products of the project in detail. This chapter will emphasize the intended contributions of the project, timeline and budget. Finally, the last chapter that is chapter five will discuss the conclusion summary of the entire project

During this process, Project Smile will identify quality requirements for the project and its deliverables and documenting how the project will demonstrate compliance with relevant quality requirements. It helps to provide guidance and direction on how quality will be managed and validated throughout the project.

Project Quality Management – identifying and following quality requirements, and audit the results to ensure quality control measurements to provide a quality product/service.

Measurements from the project using which we decide if the project is a success are termed as Project Success Criteria. Looking at this definition, it is clear that project success criteria’s are dependent variables that can generally not be influenced directly by the project team. So, these act as mere guidelines or milestones for the project teams to achieve.

The purpose of this paper is to recommend that Project Management is a concept that focuses on the dynamic characteristics of a multi-facetted organization. In such a changing situation, effective communication is a characteristic that should be stressed and becomes the most important tool for the project manager and team members.

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.

This book assumes that your project has already been selected, and that a Project Charter has been produced. A Project Charter is generally a document that provides a short

In today’s day and age incredible advances have occurred in the systematic division of roles and responsibilities among which individuals are liable and traceable for their every move, these however can be transferred from one position to another, often towards the more senior positions. Todays project teams are executing projects remotely across different countries parallel with the advance of communication channels such as email and video conferencing. The saying’s go, a ship with two captains cannot stay a float, an army without a commander is lost. Although, these are classical metaphors, projects have recognised more than ever the importance of both the project manager and the team surrounding them, particularly complicated projects. The structure of the team will impact the way the project is executed on many levels, including efficiency, economy and ultimately success or failure. In any case, the project manager’s role is to lead the team.

Presently, knowledge is being recognized as one of the significant assets for Information Technology (IT) organizations particularly, project knowledge. The Organization will lose project knowledge when a key employee leaves during project or after a project. This problem leads IT organization to develop effective solutions for capturing, transferring and disseminating individual employee’s knowledge (Suresh and Egbu, 2012). Projects are defined as temporary operation, non-routine endeavors limited by scope of time, cost, quality and resources. It is undertaken to create a unique result in order to design to meets business case (PMBOK, 2013). So, during the project timeframe new knowledge will be produced, including technical knowledge and project knowledge. According to Hanisch et al. (2009), knowledge comes from learning processes that are processed and developed individually in human brain. It refers to the set of experiences, skills, circumstantial information, and methodologies that are applied to deal with problems. Project knowledge is referred to knowledge within and about project. It describes an overview landscape of a project (Frey et al., 2009). In a project-based environment, knowledge is embedded in the scope definition, project documents, final report, conferencing documents and procedure of controls,