PROJECT MANAGEMENT Project Management



Table of Contents

1.Introduction3

1.1 Technical Dimension3

1.2.Project management4

2.Leadership5

2.1.Leadership and Projects6

2.2.Example7

3.Organisational Culture8

3.1.Organisational Culture and Projects9

3.2.Example10

4.Information Systems11

4.1.Information Systems and Projects12

4.2.Example13

5. Conclusion13

References15

Project Management

Introduction

The Project Management Institute (PMI) defines a project as any work that happens only once, has a clear beginning and end, and is intended to create a unique product or knowledge (Mango, 2008). A project may be as simple as organizing a one-day event or as complex as constructing a nuclear reactor. It may; involve only one person, or thousands; last several days, or many years; be undertaken by a single organization, or by an alliance of several stakeholders. Schwartz (2008) identifies four characteristics of a project; first, uniqueness. No two projects are exactly the same. Even if two projects have the same goals, many aspects can be different. Second, a project is temporary with a defined start date and end date. Third, a project is goal oriented: It revolves around the primary goal and considered done when the goal is achieved. Lastly, projects must meet or exceed stakeholders' expectations in order to survive.

1.1 Technical Dimension

It is said, the technical dimension represents the “science” of project management while the socio/cultural dimension represents the “art” of managing a project. To be successful, a program manager (PM) must be a master of both dimensions (Gray & Larson, 2008). The technical side of the management consists of the formal, disciplined, pure logic parts of the process and relying on formal information systems. The technical dimension includes planning, scheduling, and controlling projects. Clear project scope statements are written to link the project and customer and to facilitate planning and control. Creation of the deliverables and work structures facilitate planning and monitoring the progress of the project (Labitzke, n. d.).

1.2.Project management

Today's IT projects can encompass many different tasks. They can include anything from a memory upgrade of all computers in an organization, to a complete replacement of the computers, or a new wiring or rewiring of an office for networking capabilities. The following is a brief description of what might go into an IT project today and an idea for a project I have for Special Health Resources for Texas, Inc (SHRT).

A project is defined as a temporary endeavor undertaken to create a unique product, service, or result (Schwalbe, 2007). A project is not an unlimited process. Projects are constrained by the scope, time, and cost goals. I don't really have a project that I was privy to all of the information such as budget, time, etc. I was a worker bee for several projects, but never highly involved in them. Based on that, I will describe a project I am truly considering for the organization I work form.

The project I am considering for SHRT is a complete memory upgrade for all user computers from whatever they currently have to at least 1 gigabyte (GB), if not more. Some of the systems are fairly new, so might not need upgrades, but there are many that are at the bare minimum to run Windows ...