Project Management

Abstract

This research paper is about project management and how do managers often make their projects. This includes controlling activities, making a proper project including the cycle schedules and how shall the activities must be carried out while completing a project. Proper planning, team management, CPM and benchmarking make a project successful and bring profits to the organization.

Table of Contents

Abstractii

Introduction1

Discussion1

Managing projects1

Managerial control2

Team management3

Decision making authorities4

The role of the organization in project completion and successful outcomes5

Tools of project management6

Project management control techniques7

Usage of technology7

Benchmarking the current project with comparable outputs8

Earned Value Analysis8

Quality assurance and quality function deployment9

Conclusion9

References11



Project Management

Introduction

Control is a very important function and element of management. It simplifies the achievement of the objectives and goals of the organization. Managers of the technology-intensive organizations use controls to carry out their strategic goals and objectives in the middle of the rapidly changing technology, scarcity of resources, globalization, increasing regulations, end-date driven schedules, commotions and risk (www.credoreference.com). This paper revolves around project management and how do project schedules are made for successful project outcomes involving control over activities, project planning, team management and work scheduling.

Discussion

Managing projects

The responsibility for arranging and optimizing the efficient use of technology, systems, the human, the financial resources, and the environment in which the task is being performed is also on the shoulders of the Managers. According to the recent research conducted, the large firms and corporations as well as those Small and Medium Enterprises that uses technology to influence the outcome of their work have comparatively better likelihood of achieving success when the work is administered in projects. Nevertheless, the projects can fail easily if they are not properly controlled. Planned and managed (www.credoreference.com). Among the many reasons behind this failure the few most important to mention are: multi-nodality, in which the manager usually only focuses on core areas to the disadvantage of distancing areas in spatially distributed corporations; it also consists of organizational slack, in which the lack or shortage of resources in any particular part affects the overall functioning and performance of the project; lack or shortage of top-down as well as bottom-up intrusions; uncertain project plans; incompetent management of change; unclear and uncertain jobs and responsibilities; team or group members burnout; and most important of all, poor organizational culture (www.credoreference.com).

Therefore, the management of technology-intensive work calls for the projects to be managed in a formal manner under a PM structure which must consist of a PM Plan, PM techniques and tools, project organization and the control, measurement and monitoring of performance (www.credoreference.com). As the team members represent the other vital dimension of project management, the managers of the project must have the capability to motivate, organize, lead, and control the individual as well as the collective knowledge, skill and experience of their human resources (www.credoreference.com).

Managerial control

The managerial control is generally accomplished and achieved through a proper and organized project management plan, measurement of the performance, the ability to take corrective steps and action, and the feedback of the results of the performance and also ...