What is the best tool use in expert judgment?
But first let us define expert judgment and I will try to excerpt it from the report and presentation of my classmates in our Project Management class. Expert judgment is an approach for soliciting informed opinions from individuals with particular expertise. This approach is used to obtain a rapid assessment of the state of knowledge about a particular aspect of climate change. It is frequently used in a panel format, aggregating opinions to cover a broad range of issues regarding a topic. Expert judgment is frequently used to produce position papers on issues requiring policy responses and is integral to most other decision-making tools. This approach is most useful either in conjunction with a full research study or when there is insufficient time to undertake a full study. It is important to be aware, however, of the subjective nature of expert judgment and the need to select a representative sample of experts to cover the full spectrum of opinion on an issue. It is easy to apply but it requires knowledge of policy issues and available experts. More training may be required to assemble an expert panel, formulate questionnaires, and interpret and aggregate expert opinions.
The best is the 'Delphi technique' is a commonly used tool to secure expert judgment while initiating a project. 'Peer review' is a project selection tool, 'Expected value' is a method quantitative risk analysis, and 'WBS' is a project-planning tool. The Delphi method was developed at the RAND corporation in the early 1950s as a spin-off of an Air Force-sponsored research project, “Project Delphi”. The original project was designed to anticipate an optimal targeting of U.S. industries by a hypothetical Soviet strategic planner. In the middle 1960s and early 1970s the Delphi method found a wide variety of applications, and by 1974 the number of Delphi studies has exceeded 10,000 [Linstone & Turoff, 1975]. The Delphi method has undergone substantial evolution and diversification. The method was developed by mathematicians and engineers, and enjoyed considerable popularity among research managers, policy analysts, and corporate planners in the late 1960s early 1970s. By the middle of 1970s psychometricians, people trained in conducting controlled experiments with humans, began taking serious look at the Delphi methods and results. According to Cooke [Cooke, 1991], the most significant study in this regard is Sackman’s Delphi Critique (1975). As a result the whole question of evaluating expert opinion and developing methodological guidelines for its use has moved into the foreground. The Delphi exercises seem to have disappeared, and play almost no role in contemporary discussions of expert opinion.
I will list the methodologies under this technique:
- CTN-UPM,
- FEJ-GRS,
- KEEJAM,
- NNC,
- NUREG-1150,
- STUK-VTT,
- SEJ-TUD.
- LCM
- PMDA-PIRT
- RIPBR
- TRIZ-AFD
CTN-UPM [Cojazzi & Fogli, 2000]
This method was developed in 1997 by the Department of nuclear engineering, University of Polytechnics of Madrid, Spain. It was developed and adapted on the basis of the NUREG-1150 method, although there exists a very important difference between them regarding the way to aggregate experts evaluations. The CTN protocol has been developed to get estimates of subjective probabilities for unknown parameters and uncertain events. It consists of nine steps executed sequentially.
FEJ-GRS [Cojazzi & Fogli, 2000]
This method was developed in 1985 by GRS, Germany. The method has been developed to quantify the state of knowledge in elements of a breakdown of the question and to propagate it through this breakdown to arrive at a quantitative uncertainty statement for the answer. The method aggregates the judgements at lower levels and propagates them through the breakdown to arrive at a quantitative expression of the resulting state of knowledge at the model output level.
KEEJAM [Cojazzi & al, 1996], [Cojazzi & al, 1997], [Cojazzi & al, 1998], [Cojazzi & Fogli, 2000]
This method was developed in 1997 at JRC-ISIS in collaboration with the University of Brescia and the University of Bologna, Italy. Knowledge based method : the method employs Knowledge Engineering techniques, and includes explicit modelling of the knowledge and problem solving procedure of the domain expert. The approach provides structured and disciplined support to the knowledge engineer in eliciting the knowledge and reasoning strategies of the experts, building consistent knowledge models, and applying these models to the solution of the expert judgement task.
NNC [Cojazzi & Fogli, 2000]
This method was developed in 1996. It is based on the quality principles and procedures in the NNC Quality Procedures and Engineering Manual, U.K.. NNC is a Quality based method : based on quality assurance methods of the sources of information and of the problem solving processes, this approach is based on individual estimates. It involves a multi-disciplinary team, defined as a set of individuals with different but complementary skills. As there is no rigorous formal elicitation process, the NNC approach may be called informal expert judgement.
NUREG-1150 [Keeney & al, 1991], [Cojazzi & Fogli, 2000]
This method was developed in 1987-1990 by US-NRC (Nuclear Regulatory Commission), USA. Highly structured, this approach includes training of the experts, review of discussions, individual elicitations, composition and aggregation of the opinions and review by experts. In the NUREG-1150 approach, the domain experts write reports on the issue and their final estimates are elicited individually after expert’s discussions, then averaged on an equal weight basis.
STUK-VTT [Pulkkinen & Holmberg, 1997], [Simola & Virolainen, 2000], [Cojazzi & Fogli, 2000]
This method was developed in 1997 by VTT Automation, STUK, Finland. The method is a simplification of NUREG-1150. It was originally intended for use in various kinds of quantitative risk and reliability assessments, and in engineering and economical analyses, where remarkable uncertainties are present. The use of belief networks allows an adaptation of the elicitation efforts according to the available resources. The method is based on probabilistic representation of uncertainties. The predictions obtained from experts are expressed as probability distributions. The combination of these assessments is based on hierarchical Bayes models (belief networks). Due to this property, it is also possible to deal with experts who are not familiar with the concepts of probability. Although, there are no restrictions as to the applicability of the method, it is at its best when applied to generate predictions to quantitative parameters.
SEJ-TUD [Cooke & Goossens,1996] , [Cooke & Goossens, 2000]
This procedure guide for structured expert judgement was developed in 2000 by Delft University of Technology, The Netherlands. This is a European Guide for Expert Judgement in Uncertainty Analysis. It deals with procedures to perform an expert judgement study with the aim of achieving uncertainty distributions for an uncertainty analysis. In that field of application, the methods developed at the Delft University of Technology have benefited from experience gained with expert judgement in the US with the NUREG-1150 method. The procedure guide represents a mix of these developments.
LCM [Sliter & al, 2000], [Sliter & al, 2001], [Sliter & Gregor, 2001], [Sliter, 2003]
This method was developed by EPRI, USA as part of the Life Cycle Management/Nuclear Asset Management studies. In order to guarantee long-term equipment reliability risk in nuclear power plants, LCM helps managing ageing degradation and obsolescence of important systems, structures and components. It gives an optimal solution for life cycle management based on an economical comparison between the different possible solutions.
PMDA-PIRT: Proactive Materials Degradation Assessment - Phenomena Identification and Ranking Table [NRC, 2004a], [NRC, 2004b]
This is a method in the course of development since 2003 by the US-NRC (Nuclear Regulatory Commission). It is a method for anticipating degradation mechanisms related to equipment aging in nuclear plants.
The objectives of the method are to:
- identify and rank the degradation mechanisms likely to affect critical plant equipment,
- evaluate the efficiency of periodic inspections or implement new procedures for corrective maintenance or replacement,
- and enable improved understanding of observed, but also potential degradation mechanisms.
RIPBR, Risk-Informed, Performance-Based Regulation [Golay, 2000]
RIPBR was developed at the Department of Nuclear Engineering, MIT. It is an evolving alternative to the current prescriptive method of nuclear safety regulation. RIPBR is goals oriented while the prescriptive method is means oriented. RIPBR is capable of justifying simultaneous safety and economic nuclear power improvements. It includes the formulation of probabilities through expert elicitation and the review of risk-informed, performance-based engineering analyses used to evaluate proposed changes to existing technical specifications.
TRIZ-AFD [Kaplan & al, 1999], [Guarnieri & Haïk, 2002]
This method was developed in 1997 by KAPLAN. S. & al, USA. Il allows identification and analyses of failures based on the TRIZ method. AFD ( Anticipatory Failure Determination) was recently developed in the United States. AFD consists of two tools: AFD 1 and AFD 2. AFD 1 is used to analyse failure causes. AFD 2 completes AFD1 with a number of steps for failure anticipation.
http://www.google.com/url?sa=t&source=web&cd=13&ved=0CBsQFjACOAo&url=http%3A%2F%2Fwww.knowledgeboard.com%2Fdownload%2F2471%2FState-of-the-art-on-expert-judgement-methods.doc&rct=j&q=best%20tool%20in%20expert%20judgment%3F&ei=flERTfOPAcTzcfHM9b4K&usg=AFQjCNE3t98NKTXSGzRI5KdrgxPjMZvpZQ&cad=rja
http://unfccc.int/files/adaptation/methodologies_for/vulnerability_and_adaptation/application/pdf/expert_judgment.pdf
Tuesday, December 28, 2010
Tuesday, December 21, 2010
Project vs. Another Work
How is a project different to any other work?
A project differs much to any other work because a project has to define the scope, the first and most important, step in any project is defining the scope of the project. What is it you are supposed to accomplish by managing this project? What is the project objective? Equally important is defining what is not included in the scope of your project. If you don't get enough definition from your boss, clarify the scope yourself and send it back upstairs for confirmation. A project has to determine the available resources… What people, equipment, and money will you have available to you to achieve the project objectives? As a project manager, you usually will not have direct control of these resources, but will have to manage them through matrix management. Find out how easy or difficult that will be to do. A project has to check the timeline, when does the project have to be completed? As you develop your project plan you may have some flexibility in how you use time during the project, but deadlines usually are fixed. If you decide to use overtime hours to meet the schedule, you must weigh that against the limitations of your budget. A project to assemble your project team… Get the people on your team together and start a dialog. They are the technical experts. That's why their functional supervisor assigned them to the project. Your job is to manage the team. A project has to list the big steps… What are the major pieces of the project? If you don't know, start by asking your team. It is a good idea to list the steps in chronological order but don't obsess about it; you can always change the order later. A project has to list the smaller steps… List the smaller steps in each of the larger steps. Again, it usually helps you remember all the steps if you list them in chronological order. How many levels deep you go of more and more detailed steps depends on the size and complexity of your project. A project has to develop a preliminary plan… Assemble all your steps into a plan. What happens first? What is the next step? Which steps can go on at the same time with different resources? Who is going to do each step? How long will it take? There are many excellent software packages available that can automate a lot of this detail for you. Ask others in similar positions what they use. A project has to create a baseline plan…
Get feedback on your preliminary plan from your team and from any other stakeholders. Adjust your timelines and work schedules to fit the project into the available time. Make any necessary adjustments to the preliminary plan to produce a baseline plan. A project has to request project adjustments… There is almost never enough time, money or talent assigned to a project. Your job is to do more with the limited resources than people expect. However, there are often limits placed on a project that are simply unrealistic. You need to make your case and present it to your boss and request these unrealistic limits be changed. Ask for the changes at the beginning of the project. Don't wait until it's in trouble to ask for the changes you need. In a project you should to work your plan, but don't die for it… Making the plan is important, but the plan can be changed. You have a plan for driving to work every morning. If one intersection is blocked by an accident, you change your plan and go a different way. Do the same with your project plans. Change them as needed, but always keep the scope and resources in mind. In a project you should monitor your team's progress… You will make little progress at the beginning of the project, but start then to monitor what everyone is doing anyway. That will make it easier to catch issues before they become problems. A project has to document everything… Keep records. Every time you change from your baseline plan, write down what the change was and why it was necessary. Every time a new requirement is added to the project write down where the requirement came from and how the timeline or budget was adjusted because of it. You can't remember everything, so write them down so you'll be able to look them up at the end-of-project review and learn from them. In a project you as the project manger should keep everyone informed… Keep all the project stakeholders informed of progress all along. Let them know of your success as you complete each milestone, but also inform them of problems as soon as they come up. Also keep you team informed. If changes are being considered, tell the team about them as far ahead as you can. Make sure everyone on the team is aware of what everyone else is doing.
First, what is a project? According to Project Management Institute (PMI) Project Management Body of Knowledge (PMBOK), a project is a "temporary endeavor undertaken to create a unique product, service, or result." Let's take a moment and explore "temporary" to gain a perspective on when an endeavor is a project and when it is not. According to dictionary.com, temporary means "lasting, existing, serving, or effective for a time only; not permanent." But any other work may have!!!
A project has major processes and according to PMI's PMBOK, there are nine project management knowledge areas that organize a project and this are Project Integration Management - project charter, scope, plan, manage execution, monitor and control, change control. Project Scope Control - describes all the work that should be included and no more. Project Time Management - timely completion of the project. Project Cost Management - budgeting, estimating, and controlling costs. Project Human Resources Management - organize and manage the team. Project Quality Management - ensures you are fulfilling the project objectives. Project Communications Management - disseminating project information. Project Risk Management - risk identification, mitigation, and contingency. Project Procurement Management - acquiring project materials.
Is Project Management relevant to me?
Eric’s answer is Yes! Yes! Yes! Because Project management has emerged as a crucial factor that determines the success of a project. Since then I was incorporated the idea of project management in the success of a project. Project Management as far as I am concerned involves various management approaches. The most basic analysis of the project is called as the initiation stage of a project. After this stage, designing or planning is done to streamline the task and make a flexible strategy to complete the task. Then the execution phase takes the center stage, and in this phase, the project is practically tackled with all its pros and cons. The monitoring and controlling of the project is done with the execution stage to check the possible threats and keep an eye on the performance of the team. Once the project is about to finish, it goes into the closing phase, where all the activities are finalized. Some of the prime advantages of having a good project management team for a project are as follows. It has to be in excellent product quality. Consumers generally look for low cost and high quality, while purchasing a product. Maintaining a high standard of excellence in developing quality products earns the company goodwill amongst its customers. How can a project management team help in improving the quality of a product? The project management plans the allocated budget, resources and testing methods that keep the pace of production high, both qualitatively and quantitatively. The project management team can also undertake training programs that enhance the quality of the products. It has to be in Adequate communication. Improper communication among employees can lead to misunderstandings and negatively impact the performance of the firm. A project manager can be a bridge among the diversified branches of project undertaking. And why only employees? Stakeholders also form a part of the company. They prefer investing in those companies that deliver projects on time and keep them informed about updates and progress of the projects. If a client is satisfied with the performance of the firm, it is likely that it will return with much bigger projects, not to mention huge investments. A project leader can hold meetings on a daily, weekly or monthly basis and can make sure that everyone is aware about the project plan and his/her responsibilities, both as an individual and as a team. With the help of human resource management department, project managers can be more effective in communicating the expectations of the clients. It has to be in reducing the risks and has to be in Strategic objectives and goals. And the best examples that I can give is like in our previous projects in Programming, IT fundamentals, Networking, System and Design and other subjects where some projects where did not been complied before time and some my classmates had been INC and the worst was failed.
http://www.unicon.net/node/811
http://management.about.com/od/projectmanagement/ht/ProjMgtSteps.htm
http://www.buzzle.com/articles/why-is-project-management-important.html
A project differs much to any other work because a project has to define the scope, the first and most important, step in any project is defining the scope of the project. What is it you are supposed to accomplish by managing this project? What is the project objective? Equally important is defining what is not included in the scope of your project. If you don't get enough definition from your boss, clarify the scope yourself and send it back upstairs for confirmation. A project has to determine the available resources… What people, equipment, and money will you have available to you to achieve the project objectives? As a project manager, you usually will not have direct control of these resources, but will have to manage them through matrix management. Find out how easy or difficult that will be to do. A project has to check the timeline, when does the project have to be completed? As you develop your project plan you may have some flexibility in how you use time during the project, but deadlines usually are fixed. If you decide to use overtime hours to meet the schedule, you must weigh that against the limitations of your budget. A project to assemble your project team… Get the people on your team together and start a dialog. They are the technical experts. That's why their functional supervisor assigned them to the project. Your job is to manage the team. A project has to list the big steps… What are the major pieces of the project? If you don't know, start by asking your team. It is a good idea to list the steps in chronological order but don't obsess about it; you can always change the order later. A project has to list the smaller steps… List the smaller steps in each of the larger steps. Again, it usually helps you remember all the steps if you list them in chronological order. How many levels deep you go of more and more detailed steps depends on the size and complexity of your project. A project has to develop a preliminary plan… Assemble all your steps into a plan. What happens first? What is the next step? Which steps can go on at the same time with different resources? Who is going to do each step? How long will it take? There are many excellent software packages available that can automate a lot of this detail for you. Ask others in similar positions what they use. A project has to create a baseline plan…
Get feedback on your preliminary plan from your team and from any other stakeholders. Adjust your timelines and work schedules to fit the project into the available time. Make any necessary adjustments to the preliminary plan to produce a baseline plan. A project has to request project adjustments… There is almost never enough time, money or talent assigned to a project. Your job is to do more with the limited resources than people expect. However, there are often limits placed on a project that are simply unrealistic. You need to make your case and present it to your boss and request these unrealistic limits be changed. Ask for the changes at the beginning of the project. Don't wait until it's in trouble to ask for the changes you need. In a project you should to work your plan, but don't die for it… Making the plan is important, but the plan can be changed. You have a plan for driving to work every morning. If one intersection is blocked by an accident, you change your plan and go a different way. Do the same with your project plans. Change them as needed, but always keep the scope and resources in mind. In a project you should monitor your team's progress… You will make little progress at the beginning of the project, but start then to monitor what everyone is doing anyway. That will make it easier to catch issues before they become problems. A project has to document everything… Keep records. Every time you change from your baseline plan, write down what the change was and why it was necessary. Every time a new requirement is added to the project write down where the requirement came from and how the timeline or budget was adjusted because of it. You can't remember everything, so write them down so you'll be able to look them up at the end-of-project review and learn from them. In a project you as the project manger should keep everyone informed… Keep all the project stakeholders informed of progress all along. Let them know of your success as you complete each milestone, but also inform them of problems as soon as they come up. Also keep you team informed. If changes are being considered, tell the team about them as far ahead as you can. Make sure everyone on the team is aware of what everyone else is doing.
First, what is a project? According to Project Management Institute (PMI) Project Management Body of Knowledge (PMBOK), a project is a "temporary endeavor undertaken to create a unique product, service, or result." Let's take a moment and explore "temporary" to gain a perspective on when an endeavor is a project and when it is not. According to dictionary.com, temporary means "lasting, existing, serving, or effective for a time only; not permanent." But any other work may have!!!
A project has major processes and according to PMI's PMBOK, there are nine project management knowledge areas that organize a project and this are Project Integration Management - project charter, scope, plan, manage execution, monitor and control, change control. Project Scope Control - describes all the work that should be included and no more. Project Time Management - timely completion of the project. Project Cost Management - budgeting, estimating, and controlling costs. Project Human Resources Management - organize and manage the team. Project Quality Management - ensures you are fulfilling the project objectives. Project Communications Management - disseminating project information. Project Risk Management - risk identification, mitigation, and contingency. Project Procurement Management - acquiring project materials.
Is Project Management relevant to me?
Eric’s answer is Yes! Yes! Yes! Because Project management has emerged as a crucial factor that determines the success of a project. Since then I was incorporated the idea of project management in the success of a project. Project Management as far as I am concerned involves various management approaches. The most basic analysis of the project is called as the initiation stage of a project. After this stage, designing or planning is done to streamline the task and make a flexible strategy to complete the task. Then the execution phase takes the center stage, and in this phase, the project is practically tackled with all its pros and cons. The monitoring and controlling of the project is done with the execution stage to check the possible threats and keep an eye on the performance of the team. Once the project is about to finish, it goes into the closing phase, where all the activities are finalized. Some of the prime advantages of having a good project management team for a project are as follows. It has to be in excellent product quality. Consumers generally look for low cost and high quality, while purchasing a product. Maintaining a high standard of excellence in developing quality products earns the company goodwill amongst its customers. How can a project management team help in improving the quality of a product? The project management plans the allocated budget, resources and testing methods that keep the pace of production high, both qualitatively and quantitatively. The project management team can also undertake training programs that enhance the quality of the products. It has to be in Adequate communication. Improper communication among employees can lead to misunderstandings and negatively impact the performance of the firm. A project manager can be a bridge among the diversified branches of project undertaking. And why only employees? Stakeholders also form a part of the company. They prefer investing in those companies that deliver projects on time and keep them informed about updates and progress of the projects. If a client is satisfied with the performance of the firm, it is likely that it will return with much bigger projects, not to mention huge investments. A project leader can hold meetings on a daily, weekly or monthly basis and can make sure that everyone is aware about the project plan and his/her responsibilities, both as an individual and as a team. With the help of human resource management department, project managers can be more effective in communicating the expectations of the clients. It has to be in reducing the risks and has to be in Strategic objectives and goals. And the best examples that I can give is like in our previous projects in Programming, IT fundamentals, Networking, System and Design and other subjects where some projects where did not been complied before time and some my classmates had been INC and the worst was failed.
http://www.unicon.net/node/811
http://management.about.com/od/projectmanagement/ht/ProjMgtSteps.htm
http://www.buzzle.com/articles/why-is-project-management-important.html
Thursday, December 16, 2010
Implementing change on projects
Implementing change in a project is difficult, and little practical guidance is available to assist small projects.
Several theoretical frameworks informed the purpose of this study designed to put in plain words the complex phenomena of implementing change in every practice whether it be in Technology, Industrial or Agriculture. Although change occurs continuously in the world and in our daily lives it is rarely implemented that way in organizations but rather as a series of steps, it is known as a ladder of change.
An innovative part of the pack of legislation, market imperatives. And project management initiatives and new technology create projects that need to be managed, often crossways departmental or corrective lines. Project Management is a methodology and a discipline which can bring important benefits to the individuals, group or organizations. By applying project management methodology, it will assure every project to success and way for more possibilities. Project Management methodology will ensure the limited resources are used on the right projects and efficiently. Project Management methodology will harness the energy of the workforce in achieving favorable change. Project Management methodology will manage compound changes in an organized way. Project Management methodology will assess risks, defining goals and implementing key success in project areas and setting quality objectives. However, all organization has limited resources and, for that reason, a limit to the number of projects it can start and control. Near enough too many projects through a resource limited organization causes gridlock and stress. Managing the project portfolio efficiently is a fundamental principle of good project management and as it will implement change.
For the reason that for the most part every project involves new ideas and learning yet a project to put up houses or flats may involve new materials or unusual soil conditions or there may be new initiative for tenant selection or co-ownership schemes project management has evolved a discipline to manage the new and unusual. But with the help of Project Management the above concerns will be addressed because its objective is to define the project, reduce it to a set of manageable tasks, obtain appropriate and necessary resources, build a team or teams to perform the project work, plan the work and allocate the resources to the tasks, monitor and control the work, report progress to senior management and/or the project sponsor, close down the project when completed, review it to ensure the lessons are learnt and widely understood.
If a project has a beginning and an end, what is its life cycle and how is it managed must be considered. To be successful and workable project methodologies should be suitable to the task and the organization. For simple projects in a small organization, agreed milestones, a few checklists and an important person to maneuver the project are all that are required. And for complex projects in a large organization a more structured approach is needed, to set up and support the project, keep an eye on and guides its progress, solve its problems, bring the end product or gain and close the project down. In order to be aware of the methodology we need to look at the project life cycle and the most common is waterfall which was given to us by Dr. Randy Gamboa but as we had our System and Design we used the FAST framework in completing a project. The detailed life cycle will be reliant upon the dimension and nature of organization and the dimension and nature of the project. On the other hand, in outline they all have very similar elements.
A typical methodology would involve a number of stages and activities which occur at different parts of the life cycle.
The primarily stage involves the project manager and sponsor in the preparation and endorsement of an outline project rationalization, plan and project budget. There is no reason why a project sponsor should not also be the project manager. A senior manager who has a strong business reason to drive the project will have the organizational right and clout with other senior managers and will over and over again make a first - rate project manager. The startup stage involves the choice and briefing of the project team and some conversation on the roles and organization. The feasibility or research stage will institute whether the project is possible and set up the risks and key success measures upon the project. Unless the organization undertakes research or new product development, feasibility often means ‘can this process or technology be cost effectively applied to the organization or department’, rather than is it generally feasible. It may include the identification of external resources such as specialist consultants or product and service providers who may wish to tender goods, software or services for the project.
The work will be undertaken by the team which may include external consultants and co-ordinate by the project manager. This team should consist of the key users or main beneficiaries of the beneficial change the project is delivering (hence the term ‘project deliverables’ or ‘products’. They may be line managers, supervisors or staff with particular skills. They must be the best people available and never those ‘who can be spared’ because they have difficult or awkward personalities. The object is to build a team that is better than the sum of the individuals. It is often the difficult people who consider and manage the detail. Their expertise and diligence should not be ignored but they are usually happier working in a solitary way or with likeminded individuals. Defining and planning the project in more detail by inscription and publishing a full definition of the project and determining a project plan. This work is undertaken by the team and co-ordinate by the project manager. Both should be communicated extensively to ensure maximum understanding of the project’s objectives by all staff who will be affected by the project. Now is the time to ensure their input to minimize surprises at a later stage.
The implementation stage involves the execution of the project as agreed, whilst carefully monitoring progress and managing changes. The team may need to be expanded at this stage to resource all the tasks. If so, it is essential they are fully briefed and feel ‘included’ as part of the team. When project management is not an integrated part of an organization’s culture it is a very good idea to undertake some team building events that allow the team to work together in a competitive but non-threatening environment. As people get used to forming and dissolving teams the need for and style of such team building events will be decided by the team. The close down stage involves the satisfactory delivery, the reasonable to the project ‘customer’ that is of the products or services that attain the beneficial gain. A project review should be held to learn the lessons. These should be formally documented and published the warts and all. There some had attended seminars in which very senior managers had disclosed the best and most horrible features of their for the most part the critical projects. They are always received with respect because people like to learn from the experience of others and bad experience is often more informative than good.
Nevertheless, implementing project management is the method of implementing change.
http://www.spottydog.u-net.com/guides/faq/faq.html
Several theoretical frameworks informed the purpose of this study designed to put in plain words the complex phenomena of implementing change in every practice whether it be in Technology, Industrial or Agriculture. Although change occurs continuously in the world and in our daily lives it is rarely implemented that way in organizations but rather as a series of steps, it is known as a ladder of change.
An innovative part of the pack of legislation, market imperatives. And project management initiatives and new technology create projects that need to be managed, often crossways departmental or corrective lines. Project Management is a methodology and a discipline which can bring important benefits to the individuals, group or organizations. By applying project management methodology, it will assure every project to success and way for more possibilities. Project Management methodology will ensure the limited resources are used on the right projects and efficiently. Project Management methodology will harness the energy of the workforce in achieving favorable change. Project Management methodology will manage compound changes in an organized way. Project Management methodology will assess risks, defining goals and implementing key success in project areas and setting quality objectives. However, all organization has limited resources and, for that reason, a limit to the number of projects it can start and control. Near enough too many projects through a resource limited organization causes gridlock and stress. Managing the project portfolio efficiently is a fundamental principle of good project management and as it will implement change.
For the reason that for the most part every project involves new ideas and learning yet a project to put up houses or flats may involve new materials or unusual soil conditions or there may be new initiative for tenant selection or co-ownership schemes project management has evolved a discipline to manage the new and unusual. But with the help of Project Management the above concerns will be addressed because its objective is to define the project, reduce it to a set of manageable tasks, obtain appropriate and necessary resources, build a team or teams to perform the project work, plan the work and allocate the resources to the tasks, monitor and control the work, report progress to senior management and/or the project sponsor, close down the project when completed, review it to ensure the lessons are learnt and widely understood.
If a project has a beginning and an end, what is its life cycle and how is it managed must be considered. To be successful and workable project methodologies should be suitable to the task and the organization. For simple projects in a small organization, agreed milestones, a few checklists and an important person to maneuver the project are all that are required. And for complex projects in a large organization a more structured approach is needed, to set up and support the project, keep an eye on and guides its progress, solve its problems, bring the end product or gain and close the project down. In order to be aware of the methodology we need to look at the project life cycle and the most common is waterfall which was given to us by Dr. Randy Gamboa but as we had our System and Design we used the FAST framework in completing a project. The detailed life cycle will be reliant upon the dimension and nature of organization and the dimension and nature of the project. On the other hand, in outline they all have very similar elements.
A typical methodology would involve a number of stages and activities which occur at different parts of the life cycle.
The primarily stage involves the project manager and sponsor in the preparation and endorsement of an outline project rationalization, plan and project budget. There is no reason why a project sponsor should not also be the project manager. A senior manager who has a strong business reason to drive the project will have the organizational right and clout with other senior managers and will over and over again make a first - rate project manager. The startup stage involves the choice and briefing of the project team and some conversation on the roles and organization. The feasibility or research stage will institute whether the project is possible and set up the risks and key success measures upon the project. Unless the organization undertakes research or new product development, feasibility often means ‘can this process or technology be cost effectively applied to the organization or department’, rather than is it generally feasible. It may include the identification of external resources such as specialist consultants or product and service providers who may wish to tender goods, software or services for the project.
The work will be undertaken by the team which may include external consultants and co-ordinate by the project manager. This team should consist of the key users or main beneficiaries of the beneficial change the project is delivering (hence the term ‘project deliverables’ or ‘products’. They may be line managers, supervisors or staff with particular skills. They must be the best people available and never those ‘who can be spared’ because they have difficult or awkward personalities. The object is to build a team that is better than the sum of the individuals. It is often the difficult people who consider and manage the detail. Their expertise and diligence should not be ignored but they are usually happier working in a solitary way or with likeminded individuals. Defining and planning the project in more detail by inscription and publishing a full definition of the project and determining a project plan. This work is undertaken by the team and co-ordinate by the project manager. Both should be communicated extensively to ensure maximum understanding of the project’s objectives by all staff who will be affected by the project. Now is the time to ensure their input to minimize surprises at a later stage.
The implementation stage involves the execution of the project as agreed, whilst carefully monitoring progress and managing changes. The team may need to be expanded at this stage to resource all the tasks. If so, it is essential they are fully briefed and feel ‘included’ as part of the team. When project management is not an integrated part of an organization’s culture it is a very good idea to undertake some team building events that allow the team to work together in a competitive but non-threatening environment. As people get used to forming and dissolving teams the need for and style of such team building events will be decided by the team. The close down stage involves the satisfactory delivery, the reasonable to the project ‘customer’ that is of the products or services that attain the beneficial gain. A project review should be held to learn the lessons. These should be formally documented and published the warts and all. There some had attended seminars in which very senior managers had disclosed the best and most horrible features of their for the most part the critical projects. They are always received with respect because people like to learn from the experience of others and bad experience is often more informative than good.
Nevertheless, implementing project management is the method of implementing change.
http://www.spottydog.u-net.com/guides/faq/faq.html
Tuesday, November 30, 2010
Why does a project fails
I was ask by our instructor wha
t is the reason why does project fails, and we based it in our past experienced as an IT student as we did in our past projects. So why does project fails? As we had our census within the class, majority said that they fail in their projects because they did not make it to the deadline or simply because they run out of time. I made a researched in the internet in why does project fails and I was amazed that by a Baseline.com article that described the top 6 reasons IT projects fail in "What dooms IT Projects." The prime reason why project fails because the reasons have nothing to act essentially with the objective like in IT Projects, the people behind the said project may engaged not relating in information technology, and thus are identical to why all projects fail - including new manufactured good launches, new market expansions, new manufacturing technology espousal, new financing forms and any other new projects a company or individual may start.
To consider is the insufficiency of user or customer contribution in the project. Unavoidably someone says that if the team had just spent more time talking to users or customers everything would have worked out as the way it should be. As if for some basis the group had no interest in the customers, users or clients, and was so haughty enough just too simply not care and consider. We all know that plenty of time is spent capturing use or customer contribution and suggestions. The difficulty is that users and customers Act not in actual fact, know what they want and need. Therefore, their references are not enough to tell what it would take to actually make them pleased with any change. Another is unrealistic timetable, it is always behind the schedule. Why act people say they will act a project in three months that every person knows will take for 1 year? Basically, the group has no option. In today's world we have to accomplish results quickly and before schedule. Lengthy projects are in no way completed, since conditions remain changing. So the group is forced into exceedingly quick deadlines. Simply, the deliverables are frequently kept unchanged, making it without a solution for the project to complete on time.
Some of the common reasons why most project fails. The group has a Poor Requirements in the project. As if there was no target? There are abundance of requirements, it is just that the major player doesn't actually know what they want, so the requirements which look great at the beginning look insufficient (poor) after people are a lot more educated from the completed work! The requirements look great until you get into the effort and start observing how much more could be done, and how much of the value lies in going the next step and often in multiple places. The group has a Scope Creep in the project. During the project users or customers observe near the beginning examples or interim deliverables. On one occasion, that happens if they say that they have a lot better idea in what I really want. So can't you just make this little change? Given this interim input, there's almost no way to not add on to the project. The group has a lack of executive Support. Once the user or customer feedback starts coming back less than excited, timetables start slipping, the deliverable starts looking a lot larger and the work a lot more expensive and blaming has started about "why didn't we outline this all out before we started!" Even when the entire management team is yelling to act it at the beginning, once a project is deemed challenging support evaporates faster than volatile alcohol rubbed on hot stainless steel. The group has done a poor testing. In no doubt, they are going to blame the testers. Given how many variables have shifted and turned since the project started, who remembers, or knows, what to test any longer? Exactly what performance requirements will be the triggers that determine acceptability? Which variables are most important? And, if the project is now struggling with changed requirements, the timetable is blown, scope has been redefined more than once, users/customers have started griping about delays and the executives are saying "will this nightmare project ever end" exactly what tester is going to stand in front of the train and say "hey, let's stop this thing"? According to Baseline.com, just in American IT projects $63B is lost every year to failed IT projects. About 25% of the time - really, 1 in 4 times - projects are considered complete failures. Less than 1/3 of the time are projects considered successful. Yet, there is nothing new in this list. It's been the same list for at least 20 years! Even though "project management" has now become an academic discipline - results are not improving. The come within reach of to project management since the 1960s has been the same. inscribe down requirements, use some sort of "scientific management" effort - some kind of time/motion study - to estimate the time to complete, freeze the project, get agreement on project outcomes and funding, then "execute." And project management has been all about how to improve this process by adding more, and more, and more, and more steps. There are now checklists that are book after book of things to act in order to "nail down" each step. And there are hundreds of articles written about the "discipline" of keeping to the plan, not changing things, and keeping one and all on board to the unique project until it is finish. But all of this plainly adds up to act more of what we've always done, try to act it better, via computerization try to act it faster and regard as using consultants or outside resources to act all of this additional work so that to be cheaper. There's been no alteration to how we act project management, no change to the underlying premise. So change the approach! The problem is that changes may happen. Client or user needs change each day, based upon what happens not only in their work but in what their customers want and in what competitors act. As the planet shifts, requirements change. Customers that Act not in fact know what they want, because they only know what they have experienced, are asked to act the without a solution to define their requirements - and then asked to act the even more impossible task of not wanting more as things shift. As demands on customers change, and as competitors change the situation, shifts claim changes in expectations. And testing is all about the change without any reflection, by plan, as to whether he finishes the race or we may have thought much less how fast he finishes. And the incentives are for judges to lesser the plan. The old approach was designed for a nice, slow-paced, static world. Where everything is known, and that's impossible with market needs. It can work if you're trying to build a bridge maybe, but when trying to design some solution for a complex system (like the modern market, or IT community, or logistics design, etc.) that has infinite moving parts? And where the speed with which parts change can be amazingly fast? Let's get real, traditional project management simply won't work in today's complex IT, marketing, finance, HR, operations, production, logistics, manufacturing, sales world.
So, in its place, attempt a new-fangled approach. Some has used this for many years with all kinds of projects, and it works a whole lot better. Agree to your project realizing that if it aligns with future needs it will add value and that is what really matters. Act not asks users what they want. Acts not ask them for requirements. They act not know. If you act not know how to design it, study your competitors - including fringe competitors. Look at everyone imaginable that is solving a similar problem and observe how those you may never before consider acting it. Observe how people in China, Bangladesh, Hyderabad, San Paulo, Moscow, Taipei or Bangkok are acting it. Observe how some 20 year old college kid and her buddies are trying to act it. Look at how the upcoming competitor with .1% market share is acting it. Act not just goes for the well recognized solution approach. Act not settles for "best practice" which is a 6 year old innovation that has little competitive value left. Act not be afraid to act what can provide huge value improvement. Write a long story, with detail, about how completing this project is going to really screw with your existing competitors. Describe the huge pain they will feel. How they will be in shock and awe of your performance once you are able to blow them away with this new capability. Destroying the traditional competition is a great motivator. Make them into the villain - after all, they are! By the way, if you act not think the project will have a positive competitive impact - why are you acting it? build up your scenario of what would be the perfect, ideal solution in 2 or 5 years. Really. Not just an improvement over today, what would be perfect! Even if you have no idea how you would ever act it. Write that down. Then, say what those requirements are. Design to those specs - which are probably numerous times beyond the in progress state. Act not straightens out for some fractional design. Act not starts if you can't deliver what the market will want in the future when customers aren't bridled by what they act not know today. Build for a future scenario that is way better than today - not just some initial requirements your Locked-in customer thought about. Focus if truth be told, really, really hard on defining important early valuable deliverables. Fast wins. Act not just figure out what the end state will look like, it's critical to know what you can deliver successfully couple of days! We can't wait forever for results, so throw out complex ROI analysis. Instead ask the team to simply say how quickly they can start producing, rather than spending, money - and how quickly their project will pay back the investment. Force them to prove that there are measurable wins in the first year, and payback in less than 3 -- on something!! Act not worry about the scale. Just the opposite, worry about how to demonstrate value quickly! Keep all timelines below twelve months, most less than four months. Tell every person you are going to act amazing new. You are prepared to be the innovator. You can, and will, disturb the things you've done in order to give spectacular results. You Act not just want a 5% improvement, you want to win. It's not about how much better you were than before - it's about being competitively better than everyone else. You simply want to win in the marketplace - and you'll act new things to accomplish this. Give them the permission to really focus on success - that they can act what's needed to accomplish their goal. Act not set up barriers. Instead, tell them there are no barriers and you act not want them to talk about there being any barriers. Make sure the team does not report to the Status Quo management. Everyone has to be committed to the project, and its success, and the money should be there if they reach their goals (regardless of the route they took.) Structure the project so that the team reports to someone who can focus on project success first, rather than abiding by old rules, or fears cannibalization, or has a vested interest in the success of the Status Quo. Commit enough resources so the project can succeed. Act not give it piecemeal funding that will require the team constantly battle to keep the project moving forward. Act not expect success from part-time resources borrowed from other full-time work, or from a team assembled only to act this project then return to their old jobs. You care about results more than process. Give the team permission to act whatever they have to act to succeed. Act not give them a list of "rules" within which the project has to operate.
I oftentimes heard some flaws in the companies who asked the ultimate question, “If they can’t be intend to behave together?” These issues lead to usually change the Project Management in a certain company. I do not consider a company’s overall tribulations in Project Management crapper be recognized to a narrow group although whatever sure do not support matters. Instead, I consider it is supported on how essential a consort considers Project Management to be. If they conceive it to be an alive conception of the company’s coverall performance, it module be more flourishing than a consort who considers it irrelevant. In another words, I analyze Project Management as whole conception of the joint culture.
As such, send direction module private be as trenchant as the
people who gulp down it. It staleness be remembered that send direction is prototypal and best a belief of management, not enlarge ordered of tools and techniques, nor is it an administrative function. Rather, it is afraid with managing manlike beings towards the acquisition of impact (it is a “people management” function).
In the end, send track represents discipline, organization, and accountability; which are three some area grouping seem to hit an uncolored shunning to these days. First is discipline, Discipline in the Hesperian world, grouping run to pull back develop because whatever consider it inhibits power and individualized freedom. As a result, teamwork is oftentimes sacrificed in souvenir of cliff like individualism. Secondly is organization which pursuant to develop is the difficulty of organization. Again, in the world of Hesperian, grouping favor to reassert possess in distinguish and attention themselves to foregather their needs as anti to the needs of the organization. There are also those who claim, “An untidy desk is the clew of a glorious mind.” Hogwash. In compare, I agreed of the Navy’s program whereby you impact on something, enter it, or intercommunicate it away. This forces grouping to intend organized. If we requirement more files, let’s intend them. An untidy desk is the clew of a disordered person. form up, or plank out. Finally is the accountability. This is an Atlantic federation run to protest against the
most. The move to send management, as advocated by “PRIDE,” finally represents saliency and domain to display according to plan. People who are overconfident in their abilities hit no difficulty with the responsibility issue. This is typically the activity of grouping who are anxious. Sad to say, whatever federation avoid commitment and, instead, favors to hide their activity, thereby they cannot be recurring and evaluated. The older adage, “If you do not reach the decision, the collection module is prefabricating for you,” is suitable. They’re organization on the future. The eager trainer deals with yesterday and waits until problems occur, then tries to verify tending of them This also sums up the disagreement between an astir and a excited boss. True Project Management requires an “active” manager, not “reactive.” The astir trainer takes tending of the problems before they happen.. Today, more and more IT organizations encounter themselves in a unceasing “firefighting” fashion of operation. Why? Because of a “reactive” direction style. The “reactive” trainer never seems to intend ahead, still be like enjoys the maximal saliency in the company. As an aside, watch of your “firefighters,” they are belike your honcho arsonists.
Managers don’t move for things to happen, they accomplish things happen. Can the philosophies of send direction be adoptive and implemented by an azygos assemble of grouping for an azygos project? I think its YES. A sectional or divisional? Without doubt. The whole company? Beyond doubt. Clearly, propel direction should not be limited to a containerful of grouping or projects. Dozens of projects haw be a stir at some digit time, involving hundreds of workers across departmental boundaries. Organization of the impact try is required to tap gist and derogate confusion. We section then center lesser most ground Project Management fails, and more of how the consort is prospering Project management, consequently, should be viewed as a joint belief as anti to a support utilized by a superior few. Only when an accepted and conformable move to Project Management is adoptive by a consort module it makes elegant a whole formation of the joint culture. There is in fact, must be a good reason why all these projects fail. there are many factors that put in to project failure. The UK office of Government Commerce did a study that shows the main reasons that projects fail such as the lack of clear manager leadership, poor processes for identifying and managing risks associated with the project, a gap between the Project team, often with technical expertise, and the rest of the business, who often don’t understand the effective gritty details, failure to take into account and manage the fact that humans naturally dislike change and the impact this has on business processes and people and finally the project durations that stretch over a year, as the business surroundings evolves rapidly. It is also said that technology was one of the least likely reasons for project failure. This shows us that the human implications of change are far more important than any IT system design. There is plenty of academic research into why projects fail, on contrast which is what makes projects a success. Actually there is missing in the project management profession which is willingness for organizations to talk about why individual projects fail. They need to communicate with each other. There is a difference to satisfying in an anonymous survey for someone working in academic world and coming out in public with details about why your project was a disaster. Many of the case studies about project failure are widely funded projects, which are held responsible to taxpayers the greater part of the list in public projects. The audit reports and investigation are presented for anyone to read, and while they are regularly on a big range, there is a lot managers of projects of any size can learn from them.
And yet the final words of our instructor Dr. Randy Gamboa are two things to mind. Projects fail because we as the concern individuals are PLANNING TO FAIL AND NOT WE FAIL TO PLAN.
http://www.thephoenixprinciple.com/blog/2010/06/top-6-reasons-projects-fail-8-steps-to-avoid-the-failures.html
http://ezinearticles.com/?Why-Do-Projects-Fail?&id=3598643
t is the reason why does project fails, and we based it in our past experienced as an IT student as we did in our past projects. So why does project fails? As we had our census within the class, majority said that they fail in their projects because they did not make it to the deadline or simply because they run out of time. I made a researched in the internet in why does project fails and I was amazed that by a Baseline.com article that described the top 6 reasons IT projects fail in "What dooms IT Projects." The prime reason why project fails because the reasons have nothing to act essentially with the objective like in IT Projects, the people behind the said project may engaged not relating in information technology, and thus are identical to why all projects fail - including new manufactured good launches, new market expansions, new manufacturing technology espousal, new financing forms and any other new projects a company or individual may start.
To consider is the insufficiency of user or customer contribution in the project. Unavoidably someone says that if the team had just spent more time talking to users or customers everything would have worked out as the way it should be. As if for some basis the group had no interest in the customers, users or clients, and was so haughty enough just too simply not care and consider. We all know that plenty of time is spent capturing use or customer contribution and suggestions. The difficulty is that users and customers Act not in actual fact, know what they want and need. Therefore, their references are not enough to tell what it would take to actually make them pleased with any change. Another is unrealistic timetable, it is always behind the schedule. Why act people say they will act a project in three months that every person knows will take for 1 year? Basically, the group has no option. In today's world we have to accomplish results quickly and before schedule. Lengthy projects are in no way completed, since conditions remain changing. So the group is forced into exceedingly quick deadlines. Simply, the deliverables are frequently kept unchanged, making it without a solution for the project to complete on time.
Some of the common reasons why most project fails. The group has a Poor Requirements in the project. As if there was no target? There are abundance of requirements, it is just that the major player doesn't actually know what they want, so the requirements which look great at the beginning look insufficient (poor) after people are a lot more educated from the completed work! The requirements look great until you get into the effort and start observing how much more could be done, and how much of the value lies in going the next step and often in multiple places. The group has a Scope Creep in the project. During the project users or customers observe near the beginning examples or interim deliverables. On one occasion, that happens if they say that they have a lot better idea in what I really want. So can't you just make this little change? Given this interim input, there's almost no way to not add on to the project. The group has a lack of executive Support. Once the user or customer feedback starts coming back less than excited, timetables start slipping, the deliverable starts looking a lot larger and the work a lot more expensive and blaming has started about "why didn't we outline this all out before we started!" Even when the entire management team is yelling to act it at the beginning, once a project is deemed challenging support evaporates faster than volatile alcohol rubbed on hot stainless steel. The group has done a poor testing. In no doubt, they are going to blame the testers. Given how many variables have shifted and turned since the project started, who remembers, or knows, what to test any longer? Exactly what performance requirements will be the triggers that determine acceptability? Which variables are most important? And, if the project is now struggling with changed requirements, the timetable is blown, scope has been redefined more than once, users/customers have started griping about delays and the executives are saying "will this nightmare project ever end" exactly what tester is going to stand in front of the train and say "hey, let's stop this thing"? According to Baseline.com, just in American IT projects $63B is lost every year to failed IT projects. About 25% of the time - really, 1 in 4 times - projects are considered complete failures. Less than 1/3 of the time are projects considered successful. Yet, there is nothing new in this list. It's been the same list for at least 20 years! Even though "project management" has now become an academic discipline - results are not improving. The come within reach of to project management since the 1960s has been the same. inscribe down requirements, use some sort of "scientific management" effort - some kind of time/motion study - to estimate the time to complete, freeze the project, get agreement on project outcomes and funding, then "execute." And project management has been all about how to improve this process by adding more, and more, and more, and more steps. There are now checklists that are book after book of things to act in order to "nail down" each step. And there are hundreds of articles written about the "discipline" of keeping to the plan, not changing things, and keeping one and all on board to the unique project until it is finish. But all of this plainly adds up to act more of what we've always done, try to act it better, via computerization try to act it faster and regard as using consultants or outside resources to act all of this additional work so that to be cheaper. There's been no alteration to how we act project management, no change to the underlying premise. So change the approach! The problem is that changes may happen. Client or user needs change each day, based upon what happens not only in their work but in what their customers want and in what competitors act. As the planet shifts, requirements change. Customers that Act not in fact know what they want, because they only know what they have experienced, are asked to act the without a solution to define their requirements - and then asked to act the even more impossible task of not wanting more as things shift. As demands on customers change, and as competitors change the situation, shifts claim changes in expectations. And testing is all about the change without any reflection, by plan, as to whether he finishes the race or we may have thought much less how fast he finishes. And the incentives are for judges to lesser the plan. The old approach was designed for a nice, slow-paced, static world. Where everything is known, and that's impossible with market needs. It can work if you're trying to build a bridge maybe, but when trying to design some solution for a complex system (like the modern market, or IT community, or logistics design, etc.) that has infinite moving parts? And where the speed with which parts change can be amazingly fast? Let's get real, traditional project management simply won't work in today's complex IT, marketing, finance, HR, operations, production, logistics, manufacturing, sales world.
So, in its place, attempt a new-fangled approach. Some has used this for many years with all kinds of projects, and it works a whole lot better. Agree to your project realizing that if it aligns with future needs it will add value and that is what really matters. Act not asks users what they want. Acts not ask them for requirements. They act not know. If you act not know how to design it, study your competitors - including fringe competitors. Look at everyone imaginable that is solving a similar problem and observe how those you may never before consider acting it. Observe how people in China, Bangladesh, Hyderabad, San Paulo, Moscow, Taipei or Bangkok are acting it. Observe how some 20 year old college kid and her buddies are trying to act it. Look at how the upcoming competitor with .1% market share is acting it. Act not just goes for the well recognized solution approach. Act not settles for "best practice" which is a 6 year old innovation that has little competitive value left. Act not be afraid to act what can provide huge value improvement. Write a long story, with detail, about how completing this project is going to really screw with your existing competitors. Describe the huge pain they will feel. How they will be in shock and awe of your performance once you are able to blow them away with this new capability. Destroying the traditional competition is a great motivator. Make them into the villain - after all, they are! By the way, if you act not think the project will have a positive competitive impact - why are you acting it? build up your scenario of what would be the perfect, ideal solution in 2 or 5 years. Really. Not just an improvement over today, what would be perfect! Even if you have no idea how you would ever act it. Write that down. Then, say what those requirements are. Design to those specs - which are probably numerous times beyond the in progress state. Act not straightens out for some fractional design. Act not starts if you can't deliver what the market will want in the future when customers aren't bridled by what they act not know today. Build for a future scenario that is way better than today - not just some initial requirements your Locked-in customer thought about. Focus if truth be told, really, really hard on defining important early valuable deliverables. Fast wins. Act not just figure out what the end state will look like, it's critical to know what you can deliver successfully couple of days! We can't wait forever for results, so throw out complex ROI analysis. Instead ask the team to simply say how quickly they can start producing, rather than spending, money - and how quickly their project will pay back the investment. Force them to prove that there are measurable wins in the first year, and payback in less than 3 -- on something!! Act not worry about the scale. Just the opposite, worry about how to demonstrate value quickly! Keep all timelines below twelve months, most less than four months. Tell every person you are going to act amazing new. You are prepared to be the innovator. You can, and will, disturb the things you've done in order to give spectacular results. You Act not just want a 5% improvement, you want to win. It's not about how much better you were than before - it's about being competitively better than everyone else. You simply want to win in the marketplace - and you'll act new things to accomplish this. Give them the permission to really focus on success - that they can act what's needed to accomplish their goal. Act not set up barriers. Instead, tell them there are no barriers and you act not want them to talk about there being any barriers. Make sure the team does not report to the Status Quo management. Everyone has to be committed to the project, and its success, and the money should be there if they reach their goals (regardless of the route they took.) Structure the project so that the team reports to someone who can focus on project success first, rather than abiding by old rules, or fears cannibalization, or has a vested interest in the success of the Status Quo. Commit enough resources so the project can succeed. Act not give it piecemeal funding that will require the team constantly battle to keep the project moving forward. Act not expect success from part-time resources borrowed from other full-time work, or from a team assembled only to act this project then return to their old jobs. You care about results more than process. Give the team permission to act whatever they have to act to succeed. Act not give them a list of "rules" within which the project has to operate.
I oftentimes heard some flaws in the companies who asked the ultimate question, “If they can’t be intend to behave together?” These issues lead to usually change the Project Management in a certain company. I do not consider a company’s overall tribulations in Project Management crapper be recognized to a narrow group although whatever sure do not support matters. Instead, I consider it is supported on how essential a consort considers Project Management to be. If they conceive it to be an alive conception of the company’s coverall performance, it module be more flourishing than a consort who considers it irrelevant. In another words, I analyze Project Management as whole conception of the joint culture.
As such, send direction module private be as trenchant as the
people who gulp down it. It staleness be remembered that send direction is prototypal and best a belief of management, not enlarge ordered of tools and techniques, nor is it an administrative function. Rather, it is afraid with managing manlike beings towards the acquisition of impact (it is a “people management” function).
In the end, send track represents discipline, organization, and accountability; which are three some area grouping seem to hit an uncolored shunning to these days. First is discipline, Discipline in the Hesperian world, grouping run to pull back develop because whatever consider it inhibits power and individualized freedom. As a result, teamwork is oftentimes sacrificed in souvenir of cliff like individualism. Secondly is organization which pursuant to develop is the difficulty of organization. Again, in the world of Hesperian, grouping favor to reassert possess in distinguish and attention themselves to foregather their needs as anti to the needs of the organization. There are also those who claim, “An untidy desk is the clew of a glorious mind.” Hogwash. In compare, I agreed of the Navy’s program whereby you impact on something, enter it, or intercommunicate it away. This forces grouping to intend organized. If we requirement more files, let’s intend them. An untidy desk is the clew of a disordered person. form up, or plank out. Finally is the accountability. This is an Atlantic federation run to protest against the
most. The move to send management, as advocated by “PRIDE,” finally represents saliency and domain to display according to plan. People who are overconfident in their abilities hit no difficulty with the responsibility issue. This is typically the activity of grouping who are anxious. Sad to say, whatever federation avoid commitment and, instead, favors to hide their activity, thereby they cannot be recurring and evaluated. The older adage, “If you do not reach the decision, the collection module is prefabricating for you,” is suitable. They’re organization on the future. The eager trainer deals with yesterday and waits until problems occur, then tries to verify tending of them This also sums up the disagreement between an astir and a excited boss. True Project Management requires an “active” manager, not “reactive.” The astir trainer takes tending of the problems before they happen.. Today, more and more IT organizations encounter themselves in a unceasing “firefighting” fashion of operation. Why? Because of a “reactive” direction style. The “reactive” trainer never seems to intend ahead, still be like enjoys the maximal saliency in the company. As an aside, watch of your “firefighters,” they are belike your honcho arsonists.
Managers don’t move for things to happen, they accomplish things happen. Can the philosophies of send direction be adoptive and implemented by an azygos assemble of grouping for an azygos project? I think its YES. A sectional or divisional? Without doubt. The whole company? Beyond doubt. Clearly, propel direction should not be limited to a containerful of grouping or projects. Dozens of projects haw be a stir at some digit time, involving hundreds of workers across departmental boundaries. Organization of the impact try is required to tap gist and derogate confusion. We section then center lesser most ground Project Management fails, and more of how the consort is prospering Project management, consequently, should be viewed as a joint belief as anti to a support utilized by a superior few. Only when an accepted and conformable move to Project Management is adoptive by a consort module it makes elegant a whole formation of the joint culture. There is in fact, must be a good reason why all these projects fail. there are many factors that put in to project failure. The UK office of Government Commerce did a study that shows the main reasons that projects fail such as the lack of clear manager leadership, poor processes for identifying and managing risks associated with the project, a gap between the Project team, often with technical expertise, and the rest of the business, who often don’t understand the effective gritty details, failure to take into account and manage the fact that humans naturally dislike change and the impact this has on business processes and people and finally the project durations that stretch over a year, as the business surroundings evolves rapidly. It is also said that technology was one of the least likely reasons for project failure. This shows us that the human implications of change are far more important than any IT system design. There is plenty of academic research into why projects fail, on contrast which is what makes projects a success. Actually there is missing in the project management profession which is willingness for organizations to talk about why individual projects fail. They need to communicate with each other. There is a difference to satisfying in an anonymous survey for someone working in academic world and coming out in public with details about why your project was a disaster. Many of the case studies about project failure are widely funded projects, which are held responsible to taxpayers the greater part of the list in public projects. The audit reports and investigation are presented for anyone to read, and while they are regularly on a big range, there is a lot managers of projects of any size can learn from them.
And yet the final words of our instructor Dr. Randy Gamboa are two things to mind. Projects fail because we as the concern individuals are PLANNING TO FAIL AND NOT WE FAIL TO PLAN.
http://www.thephoenixprinciple.com/blog/2010/06/top-6-reasons-projects-fail-8-steps-to-avoid-the-failures.html
http://ezinearticles.com/?Why-Do-Projects-Fail?&id=3598643
About projects
I was ask by our instructor what is the reason why does project fails, and we based it in our past experienced as an IT student as we did in our past projects. So why does project fails? As we had our census within the class, majority said that they fail in their projects because they did not make it to the deadline or simply because they run out of time. I made a researched in the internet in why does project fails and I was amazed that by a Baseline.com article that described the top 6 reasons IT projects fail in "What dooms IT Projects." The prime reason why project fails because the reasons have nothing to act essentially with the objective like in IT Projects, the people behind the said project may engaged not relating in information technology, and thus are identical to why all projects fail - including new manufactured good launches, new market expansions, new manufacturing technology espousal, new financing forms and any other new projects a company or individual may start.
To consider is the insufficiency of user or customer contribution in the project. Unavoidably someone says that if the team had just spent more time talking to users or customers everything would have worked out as the way it should be. As if for some basis the group had no interest in the customers, users or clients, and was so haughty enough just too simply not care and consider. We all know that plenty of time is spent capturing use or customer contribution and suggestions. The difficulty is that users and customers Act not in actual fact, know what they want and need. Therefore, their references are not enough to tell what it would take to actually make them pleased with any change. Another is unrealistic timetable, it is always behind the schedule. Why act people say they will act a project in three months that every person knows will take for 1 year? Basically, the group has no option. In today's world we have to accomplish results quickly and before schedule. Lengthy projects are in no way completed, since conditions remain changing. So the group is forced into exceedingly quick deadlines. Simply, the deliverables are frequently kept unchanged, making it without a solution for the project to complete on time.
Some of the common reasons why most project fails. The group has a Poor Requirements in the project. As if there was no target? There are abundance of requirements, it is just that the major player doesn't actually know what they want, so the requirements which look great at the beginning look insufficient (poor) after people are a lot more educated from the completed work! The requirements look great until you get into the effort and start observing how much more could be done, and how much of the value lies in going the next step and often in multiple places. The group has a Scope Creep in the project. During the project users or customers observe near the beginning examples or interim deliverables. On one occasion, that happens if they say that they have a lot better idea in what I really want. So can't you just make this little change? Given this interim input, there's almost no way to not add on to the project. The group has a lack of executive Support. Once the user or customer feedback starts coming back less than excited, timetables start slipping, the deliverable starts looking a lot larger and the work a lot more expensive and blaming has started about "why didn't we outline this all out before we started!" Even when the entire management team is yelling to act it at the beginning, once a project is deemed challenging support evaporates faster than volatile alcohol rubbed on hot stainless steel. The group has done a poor testing. In no doubt, they are going to blame the testers. Given how many variables have shifted and turned since the project started, who remembers, or knows, what to test any longer? Exactly what performance requirements will be the triggers that determine acceptability? Which variables are most important? And, if the project is now struggling with changed requirements, the timetable is blown, scope has been redefined more than once, users/customers have started griping about delays and the executives are saying "will this nightmare project ever end" exactly what tester is going to stand in front of the train and say "hey, let's stop this thing"? According to Baseline.com, just in American IT projects $63B is lost every year to failed IT projects. About 25% of the time - really, 1 in 4 times - projects are considered complete failures. Less than 1/3 of the time are projects considered successful. Yet, there is nothing new in this list. It's been the same list for at least 20 years! Even though "project management" has now become an academic discipline - results are not improving. The come within reach of to project management since the 1960s has been the same. inscribe down requirements, use some sort of "scientific management" effort - some kind of time/motion study - to estimate the time to complete, freeze the project, get agreement on project outcomes and funding, then "execute." And project management has been all about how to improve this process by adding more, and more, and more, and more steps. There are now checklists that are book after book of things to act in order to "nail down" each step. And there are hundreds of articles written about the "discipline" of keeping to the plan, not changing things, and keeping one and all on board to the unique project until it is finish. But all of this plainly adds up to act more of what we've always done, try to act it better, via computerization try to act it faster and regard as using consultants or outside resources to act all of this additional work so that to be cheaper. There's been no alteration to how we act project management, no change to the underlying premise. So change the approach! The problem is that changes may happen. Client or user needs change each day, based upon what happens not only in their work but in what their customers want and in what competitors act. As the planet shifts, requirements change. Customers that Act not in fact know what they want, because they only know what they have experienced, are asked to act the without a solution to define their requirements - and then asked to act the even more impossible task of not wanting more as things shift. As demands on customers change, and as competitors change the situation, shifts claim changes in expectations. And testing is all about the change without any reflection, by plan, as to whether he finishes the race or we may have thought much less how fast he finishes. And the incentives are for judges to lesser the plan. The old approach was designed for a nice, slow-paced, static world. Where everything is known, and that's impossible with market needs. It can work if you're trying to build a bridge maybe, but when trying to design some solution for a complex system (like the modern market, or IT community, or logistics design, etc.) that has infinite moving parts? And where the speed with which parts change can be amazingly fast? Let's get real, traditional project management simply won't work in today's complex IT, marketing, finance, HR, operations, production, logistics, manufacturing, sales world.
So, in its place, attempt a new-fangled approach. Some has used this for many years with all kinds of projects, and it works a whole lot better. Agree to your project realizing that if it aligns with future needs it will add value and that is what really matters. Act not asks users what they want. Acts not ask them for requirements. They act not know. If you act not know how to design it, study your competitors - including fringe competitors. Look at everyone imaginable that is solving a similar problem and observe how those you may never before consider acting it. Observe how people in China, Bangladesh, Hyderabad, San Paulo, Moscow, Taipei or Bangkok are acting it. Observe how some 20 year old college kid and her buddies are trying to act it. Look at how the upcoming competitor with .1% market share is acting it. Act not just goes for the well recognized solution approach. Act not settles for "best practice" which is a 6 year old innovation that has little competitive value left. Act not be afraid to act what can provide huge value improvement. Write a long story, with detail, about how completing this project is going to really screw with your existing competitors. Describe the huge pain they will feel. How they will be in shock and awe of your performance once you are able to blow them away with this new capability. Destroying the traditional competition is a great motivator. Make them into the villain - after all, they are! By the way, if you act not think the project will have a positive competitive impact - why are you acting it? build up your scenario of what would be the perfect, ideal solution in 2 or 5 years. Really. Not just an improvement over today, what would be perfect! Even if you have no idea how you would ever act it. Write that down. Then, say what those requirements are. Design to those specs - which are probably numerous times beyond the in progress state. Act not straightens out for some fractional design. Act not starts if you can't deliver what the market will want in the future when customers aren't bridled by what they act not know today. Build for a future scenario that is way better than today - not just some initial requirements your Locked-in customer thought about. Focus if truth be told, really, really hard on defining important early valuable deliverables. Fast wins. Act not just figure out what the end state will look like, it's critical to know what you can deliver successfully couple of days! We can't wait forever for results, so throw out complex ROI analysis. Instead ask the team to simply say how quickly they can start producing, rather than spending, money - and how quickly their project will pay back the investment. Force them to prove that there are measurable wins in the first year, and payback in less than 3 -- on something!! Act not worry about the scale. Just the opposite, worry about how to demonstrate value quickly! Keep all timelines below twelve months, most less than four months. Tell every person you are going to act amazing new. You are prepared to be the innovator. You can, and will, disturb the things you've done in order to give spectacular results. You Act not just want a 5% improvement, you want to win. It's not about how much better you were than before - it's about being competitively better than everyone else. You simply want to win in the marketplace - and you'll act new things to accomplish this. Give them the permission to really focus on success - that they can act what's needed to accomplish their goal. Act not set up barriers. Instead, tell them there are no barriers and you act not want them to talk about there being any barriers. Make sure the team does not report to the Status Quo management. Everyone has to be committed to the project, and its success, and the money should be there if they reach their goals (regardless of the route they took.) Structure the project so that the team reports to someone who can focus on project success first, rather than abiding by old rules, or fears cannibalization, or has a vested interest in the success of the Status Quo. Commit enough resources so the project can succeed. Act not give it piecemeal funding that will require the team constantly battle to keep the project moving forward. Act not expect success from part-time resources borrowed from other full-time work, or from a team assembled only to act this project then return to their old jobs. You care about results more than process. Give the team permission to act whatever they have to act to succeed. Act not give them a list of "rules" within which the project has to operate.
I oftentimes heard some flaws in the companies who asked the ultimate question, “If they can’t be intend to behave together?” These issues lead to usually change the Project Management in a certain company. I do not consider a company’s overall tribulations in Project Management crapper be recognized to a narrow group although whatever sure do not support matters. Instead, I consider it is supported on how essential a consort considers Project Management to be. If they conceive it to be an alive conception of the company’s coverall performance, it module be more flourishing than a consort who considers it irrelevant. In another words, I analyze Project Management as whole conception of the joint culture.
As such, send direction module private be as trenchant as the
people who gulp down it. It staleness be remembered that send direction is prototypal and best a belief of management, not enlarge ordered of tools and techniques, nor is it an administrative function. Rather, it is afraid with managing manlike beings towards the acquisition of impact (it is a “people management” function).
In the end, send track represents discipline, organization, and accountability; which are three some area grouping seem to hit an uncolored shunning to these days. First is discipline, Discipline in the Hesperian world, grouping run to pull back develop because whatever consider it inhibits power and individualized freedom. As a result, teamwork is oftentimes sacrificed in souvenir of cliff like individualism. Secondly is organization which pursuant to develop is the difficulty of organization. Again, in the world of Hesperian, grouping favor to reassert possess in distinguish and attention themselves to foregather their needs as anti to the needs of the organization. There are also those who claim, “An untidy desk is the clew of a glorious mind.” Hogwash. In compare, I agreed of the Navy’s program whereby you impact on something, enter it, or intercommunicate it away. This forces grouping to intend organized. If we requirement more files, let’s intend them. An untidy desk is the clew of a disordered person. form up, or plank out. Finally is the accountability. This is an Atlantic federation run to protest against the
most. The move to send management, as advocated by “PRIDE,” finally represents saliency and domain to display according to plan. People who are overconfident in their abilities hit no difficulty with the responsibility issue. This is typically the activity of grouping who are anxious. Sad to say, whatever federation avoid commitment and, instead, favors to hide their activity, thereby they cannot be recurring and evaluated. The older adage, “If you do not reach the decision, the collection module is prefabricating for you,” is suitable. They’re organization on the future. The eager trainer deals with yesterday and waits until problems occur, then tries to verify tending of them This also sums up the disagreement between an astir and a excited boss. True Project Management requires an “active” manager, not “reactive.” The astir trainer takes tending of the problems before they happen.. Today, more and more IT organizations encounter themselves in a unceasing “firefighting” fashion of operation. Why? Because of a “reactive” direction style. The “reactive” trainer never seems to intend ahead, still be like enjoys the maximal saliency in the company. As an aside, watch of your “firefighters,” they are belike your honcho arsonists.
Managers don’t move for things to happen, they accomplish things happen. Can the philosophies of send direction be adoptive and implemented by an azygos assemble of grouping for an azygos project? I think its YES. A sectional or divisional? Without doubt. The whole company? Beyond doubt. Clearly, propel direction should not be limited to a containerful of grouping or projects. Dozens of projects haw be a stir at some digit time, involving hundreds of workers across departmental boundaries. Organization of the impact try is required to tap gist and derogate confusion. We section then center lesser most ground Project Management fails, and more of how the consort is prospering Project management, consequently, should be viewed as a joint belief as anti to a support utilized by a superior few. Only when an accepted and conformable move to Project Management is adoptive by a consort module it makes elegant a whole formation of the joint culture. There is in fact, must be a good reason why all these projects fail. there are many factors that put in to project failure. The UK office of Government Commerce did a study that shows the main reasons that projects fail such as the lack of clear manager leadership, poor processes for identifying and managing risks associated with the project, a gap between the Project team, often with technical expertise, and the rest of the business, who often don’t understand the effective gritty details, failure to take into account and manage the fact that humans naturally dislike change and the impact this has on business processes and people and finally the project durations that stretch over a year, as the business surroundings evolves rapidly. It is also said that technology was one of the least likely reasons for project failure. This shows us that the human implications of change are far more important than any IT system design. There is plenty of academic research into why projects fail, on contrast which is what makes projects a success. Actually there is missing in the project management profession which is willingness for organizations to talk about why individual projects fail. They need to communicate with each other. There is a difference to satisfying in an anonymous survey for someone working in academic world and coming out in public with details about why your project was a disaster. Many of the case studies about project failure are widely funded projects, which are held responsible to taxpayers the greater part of the list in public projects. The audit reports and investigation are presented for anyone to read, and while they are regularly on a big range, there is a lot managers of projects of any size can learn from them.
And yet the final words of our instructor Dr. Randy Gamboa are two things to mind. Projects fail because we as the concern individuals are PLANNING TO FAIL AND NOT WE FAIL TO PLAN.
http://www.thephoenixprinciple.com/blog/2010/06/top-6-reasons-projects-fail-8-steps-to-avoid-the-failures.html
http://ezinearticles.com/?Why-Do-Projects-Fail?&id=3598643
To consider is the insufficiency of user or customer contribution in the project. Unavoidably someone says that if the team had just spent more time talking to users or customers everything would have worked out as the way it should be. As if for some basis the group had no interest in the customers, users or clients, and was so haughty enough just too simply not care and consider. We all know that plenty of time is spent capturing use or customer contribution and suggestions. The difficulty is that users and customers Act not in actual fact, know what they want and need. Therefore, their references are not enough to tell what it would take to actually make them pleased with any change. Another is unrealistic timetable, it is always behind the schedule. Why act people say they will act a project in three months that every person knows will take for 1 year? Basically, the group has no option. In today's world we have to accomplish results quickly and before schedule. Lengthy projects are in no way completed, since conditions remain changing. So the group is forced into exceedingly quick deadlines. Simply, the deliverables are frequently kept unchanged, making it without a solution for the project to complete on time.
Some of the common reasons why most project fails. The group has a Poor Requirements in the project. As if there was no target? There are abundance of requirements, it is just that the major player doesn't actually know what they want, so the requirements which look great at the beginning look insufficient (poor) after people are a lot more educated from the completed work! The requirements look great until you get into the effort and start observing how much more could be done, and how much of the value lies in going the next step and often in multiple places. The group has a Scope Creep in the project. During the project users or customers observe near the beginning examples or interim deliverables. On one occasion, that happens if they say that they have a lot better idea in what I really want. So can't you just make this little change? Given this interim input, there's almost no way to not add on to the project. The group has a lack of executive Support. Once the user or customer feedback starts coming back less than excited, timetables start slipping, the deliverable starts looking a lot larger and the work a lot more expensive and blaming has started about "why didn't we outline this all out before we started!" Even when the entire management team is yelling to act it at the beginning, once a project is deemed challenging support evaporates faster than volatile alcohol rubbed on hot stainless steel. The group has done a poor testing. In no doubt, they are going to blame the testers. Given how many variables have shifted and turned since the project started, who remembers, or knows, what to test any longer? Exactly what performance requirements will be the triggers that determine acceptability? Which variables are most important? And, if the project is now struggling with changed requirements, the timetable is blown, scope has been redefined more than once, users/customers have started griping about delays and the executives are saying "will this nightmare project ever end" exactly what tester is going to stand in front of the train and say "hey, let's stop this thing"? According to Baseline.com, just in American IT projects $63B is lost every year to failed IT projects. About 25% of the time - really, 1 in 4 times - projects are considered complete failures. Less than 1/3 of the time are projects considered successful. Yet, there is nothing new in this list. It's been the same list for at least 20 years! Even though "project management" has now become an academic discipline - results are not improving. The come within reach of to project management since the 1960s has been the same. inscribe down requirements, use some sort of "scientific management" effort - some kind of time/motion study - to estimate the time to complete, freeze the project, get agreement on project outcomes and funding, then "execute." And project management has been all about how to improve this process by adding more, and more, and more, and more steps. There are now checklists that are book after book of things to act in order to "nail down" each step. And there are hundreds of articles written about the "discipline" of keeping to the plan, not changing things, and keeping one and all on board to the unique project until it is finish. But all of this plainly adds up to act more of what we've always done, try to act it better, via computerization try to act it faster and regard as using consultants or outside resources to act all of this additional work so that to be cheaper. There's been no alteration to how we act project management, no change to the underlying premise. So change the approach! The problem is that changes may happen. Client or user needs change each day, based upon what happens not only in their work but in what their customers want and in what competitors act. As the planet shifts, requirements change. Customers that Act not in fact know what they want, because they only know what they have experienced, are asked to act the without a solution to define their requirements - and then asked to act the even more impossible task of not wanting more as things shift. As demands on customers change, and as competitors change the situation, shifts claim changes in expectations. And testing is all about the change without any reflection, by plan, as to whether he finishes the race or we may have thought much less how fast he finishes. And the incentives are for judges to lesser the plan. The old approach was designed for a nice, slow-paced, static world. Where everything is known, and that's impossible with market needs. It can work if you're trying to build a bridge maybe, but when trying to design some solution for a complex system (like the modern market, or IT community, or logistics design, etc.) that has infinite moving parts? And where the speed with which parts change can be amazingly fast? Let's get real, traditional project management simply won't work in today's complex IT, marketing, finance, HR, operations, production, logistics, manufacturing, sales world.
So, in its place, attempt a new-fangled approach. Some has used this for many years with all kinds of projects, and it works a whole lot better. Agree to your project realizing that if it aligns with future needs it will add value and that is what really matters. Act not asks users what they want. Acts not ask them for requirements. They act not know. If you act not know how to design it, study your competitors - including fringe competitors. Look at everyone imaginable that is solving a similar problem and observe how those you may never before consider acting it. Observe how people in China, Bangladesh, Hyderabad, San Paulo, Moscow, Taipei or Bangkok are acting it. Observe how some 20 year old college kid and her buddies are trying to act it. Look at how the upcoming competitor with .1% market share is acting it. Act not just goes for the well recognized solution approach. Act not settles for "best practice" which is a 6 year old innovation that has little competitive value left. Act not be afraid to act what can provide huge value improvement. Write a long story, with detail, about how completing this project is going to really screw with your existing competitors. Describe the huge pain they will feel. How they will be in shock and awe of your performance once you are able to blow them away with this new capability. Destroying the traditional competition is a great motivator. Make them into the villain - after all, they are! By the way, if you act not think the project will have a positive competitive impact - why are you acting it? build up your scenario of what would be the perfect, ideal solution in 2 or 5 years. Really. Not just an improvement over today, what would be perfect! Even if you have no idea how you would ever act it. Write that down. Then, say what those requirements are. Design to those specs - which are probably numerous times beyond the in progress state. Act not straightens out for some fractional design. Act not starts if you can't deliver what the market will want in the future when customers aren't bridled by what they act not know today. Build for a future scenario that is way better than today - not just some initial requirements your Locked-in customer thought about. Focus if truth be told, really, really hard on defining important early valuable deliverables. Fast wins. Act not just figure out what the end state will look like, it's critical to know what you can deliver successfully couple of days! We can't wait forever for results, so throw out complex ROI analysis. Instead ask the team to simply say how quickly they can start producing, rather than spending, money - and how quickly their project will pay back the investment. Force them to prove that there are measurable wins in the first year, and payback in less than 3 -- on something!! Act not worry about the scale. Just the opposite, worry about how to demonstrate value quickly! Keep all timelines below twelve months, most less than four months. Tell every person you are going to act amazing new. You are prepared to be the innovator. You can, and will, disturb the things you've done in order to give spectacular results. You Act not just want a 5% improvement, you want to win. It's not about how much better you were than before - it's about being competitively better than everyone else. You simply want to win in the marketplace - and you'll act new things to accomplish this. Give them the permission to really focus on success - that they can act what's needed to accomplish their goal. Act not set up barriers. Instead, tell them there are no barriers and you act not want them to talk about there being any barriers. Make sure the team does not report to the Status Quo management. Everyone has to be committed to the project, and its success, and the money should be there if they reach their goals (regardless of the route they took.) Structure the project so that the team reports to someone who can focus on project success first, rather than abiding by old rules, or fears cannibalization, or has a vested interest in the success of the Status Quo. Commit enough resources so the project can succeed. Act not give it piecemeal funding that will require the team constantly battle to keep the project moving forward. Act not expect success from part-time resources borrowed from other full-time work, or from a team assembled only to act this project then return to their old jobs. You care about results more than process. Give the team permission to act whatever they have to act to succeed. Act not give them a list of "rules" within which the project has to operate.
I oftentimes heard some flaws in the companies who asked the ultimate question, “If they can’t be intend to behave together?” These issues lead to usually change the Project Management in a certain company. I do not consider a company’s overall tribulations in Project Management crapper be recognized to a narrow group although whatever sure do not support matters. Instead, I consider it is supported on how essential a consort considers Project Management to be. If they conceive it to be an alive conception of the company’s coverall performance, it module be more flourishing than a consort who considers it irrelevant. In another words, I analyze Project Management as whole conception of the joint culture.
As such, send direction module private be as trenchant as the
people who gulp down it. It staleness be remembered that send direction is prototypal and best a belief of management, not enlarge ordered of tools and techniques, nor is it an administrative function. Rather, it is afraid with managing manlike beings towards the acquisition of impact (it is a “people management” function).
In the end, send track represents discipline, organization, and accountability; which are three some area grouping seem to hit an uncolored shunning to these days. First is discipline, Discipline in the Hesperian world, grouping run to pull back develop because whatever consider it inhibits power and individualized freedom. As a result, teamwork is oftentimes sacrificed in souvenir of cliff like individualism. Secondly is organization which pursuant to develop is the difficulty of organization. Again, in the world of Hesperian, grouping favor to reassert possess in distinguish and attention themselves to foregather their needs as anti to the needs of the organization. There are also those who claim, “An untidy desk is the clew of a glorious mind.” Hogwash. In compare, I agreed of the Navy’s program whereby you impact on something, enter it, or intercommunicate it away. This forces grouping to intend organized. If we requirement more files, let’s intend them. An untidy desk is the clew of a disordered person. form up, or plank out. Finally is the accountability. This is an Atlantic federation run to protest against the
most. The move to send management, as advocated by “PRIDE,” finally represents saliency and domain to display according to plan. People who are overconfident in their abilities hit no difficulty with the responsibility issue. This is typically the activity of grouping who are anxious. Sad to say, whatever federation avoid commitment and, instead, favors to hide their activity, thereby they cannot be recurring and evaluated. The older adage, “If you do not reach the decision, the collection module is prefabricating for you,” is suitable. They’re organization on the future. The eager trainer deals with yesterday and waits until problems occur, then tries to verify tending of them This also sums up the disagreement between an astir and a excited boss. True Project Management requires an “active” manager, not “reactive.” The astir trainer takes tending of the problems before they happen.. Today, more and more IT organizations encounter themselves in a unceasing “firefighting” fashion of operation. Why? Because of a “reactive” direction style. The “reactive” trainer never seems to intend ahead, still be like enjoys the maximal saliency in the company. As an aside, watch of your “firefighters,” they are belike your honcho arsonists.
Managers don’t move for things to happen, they accomplish things happen. Can the philosophies of send direction be adoptive and implemented by an azygos assemble of grouping for an azygos project? I think its YES. A sectional or divisional? Without doubt. The whole company? Beyond doubt. Clearly, propel direction should not be limited to a containerful of grouping or projects. Dozens of projects haw be a stir at some digit time, involving hundreds of workers across departmental boundaries. Organization of the impact try is required to tap gist and derogate confusion. We section then center lesser most ground Project Management fails, and more of how the consort is prospering Project management, consequently, should be viewed as a joint belief as anti to a support utilized by a superior few. Only when an accepted and conformable move to Project Management is adoptive by a consort module it makes elegant a whole formation of the joint culture. There is in fact, must be a good reason why all these projects fail. there are many factors that put in to project failure. The UK office of Government Commerce did a study that shows the main reasons that projects fail such as the lack of clear manager leadership, poor processes for identifying and managing risks associated with the project, a gap between the Project team, often with technical expertise, and the rest of the business, who often don’t understand the effective gritty details, failure to take into account and manage the fact that humans naturally dislike change and the impact this has on business processes and people and finally the project durations that stretch over a year, as the business surroundings evolves rapidly. It is also said that technology was one of the least likely reasons for project failure. This shows us that the human implications of change are far more important than any IT system design. There is plenty of academic research into why projects fail, on contrast which is what makes projects a success. Actually there is missing in the project management profession which is willingness for organizations to talk about why individual projects fail. They need to communicate with each other. There is a difference to satisfying in an anonymous survey for someone working in academic world and coming out in public with details about why your project was a disaster. Many of the case studies about project failure are widely funded projects, which are held responsible to taxpayers the greater part of the list in public projects. The audit reports and investigation are presented for anyone to read, and while they are regularly on a big range, there is a lot managers of projects of any size can learn from them.
And yet the final words of our instructor Dr. Randy Gamboa are two things to mind. Projects fail because we as the concern individuals are PLANNING TO FAIL AND NOT WE FAIL TO PLAN.
http://www.thephoenixprinciple.com/blog/2010/06/top-6-reasons-projects-fail-8-steps-to-avoid-the-failures.html
http://ezinearticles.com/?Why-Do-Projects-Fail?&id=3598643
Tuesday, November 23, 2010
What is a project?
What is a project?
According to my researched on the world wide web particular in Wikipedia a project means frequently involving research or design, that is carefully planned to achieve a particular aim. A project is a research assignment given to a student which generally requires a larger amount of effort and more independent work than is involved in a normal essay assignment. It requires students to undertake their own fact-finding and analysis, either from library/internet research or from gathering data empirically. And for me a project is an output of something proposed by a group people or an individual as a solution to a problem in the company. But our instructor presented what is the meaning project based on the Project Management Body of Knowledge. That organizations perform work. Work generally involves either operations or projects, although there will instances that both will overlap from each other. Operations and projects share many characteristic. Project generally is to performed by the people involving in the project. Project is constrained by the scarcity of the resources or man power. Project is planned, executed accordingly and controlled until the completion of the said project. Projects are often implemented and executed as a means of completing and achieving an group or organization’s strategic plan. Nonetheless operations and projects differ primarily in that of operations are ongoing and repetitive while projects are temporary and tentative and unique. A project is a temporary endeavor which is achieved to make a unique output or services. Temporary is define in the class as that every project has a definite beginning and a definite end. And unique is also define as that of the product or service is different in some distinguishing way from all other outputs or services. For various organizations, projects are a means to respond to those requests that can not be addressed within the organization’s normal operational limits. A project is a temporary effort to create a unique product or service. Projects usually include constraints and risks regarding cost, schedule or performance outcome. Project objectives define target status at the end of the project, reaching of which is considered necessary for the achievement of planned benefits. They can be formulated as SMART criteria: Specific, Measurable (or at least evaluable) achievement, Achievable (recently Agreed-to or Acceptable are used regularly as well), realistic (given the current state of organizational resources) and Time terminated (bounded). The evaluation (measurement) occurs at the project closure. However a continuous guard on the project progress should be kept by monitoring and evaluating. It is also worth noting that SMART is best applied for incremental type innovation projects. For radical type projects it does not apply as well. Goals for such projects tend to be broad, qualitative, stretch unrealistic and success driven.
A project is a sequence of tasks, tasks that will comply the entirety of the project. A project is planned from beginning to end and monitored regularly. And it is to take head that a project is bounded by time, from resources, & required results or quality. A project also defines an outcome and deliverables in sequence. Most of all and the most down fall of IC student is that a project has a deadline. Every project should have the proficient budget as planned. Nevertheless, project has its limits number of people, supplies, and capital. There are five features of a project. First, as we know, a project defines beginning, end, schedule, and approach. Second, a project has resources specifically allocated to the work. A project has the end results which have specific goals that comply the time, cost, performance and quality. A project follows planned and organized approach. A project usually involves a team of people. Projects are undertaken at all levels of the organization. They may involve a single person or many thousands. Their duration ranges from a few weeks to more than five years. Projects may involve a single unit of one organizations or may cross organizational boundaries, as in joint ventures and partnering. Projects are critical to the realization of the performing organization’s business strategy because projects are a means by which strategy is implemented. Examples of projects include developing a new product, output, or services. Effecting a change in the structure, staffing, or style of an organization. Designing a new transportation vehicle. It may be designing a new transportation vehicle. Or it may be developing or acquiring a new or modified information system. It also be constructing a building or facility. It may be building a water system for a community in a developing country. Or running a campaign for political office. Sometimes implementing a new business procedure or process.
What is management?
As I explored the internet for the meaning of management, I learned that the term ‘management’ encompasses an array of different functions undertaken to accomplish a task successfully. In the simplest of terms, management is all about ‘getting things done’. However, it is the way and the process of how one achieves ones target or goals and it is in this respect that management is considered an art and a science as well. The term management may be in recent times defined, but it existed at a time while men started learning the skill of organizing, strategizing (during wars) and/or basically planning. At the central part of it, management was characteristically considered as an art of ‘managing men’ and hence the term “manage-men-T.”
At the roots, management evolved when the classification of knowledge became just about twisted rather than being plain ‘rational’. In a number of way, Rousseau in 1972 pointed out that “A real knowledge of things may be a good thing in itself, but the knowledge of men and their opinions is better, for in human society.” And a good deal later, management scholar, Peter Drucker in 1993 defined management as “Supplying knowledge to find out how existing knowledge can best be applied to produce results is, in effect, what we mean by management. But knowledge is now also being applied systematically and purposefully to determine what new knowledge is needed, whether it is feasible, and what has to be done to make knowledge effective. It is being applied, in other words, to systematic innovation.”
From the over two definitions, it is apparent that management is a artistic as well as a methodical stream of knowledge that can be applied to manufacture results by using human as well as supplementary assets in an efficient way. Management has not been limited to managing human source but management today has been segregated into a range of branches like financial management, strategic management, operations management, time management, crisis management, marketing management etc. Each one of these is a divided branch that is being handled by managers who focuses in these fields. At the moment the importance of management from an organization’s point of outlook has increased multifold. It is simply through effectual management that companies are developing and executing their business’s policies and strategies to make best use of their profits and make available with the best of products and services. Management today combines original, commerce, organizational, investigative and other skills to produce successful goal-oriented results! Some of the answer functions in management includes learning to pass on planning and organizing, communicating clearly, controlling situations, motivating employees, adapting to change, constantly innovating and thinking of new ideas, building a good team and delivering results which are not just figure -bound but results that also focus on overall growth and development. Management focuses on the entire organization from both a short and a long-term perspective. Management is the managerial process of forming a strategic vision, setting objectives, crafting a strategy and then implementing and executing the strategy.
There are a variety of views about this term. Traditionally, the term "management" refers to the activities (and often the group of people) involved in the four general functions listed below. (Note that the four functions recur throughout the organization and are highly integrated):
Mostly Project Management means planning, including identifying goals, objectives, methods, resources needed to carry out methods, responsibilities and dates for completion of tasks. Examples of planning are strategic planning, business planning, project planning, staffing planning, advertising and promotions planning, etc. Project Management talks about organizing resources to achieve the goals in an optimum fashion. Examples are organizing new departments, human resources, office and file systems, re-organizing businesses, etc. Project Management points to leading, including to set direction for the organization, groups and individuals and also influence people to follow that direction. Examples are establishing strategic direction (vision, values, mission and / or goals) and championing methods of organizational performance management to pursue that direction. Project management involves Controlling, or coordinating, the organization's systems, processes and structures to reach effectively and efficiently reach goals and objectives. This includes ongoing collection of feedback, and monitoring and adjustment of systems, processes and structures accordingly. Examples include use of financial controls, policies and procedures, performance management processes, measures to avoid risks etc.
Management goes beyond the organization’s internal operations to include the industry and the general environment. The key emphasis is on issues related to environmental scanning and industry analysis, appraisal of current and future competitors, assessment of core competencies, strategic control and the effective allocation of organizational resources.
In general terms, there are two approaches to management. First is the Industrial Organization Approach which this approach is based on economic theory which deals with issues like competitive rivalry, resource allocation, economies of scale. This approach to management assumes rationality, self interested behavior, profit maximization. Second, is the Sociological Approach in this approach the focus is to deal primarily with human interactions. It assumes rationality, satisfying behavior, profit sub-optimality. Management theories can also be divided into two sets. One is the set that concentrates mainly on efficiency and another is the set that concentrates for the most part on effectiveness. Efficiency is about doing things the right way. It involves eliminating waste and optimizing processes. Effectiveness is about doing the right things.
A good management style is a blend of both efficiency and effectiveness. Management techniques can be viewed as either bottom-up, top-down, or collaborative processes. There is no point in acting efficiently if what you are doing will not have the desired effect. However the bottom up approach is not a very popular approach in India as most of the Indian businesses are family run businesses. In India, largely the top down approach is popular. In the top-down approach, the management makes the decisions, which the employees have no choice but to accept. On the other hand, in the bottom-up approach, employees submit proposals to their managers who, in turn, funnel the best ideas further up the organization. Project management is a dynamic profession and you’ll want to stay up to date. Become a member for all the resources that keep you informed, improve your technique and support your career.
But by the day that Dr. Randy Gamboa explained about management my thinking about management. He emphasized that management is about making people independently work their own task not controlling them. He also cited that management is both an art and science. It is the art of making people more effective than they would have been without you. The science is in how you do that. There are four basic pillars that are planning, organizing, directing, and monitoring. Management starts with planning. Good management starts with good planning. And proper prior planning prevents. Furthermore, what on earth is the name, the person in the top-level place in the institute is or at least should be in charge for setting the case of corporations, the overall direction for the organization. Consequently this "executive" level of management is over and over again referred to as the "leadership" of the organization.
With recent focus on the need for transformational leadership to guide organizations through successful change, the term "leadership" has also been used to refer to those who embrace change and lead the change of organizations for the betterment of all stakeholders. Some people believe that leadership occurs only at the top levels of organizations and managing occurs in the levels farther down the organization. Some people believe that leadership occurs (or should occur) throughout the organization, but still use the term "leadership" mostly to refer to the top positions in the organization. Others believe that managing and leading occur at many levels of the organization.
A manager's most important, and most difficult, job is to manage people. You must lead, motivate, inspire, and encourage them. Sometimes you will have to hire, fire, discipline or evaluate employees. These articles and links will help you find the best ways to handle these people management issues. Managers spend a lot of time giving direction to people. When done well you can achieve great results. Make a little slip up and everything goes wrong. Here's how to do it right.
What is project management?
As I surfed the internet about the meaning of project management, I learned that Project management is the discipline of planning, organizing, securing and managing resources to bring about the successful completion of specific engineering project goals and objectives. It is sometimes conflated with program management, however technically that is actually a higher level construction: a group of related and somehow interdependent engineering projects. A project is a temporary endeavor, having a defined beginning and end usually constrained by date, but can be by funding or deliverables, undertaken to meet unique goals and objectives, usually to bring about beneficial change or added value. The temporary nature of projects stands in contrast to business as usual or operations, which are repetitive, permanent or semi-permanent functional work to produce products or services. In practice, the management of these two systems is often found to be quite different, and as such requires the development of distinct technical skills and the adoption of separate management. The primary challenge of project management is to achieve all of the engineering project goals and objectives while honoring the preconceived project constraints. Typical constraints are scope, time, and budget. The secondary—and more ambitious—challenge is to optimize the allocation and integration of inputs necessary to meet pre-defined objectives.
One writer said that Project management is a carefully planned and organized effort to accomplish a specific and usually one-time objective, for example, construct a building or implement a major new computer system. Project management includes developing a project plan, which includes defining and confirming the project goals and objectives, identifying tasks and how goals will be achieved, quantifying the resources needed, and determining budgets and timelines for completion. It also includes managing the implementation of the project plan, along with operating regular 'controls' to ensure that there is accurate and objective information on 'performance' relative to the plan, and the mechanisms to implement recovery actions where necessary. Projects usually follow major phases or stages with various titles for these, including feasibility, definition, project planning, implementation, evaluation and support / maintenance. Program planning is usually of a broader scope than project planning, but not always - note: the terms program and programme have significant variations in their meaning in different geographical areas, e.g. Europe and USA. Project Management points to leading, including to set direction for the organization, groups and individuals and also influence people to follow that direction. Examples are establishing strategic direction (vision, values, mission and / or goals) and championing methods of organizational performance management to pursue that direction. Project management involves Controlling, or coordinating, the organization's systems, processes and structures to reach effectively and efficiently reach goals and objectives. This includes ongoing collection of feedback, and monitoring and adjustment of systems, processes and structures accordingly.
Dr. Randy Gamboa also shared that a successful Project Manager must simultaneously manage the four basic elements of a project: resources, time, money, and most importantly, scope. All these elements are interrelated. Each must be managed effectively. All must be managed together if the project, and the project manager, is to be a success. Project Management is the implementation of the learnings or knowledge, skills, theories, techniques and tools to meet the desired outcome in accord to the project requirements. Project management is accomplished through the use of the processes such as initiating the plan, planning the project, executing the plan, controlling the flow of the project, and closing as the desired result is met. The project team manages the work of the projects, and the work typically involves competing demands for the defined scope, meeting the deadline, within the budget, taking the risk, and meeting the project requirements. Stakeholders or the people involved in the project with differing needs and expectations. Identifying the requirements that the project needs.
The things involved in project management and it is important to note that many of the processes within project management are iterative in nature. This in part due to the existence of and the necessity for progressive elaboration in a project throughout the project life cycle; i.e., the more you know about your project, the better you are able to manage it. The word Project Management is sometimes used to describe an organizational approach to the management of ongoing operations. . Management today combines original, commerce, organizational, investigative and other skills to produce successful goal-oriented results! Some of the answer functions in management includes learning to pass on planning and organizing, communicating clearly, controlling situations, motivating employees, adapting to change, constantly innovating and thinking of new ideas, building a good team and delivering results which are not just figure -bound but results that also focus on overall growth and development. This approach, more properly called management by projects, treats management by projects, treats many aspects of ongoing operations as projects to apply project management techniques to them. Although an understanding of project management is critical to an organization that is managing by projects, a detailed discussion of the approach itself is outside the scope of this document. And the thing that I am always remembering is that there are five features of a project. First, as we know, a project defines beginning, end, schedule, and approach. Second, a project has resources specifically allocated to the work. A project has the end results which have specific goals that comply the time, cost, performance and quality.
http://en.wikipedia.org/wiki/Project
http://www.cs.odu.edu/~cs410/whatisaproject.htm
http://www.indianchild.com/management/what-is-management.htm
http://en.wikipedia.org/wiki/Project_management
http://managementhelp.org/plan_dec/project/project.htm
http://www.pmi.org/
According to my researched on the world wide web particular in Wikipedia a project means frequently involving research or design, that is carefully planned to achieve a particular aim. A project is a research assignment given to a student which generally requires a larger amount of effort and more independent work than is involved in a normal essay assignment. It requires students to undertake their own fact-finding and analysis, either from library/internet research or from gathering data empirically. And for me a project is an output of something proposed by a group people or an individual as a solution to a problem in the company. But our instructor presented what is the meaning project based on the Project Management Body of Knowledge. That organizations perform work. Work generally involves either operations or projects, although there will instances that both will overlap from each other. Operations and projects share many characteristic. Project generally is to performed by the people involving in the project. Project is constrained by the scarcity of the resources or man power. Project is planned, executed accordingly and controlled until the completion of the said project. Projects are often implemented and executed as a means of completing and achieving an group or organization’s strategic plan. Nonetheless operations and projects differ primarily in that of operations are ongoing and repetitive while projects are temporary and tentative and unique. A project is a temporary endeavor which is achieved to make a unique output or services. Temporary is define in the class as that every project has a definite beginning and a definite end. And unique is also define as that of the product or service is different in some distinguishing way from all other outputs or services. For various organizations, projects are a means to respond to those requests that can not be addressed within the organization’s normal operational limits. A project is a temporary effort to create a unique product or service. Projects usually include constraints and risks regarding cost, schedule or performance outcome. Project objectives define target status at the end of the project, reaching of which is considered necessary for the achievement of planned benefits. They can be formulated as SMART criteria: Specific, Measurable (or at least evaluable) achievement, Achievable (recently Agreed-to or Acceptable are used regularly as well), realistic (given the current state of organizational resources) and Time terminated (bounded). The evaluation (measurement) occurs at the project closure. However a continuous guard on the project progress should be kept by monitoring and evaluating. It is also worth noting that SMART is best applied for incremental type innovation projects. For radical type projects it does not apply as well. Goals for such projects tend to be broad, qualitative, stretch unrealistic and success driven.
A project is a sequence of tasks, tasks that will comply the entirety of the project. A project is planned from beginning to end and monitored regularly. And it is to take head that a project is bounded by time, from resources, & required results or quality. A project also defines an outcome and deliverables in sequence. Most of all and the most down fall of IC student is that a project has a deadline. Every project should have the proficient budget as planned. Nevertheless, project has its limits number of people, supplies, and capital. There are five features of a project. First, as we know, a project defines beginning, end, schedule, and approach. Second, a project has resources specifically allocated to the work. A project has the end results which have specific goals that comply the time, cost, performance and quality. A project follows planned and organized approach. A project usually involves a team of people. Projects are undertaken at all levels of the organization. They may involve a single person or many thousands. Their duration ranges from a few weeks to more than five years. Projects may involve a single unit of one organizations or may cross organizational boundaries, as in joint ventures and partnering. Projects are critical to the realization of the performing organization’s business strategy because projects are a means by which strategy is implemented. Examples of projects include developing a new product, output, or services. Effecting a change in the structure, staffing, or style of an organization. Designing a new transportation vehicle. It may be designing a new transportation vehicle. Or it may be developing or acquiring a new or modified information system. It also be constructing a building or facility. It may be building a water system for a community in a developing country. Or running a campaign for political office. Sometimes implementing a new business procedure or process.
What is management?
As I explored the internet for the meaning of management, I learned that the term ‘management’ encompasses an array of different functions undertaken to accomplish a task successfully. In the simplest of terms, management is all about ‘getting things done’. However, it is the way and the process of how one achieves ones target or goals and it is in this respect that management is considered an art and a science as well. The term management may be in recent times defined, but it existed at a time while men started learning the skill of organizing, strategizing (during wars) and/or basically planning. At the central part of it, management was characteristically considered as an art of ‘managing men’ and hence the term “manage-men-T.”
At the roots, management evolved when the classification of knowledge became just about twisted rather than being plain ‘rational’. In a number of way, Rousseau in 1972 pointed out that “A real knowledge of things may be a good thing in itself, but the knowledge of men and their opinions is better, for in human society.” And a good deal later, management scholar, Peter Drucker in 1993 defined management as “Supplying knowledge to find out how existing knowledge can best be applied to produce results is, in effect, what we mean by management. But knowledge is now also being applied systematically and purposefully to determine what new knowledge is needed, whether it is feasible, and what has to be done to make knowledge effective. It is being applied, in other words, to systematic innovation.”
From the over two definitions, it is apparent that management is a artistic as well as a methodical stream of knowledge that can be applied to manufacture results by using human as well as supplementary assets in an efficient way. Management has not been limited to managing human source but management today has been segregated into a range of branches like financial management, strategic management, operations management, time management, crisis management, marketing management etc. Each one of these is a divided branch that is being handled by managers who focuses in these fields. At the moment the importance of management from an organization’s point of outlook has increased multifold. It is simply through effectual management that companies are developing and executing their business’s policies and strategies to make best use of their profits and make available with the best of products and services. Management today combines original, commerce, organizational, investigative and other skills to produce successful goal-oriented results! Some of the answer functions in management includes learning to pass on planning and organizing, communicating clearly, controlling situations, motivating employees, adapting to change, constantly innovating and thinking of new ideas, building a good team and delivering results which are not just figure -bound but results that also focus on overall growth and development. Management focuses on the entire organization from both a short and a long-term perspective. Management is the managerial process of forming a strategic vision, setting objectives, crafting a strategy and then implementing and executing the strategy.
There are a variety of views about this term. Traditionally, the term "management" refers to the activities (and often the group of people) involved in the four general functions listed below. (Note that the four functions recur throughout the organization and are highly integrated):
Mostly Project Management means planning, including identifying goals, objectives, methods, resources needed to carry out methods, responsibilities and dates for completion of tasks. Examples of planning are strategic planning, business planning, project planning, staffing planning, advertising and promotions planning, etc. Project Management talks about organizing resources to achieve the goals in an optimum fashion. Examples are organizing new departments, human resources, office and file systems, re-organizing businesses, etc. Project Management points to leading, including to set direction for the organization, groups and individuals and also influence people to follow that direction. Examples are establishing strategic direction (vision, values, mission and / or goals) and championing methods of organizational performance management to pursue that direction. Project management involves Controlling, or coordinating, the organization's systems, processes and structures to reach effectively and efficiently reach goals and objectives. This includes ongoing collection of feedback, and monitoring and adjustment of systems, processes and structures accordingly. Examples include use of financial controls, policies and procedures, performance management processes, measures to avoid risks etc.
Management goes beyond the organization’s internal operations to include the industry and the general environment. The key emphasis is on issues related to environmental scanning and industry analysis, appraisal of current and future competitors, assessment of core competencies, strategic control and the effective allocation of organizational resources.
In general terms, there are two approaches to management. First is the Industrial Organization Approach which this approach is based on economic theory which deals with issues like competitive rivalry, resource allocation, economies of scale. This approach to management assumes rationality, self interested behavior, profit maximization. Second, is the Sociological Approach in this approach the focus is to deal primarily with human interactions. It assumes rationality, satisfying behavior, profit sub-optimality. Management theories can also be divided into two sets. One is the set that concentrates mainly on efficiency and another is the set that concentrates for the most part on effectiveness. Efficiency is about doing things the right way. It involves eliminating waste and optimizing processes. Effectiveness is about doing the right things.
A good management style is a blend of both efficiency and effectiveness. Management techniques can be viewed as either bottom-up, top-down, or collaborative processes. There is no point in acting efficiently if what you are doing will not have the desired effect. However the bottom up approach is not a very popular approach in India as most of the Indian businesses are family run businesses. In India, largely the top down approach is popular. In the top-down approach, the management makes the decisions, which the employees have no choice but to accept. On the other hand, in the bottom-up approach, employees submit proposals to their managers who, in turn, funnel the best ideas further up the organization. Project management is a dynamic profession and you’ll want to stay up to date. Become a member for all the resources that keep you informed, improve your technique and support your career.
But by the day that Dr. Randy Gamboa explained about management my thinking about management. He emphasized that management is about making people independently work their own task not controlling them. He also cited that management is both an art and science. It is the art of making people more effective than they would have been without you. The science is in how you do that. There are four basic pillars that are planning, organizing, directing, and monitoring. Management starts with planning. Good management starts with good planning. And proper prior planning prevents. Furthermore, what on earth is the name, the person in the top-level place in the institute is or at least should be in charge for setting the case of corporations, the overall direction for the organization. Consequently this "executive" level of management is over and over again referred to as the "leadership" of the organization.
With recent focus on the need for transformational leadership to guide organizations through successful change, the term "leadership" has also been used to refer to those who embrace change and lead the change of organizations for the betterment of all stakeholders. Some people believe that leadership occurs only at the top levels of organizations and managing occurs in the levels farther down the organization. Some people believe that leadership occurs (or should occur) throughout the organization, but still use the term "leadership" mostly to refer to the top positions in the organization. Others believe that managing and leading occur at many levels of the organization.
A manager's most important, and most difficult, job is to manage people. You must lead, motivate, inspire, and encourage them. Sometimes you will have to hire, fire, discipline or evaluate employees. These articles and links will help you find the best ways to handle these people management issues. Managers spend a lot of time giving direction to people. When done well you can achieve great results. Make a little slip up and everything goes wrong. Here's how to do it right.
What is project management?
As I surfed the internet about the meaning of project management, I learned that Project management is the discipline of planning, organizing, securing and managing resources to bring about the successful completion of specific engineering project goals and objectives. It is sometimes conflated with program management, however technically that is actually a higher level construction: a group of related and somehow interdependent engineering projects. A project is a temporary endeavor, having a defined beginning and end usually constrained by date, but can be by funding or deliverables, undertaken to meet unique goals and objectives, usually to bring about beneficial change or added value. The temporary nature of projects stands in contrast to business as usual or operations, which are repetitive, permanent or semi-permanent functional work to produce products or services. In practice, the management of these two systems is often found to be quite different, and as such requires the development of distinct technical skills and the adoption of separate management. The primary challenge of project management is to achieve all of the engineering project goals and objectives while honoring the preconceived project constraints. Typical constraints are scope, time, and budget. The secondary—and more ambitious—challenge is to optimize the allocation and integration of inputs necessary to meet pre-defined objectives.
One writer said that Project management is a carefully planned and organized effort to accomplish a specific and usually one-time objective, for example, construct a building or implement a major new computer system. Project management includes developing a project plan, which includes defining and confirming the project goals and objectives, identifying tasks and how goals will be achieved, quantifying the resources needed, and determining budgets and timelines for completion. It also includes managing the implementation of the project plan, along with operating regular 'controls' to ensure that there is accurate and objective information on 'performance' relative to the plan, and the mechanisms to implement recovery actions where necessary. Projects usually follow major phases or stages with various titles for these, including feasibility, definition, project planning, implementation, evaluation and support / maintenance. Program planning is usually of a broader scope than project planning, but not always - note: the terms program and programme have significant variations in their meaning in different geographical areas, e.g. Europe and USA. Project Management points to leading, including to set direction for the organization, groups and individuals and also influence people to follow that direction. Examples are establishing strategic direction (vision, values, mission and / or goals) and championing methods of organizational performance management to pursue that direction. Project management involves Controlling, or coordinating, the organization's systems, processes and structures to reach effectively and efficiently reach goals and objectives. This includes ongoing collection of feedback, and monitoring and adjustment of systems, processes and structures accordingly.
Dr. Randy Gamboa also shared that a successful Project Manager must simultaneously manage the four basic elements of a project: resources, time, money, and most importantly, scope. All these elements are interrelated. Each must be managed effectively. All must be managed together if the project, and the project manager, is to be a success. Project Management is the implementation of the learnings or knowledge, skills, theories, techniques and tools to meet the desired outcome in accord to the project requirements. Project management is accomplished through the use of the processes such as initiating the plan, planning the project, executing the plan, controlling the flow of the project, and closing as the desired result is met. The project team manages the work of the projects, and the work typically involves competing demands for the defined scope, meeting the deadline, within the budget, taking the risk, and meeting the project requirements. Stakeholders or the people involved in the project with differing needs and expectations. Identifying the requirements that the project needs.
The things involved in project management and it is important to note that many of the processes within project management are iterative in nature. This in part due to the existence of and the necessity for progressive elaboration in a project throughout the project life cycle; i.e., the more you know about your project, the better you are able to manage it. The word Project Management is sometimes used to describe an organizational approach to the management of ongoing operations. . Management today combines original, commerce, organizational, investigative and other skills to produce successful goal-oriented results! Some of the answer functions in management includes learning to pass on planning and organizing, communicating clearly, controlling situations, motivating employees, adapting to change, constantly innovating and thinking of new ideas, building a good team and delivering results which are not just figure -bound but results that also focus on overall growth and development. This approach, more properly called management by projects, treats management by projects, treats many aspects of ongoing operations as projects to apply project management techniques to them. Although an understanding of project management is critical to an organization that is managing by projects, a detailed discussion of the approach itself is outside the scope of this document. And the thing that I am always remembering is that there are five features of a project. First, as we know, a project defines beginning, end, schedule, and approach. Second, a project has resources specifically allocated to the work. A project has the end results which have specific goals that comply the time, cost, performance and quality.
http://en.wikipedia.org/wiki/Project
http://www.cs.odu.edu/~cs410/whatisaproject.htm
http://www.indianchild.com/management/what-is-management.htm
http://en.wikipedia.org/wiki/Project_management
http://managementhelp.org/plan_dec/project/project.htm
http://www.pmi.org/
Project Management
What is a project?
According to my researched on the world wide web particular in Wikipedia a project means frequently involving research or design, that is carefully planned to achieve a particular aim. A project is a research assignment given to a student which generally requires a larger amount of effort and more independent work than is involved in a normal essay assignment. It requires students to undertake their own fact-finding and analysis, either from library/internet research or from gathering data empirically. And for me a project is an output of something proposed by a group people or an individual as a solution to a problem in the company. But our instructor presented what is the meaning project based on the Project Management Body of Knowledge. That organizations perform work. Work generally involves either operations or projects, although there will instances that both will overlap from each other. Operations and projects share many characteristic. Project generally is to performed by the people involving in the project. Project is constrained by the scarcity of the resources or man power. Project is planned, executed accordingly and controlled until the completion of the said project. Projects are often implemented and executed as a means of completing and achieving an group or organization’s strategic plan. Nonetheless operations and projects differ primarily in that of operations are ongoing and repetitive while projects are temporary and tentative and unique. A project is a temporary endeavor which is achieved to make a unique output or services. Temporary is define in the class as that every project has a definite beginning and a definite end. And unique is also define as that of the product or service is different in some distinguishing way from all other outputs or services. For various organizations, projects are a means to respond to those requests that can not be addressed within the organization’s normal operational limits. A project is a temporary effort to create a unique product or service. Projects usually include constraints and risks regarding cost, schedule or performance outcome. Project objectives define target status at the end of the project, reaching of which is considered necessary for the achievement of planned benefits. They can be formulated as SMART criteria: Specific, Measurable (or at least evaluable) achievement, Achievable (recently Agreed-to or Acceptable are used regularly as well), realistic (given the current state of organizational resources) and Time terminated (bounded). The evaluation (measurement) occurs at the project closure. However a continuous guard on the project progress should be kept by monitoring and evaluating. It is also worth noting that SMART is best applied for incremental type innovation projects. For radical type projects it does not apply as well. Goals for such projects tend to be broad, qualitative, stretch unrealistic and success driven.
A project is a sequence of tasks, tasks that will comply the entirety of the project. A project is planned from beginning to end and monitored regularly. And it is to take head that a project is bounded by time, from resources, & required results or quality. A project also defines an outcome and deliverables in sequence. Most of all and the most down fall of IC student is that a project has a deadline. Every project should have the proficient budget as planned. Nevertheless, project has its limits number of people, supplies, and capital. There are five features of a project. First, as we know, a project defines beginning, end, schedule, and approach. Second, a project has resources specifically allocated to the work. A project has the end results which have specific goals that comply the time, cost, performance and quality. A project follows planned and organized approach. A project usually involves a team of people. Projects are undertaken at all levels of the organization. They may involve a single person or many thousands. Their duration ranges from a few weeks to more than five years. Projects may involve a single unit of one organizations or may cross organizational boundaries, as in joint ventures and partnering. Projects are critical to the realization of the performing organization’s business strategy because projects are a means by which strategy is implemented. Examples of projects include developing a new product, output, or services. Effecting a change in the structure, staffing, or style of an organization. Designing a new transportation vehicle. It may be designing a new transportation vehicle. Or it may be developing or acquiring a new or modified information system. It also be constructing a building or facility. It may be building a water system for a community in a developing country. Or running a campaign for political office. Sometimes implementing a new business procedure or process.
What is management?
As I explored the internet for the meaning of management, I learned that the term ‘management’ encompasses an array of different functions undertaken to accomplish a task successfully. In the simplest of terms, management is all about ‘getting things done’. However, it is the way and the process of how one achieves ones target or goals and it is in this respect that management is considered an art and a science as well. The term management may be in recent times defined, but it existed at a time while men started learning the skill of organizing, strategizing (during wars) and/or basically planning. At the central part of it, management was characteristically considered as an art of ‘managing men’ and hence the term “manage-men-T.”
At the roots, management evolved when the classification of knowledge became just about twisted rather than being plain ‘rational’. In a number of way, Rousseau in 1972 pointed out that “A real knowledge of things may be a good thing in itself, but the knowledge of men and their opinions is better, for in human society.” And a good deal later, management scholar, Peter Drucker in 1993 defined management as “Supplying knowledge to find out how existing knowledge can best be applied to produce results is, in effect, what we mean by management. But knowledge is now also being applied systematically and purposefully to determine what new knowledge is needed, whether it is feasible, and what has to be done to make knowledge effective. It is being applied, in other words, to systematic innovation.”
From the over two definitions, it is apparent that management is a artistic as well as a methodical stream of knowledge that can be applied to manufacture results by using human as well as supplementary assets in an efficient way. Management has not been limited to managing human source but management today has been segregated into a range of branches like financial management, strategic management, operations management, time management, crisis management, marketing management etc. Each one of these is a divided branch that is being handled by managers who focuses in these fields. At the moment the importance of management from an organization’s point of outlook has increased multifold. It is simply through effectual management that companies are developing and executing their business’s policies and strategies to make best use of their profits and make available with the best of products and services. Management today combines original, commerce, organizational, investigative and other skills to produce successful goal-oriented results! Some of the answer functions in management includes learning to pass on planning and organizing, communicating clearly, controlling situations, motivating employees, adapting to change, constantly innovating and thinking of new ideas, building a good team and delivering results which are not just figure -bound but results that also focus on overall growth and development. Management focuses on the entire organization from both a short and a long-term perspective. Management is the managerial process of forming a strategic vision, setting objectives, crafting a strategy and then implementing and executing the strategy.
There are a variety of views about this term. Traditionally, the term "management" refers to the activities (and often the group of people) involved in the four general functions listed below. (Note that the four functions recur throughout the organization and are highly integrated):
Mostly Project Management means planning, including identifying goals, objectives, methods, resources needed to carry out methods, responsibilities and dates for completion of tasks. Examples of planning are strategic planning, business planning, project planning, staffing planning, advertising and promotions planning, etc. Project Management talks about organizing resources to achieve the goals in an optimum fashion. Examples are organizing new departments, human resources, office and file systems, re-organizing businesses, etc. Project Management points to leading, including to set direction for the organization, groups and individuals and also influence people to follow that direction. Examples are establishing strategic direction (vision, values, mission and / or goals) and championing methods of organizational performance management to pursue that direction. Project management involves Controlling, or coordinating, the organization's systems, processes and structures to reach effectively and efficiently reach goals and objectives. This includes ongoing collection of feedback, and monitoring and adjustment of systems, processes and structures accordingly. Examples include use of financial controls, policies and procedures, performance management processes, measures to avoid risks etc.
Management goes beyond the organization’s internal operations to include the industry and the general environment. The key emphasis is on issues related to environmental scanning and industry analysis, appraisal of current and future competitors, assessment of core competencies, strategic control and the effective allocation of organizational resources.
In general terms, there are two approaches to management. First is the Industrial Organization Approach which this approach is based on economic theory which deals with issues like competitive rivalry, resource allocation, economies of scale. This approach to management assumes rationality, self interested behavior, profit maximization. Second, is the Sociological Approach in this approach the focus is to deal primarily with human interactions. It assumes rationality, satisfying behavior, profit sub-optimality. Management theories can also be divided into two sets. One is the set that concentrates mainly on efficiency and another is the set that concentrates for the most part on effectiveness. Efficiency is about doing things the right way. It involves eliminating waste and optimizing processes. Effectiveness is about doing the right things.
A good management style is a blend of both efficiency and effectiveness. Management techniques can be viewed as either bottom-up, top-down, or collaborative processes. There is no point in acting efficiently if what you are doing will not have the desired effect. However the bottom up approach is not a very popular approach in India as most of the Indian businesses are family run businesses. In India, largely the top down approach is popular. In the top-down approach, the management makes the decisions, which the employees have no choice but to accept. On the other hand, in the bottom-up approach, employees submit proposals to their managers who, in turn, funnel the best ideas further up the organization. Project management is a dynamic profession and you’ll want to stay up to date. Become a member for all the resources that keep you informed, improve your technique and support your career.
But by the day that Dr. Randy Gamboa explained about management my thinking about management. He emphasized that management is about making people independently work their own task not controlling them. He also cited that management is both an art and science. It is the art of making people more effective than they would have been without you. The science is in how you do that. There are four basic pillars that are planning, organizing, directing, and monitoring. Management starts with planning. Good management starts with good planning. And proper prior planning prevents. Furthermore, what on earth is the name, the person in the top-level place in the institute is or at least should be in charge for setting the case of corporations, the overall direction for the organization. Consequently this "executive" level of management is over and over again referred to as the "leadership" of the organization.
With recent focus on the need for transformational leadership to guide organizations through successful change, the term "leadership" has also been used to refer to those who embrace change and lead the change of organizations for the betterment of all stakeholders. Some people believe that leadership occurs only at the top levels of organizations and managing occurs in the levels farther down the organization. Some people believe that leadership occurs (or should occur) throughout the organization, but still use the term "leadership" mostly to refer to the top positions in the organization. Others believe that managing and leading occur at many levels of the organization.
A manager's most important, and most difficult, job is to manage people. You must lead, motivate, inspire, and encourage them. Sometimes you will have to hire, fire, discipline or evaluate employees. These articles and links will help you find the best ways to handle these people management issues. Managers spend a lot of time giving direction to people. When done well you can achieve great results. Make a little slip up and everything goes wrong. Here's how to do it right.
What is project management?
As I surfed the internet about the meaning of project management, I learned that Project management is the discipline of planning, organizing, securing and managing resources to bring about the successful completion of specific engineering project goals and objectives. It is sometimes conflated with program management, however technically that is actually a higher level construction: a group of related and somehow interdependent engineering projects. A project is a temporary endeavor, having a defined beginning and end usually constrained by date, but can be by funding or deliverables, undertaken to meet unique goals and objectives, usually to bring about beneficial change or added value. The temporary nature of projects stands in contrast to business as usual or operations, which are repetitive, permanent or semi-permanent functional work to produce products or services. In practice, the management of these two systems is often found to be quite different, and as such requires the development of distinct technical skills and the adoption of separate management. The primary challenge of project management is to achieve all of the engineering project goals and objectives while honoring the preconceived project constraints. Typical constraints are scope, time, and budget. The secondary—and more ambitious—challenge is to optimize the allocation and integration of inputs necessary to meet pre-defined objectives.
One writer said that Project management is a carefully planned and organized effort to accomplish a specific and usually one-time objective, for example, construct a building or implement a major new computer system. Project management includes developing a project plan, which includes defining and confirming the project goals and objectives, identifying tasks and how goals will be achieved, quantifying the resources needed, and determining budgets and timelines for completion. It also includes managing the implementation of the project plan, along with operating regular 'controls' to ensure that there is accurate and objective information on 'performance' relative to the plan, and the mechanisms to implement recovery actions where necessary. Projects usually follow major phases or stages with various titles for these, including feasibility, definition, project planning, implementation, evaluation and support / maintenance. Program planning is usually of a broader scope than project planning, but not always - note: the terms program and programme have significant variations in their meaning in different geographical areas, e.g. Europe and USA. Project Management points to leading, including to set direction for the organization, groups and individuals and also influence people to follow that direction. Examples are establishing strategic direction (vision, values, mission and / or goals) and championing methods of organizational performance management to pursue that direction. Project management involves Controlling, or coordinating, the organization's systems, processes and structures to reach effectively and efficiently reach goals and objectives. This includes ongoing collection of feedback, and monitoring and adjustment of systems, processes and structures accordingly.
Dr. Randy Gamboa also shared that a successful Project Manager must simultaneously manage the four basic elements of a project: resources, time, money, and most importantly, scope. All these elements are interrelated. Each must be managed effectively. All must be managed together if the project, and the project manager, is to be a success. Project Management is the implementation of the learnings or knowledge, skills, theories, techniques and tools to meet the desired outcome in accord to the project requirements. Project management is accomplished through the use of the processes such as initiating the plan, planning the project, executing the plan, controlling the flow of the project, and closing as the desired result is met. The project team manages the work of the projects, and the work typically involves competing demands for the defined scope, meeting the deadline, within the budget, taking the risk, and meeting the project requirements. Stakeholders or the people involved in the project with differing needs and expectations. Identifying the requirements that the project needs.
The things involved in project management and it is important to note that many of the processes within project management are iterative in nature. This in part due to the existence of and the necessity for progressive elaboration in a project throughout the project life cycle; i.e., the more you know about your project, the better you are able to manage it. The word Project Management is sometimes used to describe an organizational approach to the management of ongoing operations. . Management today combines original, commerce, organizational, investigative and other skills to produce successful goal-oriented results! Some of the answer functions in management includes learning to pass on planning and organizing, communicating clearly, controlling situations, motivating employees, adapting to change, constantly innovating and thinking of new ideas, building a good team and delivering results which are not just figure -bound but results that also focus on overall growth and development. This approach, more properly called management by projects, treats management by projects, treats many aspects of ongoing operations as projects to apply project management techniques to them. Although an understanding of project management is critical to an organization that is managing by projects, a detailed discussion of the approach itself is outside the scope of this document. And the thing that I am always remembering is that there are five features of a project. First, as we know, a project defines beginning, end, schedule, and approach. Second, a project has resources specifically allocated to the work. A project has the end results which have specific goals that comply the time, cost, performance and quality.
http://en.wikipedia.org/wiki/Project
http://www.cs.odu.edu/~cs410/whatisaproject.htm
http://www.indianchild.com/management/what-is-management.htm
http://en.wikipedia.org/wiki/Project_management
http://managementhelp.org/plan_dec/project/project.htm
http://www.pmi.org/
According to my researched on the world wide web particular in Wikipedia a project means frequently involving research or design, that is carefully planned to achieve a particular aim. A project is a research assignment given to a student which generally requires a larger amount of effort and more independent work than is involved in a normal essay assignment. It requires students to undertake their own fact-finding and analysis, either from library/internet research or from gathering data empirically. And for me a project is an output of something proposed by a group people or an individual as a solution to a problem in the company. But our instructor presented what is the meaning project based on the Project Management Body of Knowledge. That organizations perform work. Work generally involves either operations or projects, although there will instances that both will overlap from each other. Operations and projects share many characteristic. Project generally is to performed by the people involving in the project. Project is constrained by the scarcity of the resources or man power. Project is planned, executed accordingly and controlled until the completion of the said project. Projects are often implemented and executed as a means of completing and achieving an group or organization’s strategic plan. Nonetheless operations and projects differ primarily in that of operations are ongoing and repetitive while projects are temporary and tentative and unique. A project is a temporary endeavor which is achieved to make a unique output or services. Temporary is define in the class as that every project has a definite beginning and a definite end. And unique is also define as that of the product or service is different in some distinguishing way from all other outputs or services. For various organizations, projects are a means to respond to those requests that can not be addressed within the organization’s normal operational limits. A project is a temporary effort to create a unique product or service. Projects usually include constraints and risks regarding cost, schedule or performance outcome. Project objectives define target status at the end of the project, reaching of which is considered necessary for the achievement of planned benefits. They can be formulated as SMART criteria: Specific, Measurable (or at least evaluable) achievement, Achievable (recently Agreed-to or Acceptable are used regularly as well), realistic (given the current state of organizational resources) and Time terminated (bounded). The evaluation (measurement) occurs at the project closure. However a continuous guard on the project progress should be kept by monitoring and evaluating. It is also worth noting that SMART is best applied for incremental type innovation projects. For radical type projects it does not apply as well. Goals for such projects tend to be broad, qualitative, stretch unrealistic and success driven.
A project is a sequence of tasks, tasks that will comply the entirety of the project. A project is planned from beginning to end and monitored regularly. And it is to take head that a project is bounded by time, from resources, & required results or quality. A project also defines an outcome and deliverables in sequence. Most of all and the most down fall of IC student is that a project has a deadline. Every project should have the proficient budget as planned. Nevertheless, project has its limits number of people, supplies, and capital. There are five features of a project. First, as we know, a project defines beginning, end, schedule, and approach. Second, a project has resources specifically allocated to the work. A project has the end results which have specific goals that comply the time, cost, performance and quality. A project follows planned and organized approach. A project usually involves a team of people. Projects are undertaken at all levels of the organization. They may involve a single person or many thousands. Their duration ranges from a few weeks to more than five years. Projects may involve a single unit of one organizations or may cross organizational boundaries, as in joint ventures and partnering. Projects are critical to the realization of the performing organization’s business strategy because projects are a means by which strategy is implemented. Examples of projects include developing a new product, output, or services. Effecting a change in the structure, staffing, or style of an organization. Designing a new transportation vehicle. It may be designing a new transportation vehicle. Or it may be developing or acquiring a new or modified information system. It also be constructing a building or facility. It may be building a water system for a community in a developing country. Or running a campaign for political office. Sometimes implementing a new business procedure or process.
What is management?
As I explored the internet for the meaning of management, I learned that the term ‘management’ encompasses an array of different functions undertaken to accomplish a task successfully. In the simplest of terms, management is all about ‘getting things done’. However, it is the way and the process of how one achieves ones target or goals and it is in this respect that management is considered an art and a science as well. The term management may be in recent times defined, but it existed at a time while men started learning the skill of organizing, strategizing (during wars) and/or basically planning. At the central part of it, management was characteristically considered as an art of ‘managing men’ and hence the term “manage-men-T.”
At the roots, management evolved when the classification of knowledge became just about twisted rather than being plain ‘rational’. In a number of way, Rousseau in 1972 pointed out that “A real knowledge of things may be a good thing in itself, but the knowledge of men and their opinions is better, for in human society.” And a good deal later, management scholar, Peter Drucker in 1993 defined management as “Supplying knowledge to find out how existing knowledge can best be applied to produce results is, in effect, what we mean by management. But knowledge is now also being applied systematically and purposefully to determine what new knowledge is needed, whether it is feasible, and what has to be done to make knowledge effective. It is being applied, in other words, to systematic innovation.”
From the over two definitions, it is apparent that management is a artistic as well as a methodical stream of knowledge that can be applied to manufacture results by using human as well as supplementary assets in an efficient way. Management has not been limited to managing human source but management today has been segregated into a range of branches like financial management, strategic management, operations management, time management, crisis management, marketing management etc. Each one of these is a divided branch that is being handled by managers who focuses in these fields. At the moment the importance of management from an organization’s point of outlook has increased multifold. It is simply through effectual management that companies are developing and executing their business’s policies and strategies to make best use of their profits and make available with the best of products and services. Management today combines original, commerce, organizational, investigative and other skills to produce successful goal-oriented results! Some of the answer functions in management includes learning to pass on planning and organizing, communicating clearly, controlling situations, motivating employees, adapting to change, constantly innovating and thinking of new ideas, building a good team and delivering results which are not just figure -bound but results that also focus on overall growth and development. Management focuses on the entire organization from both a short and a long-term perspective. Management is the managerial process of forming a strategic vision, setting objectives, crafting a strategy and then implementing and executing the strategy.
There are a variety of views about this term. Traditionally, the term "management" refers to the activities (and often the group of people) involved in the four general functions listed below. (Note that the four functions recur throughout the organization and are highly integrated):
Mostly Project Management means planning, including identifying goals, objectives, methods, resources needed to carry out methods, responsibilities and dates for completion of tasks. Examples of planning are strategic planning, business planning, project planning, staffing planning, advertising and promotions planning, etc. Project Management talks about organizing resources to achieve the goals in an optimum fashion. Examples are organizing new departments, human resources, office and file systems, re-organizing businesses, etc. Project Management points to leading, including to set direction for the organization, groups and individuals and also influence people to follow that direction. Examples are establishing strategic direction (vision, values, mission and / or goals) and championing methods of organizational performance management to pursue that direction. Project management involves Controlling, or coordinating, the organization's systems, processes and structures to reach effectively and efficiently reach goals and objectives. This includes ongoing collection of feedback, and monitoring and adjustment of systems, processes and structures accordingly. Examples include use of financial controls, policies and procedures, performance management processes, measures to avoid risks etc.
Management goes beyond the organization’s internal operations to include the industry and the general environment. The key emphasis is on issues related to environmental scanning and industry analysis, appraisal of current and future competitors, assessment of core competencies, strategic control and the effective allocation of organizational resources.
In general terms, there are two approaches to management. First is the Industrial Organization Approach which this approach is based on economic theory which deals with issues like competitive rivalry, resource allocation, economies of scale. This approach to management assumes rationality, self interested behavior, profit maximization. Second, is the Sociological Approach in this approach the focus is to deal primarily with human interactions. It assumes rationality, satisfying behavior, profit sub-optimality. Management theories can also be divided into two sets. One is the set that concentrates mainly on efficiency and another is the set that concentrates for the most part on effectiveness. Efficiency is about doing things the right way. It involves eliminating waste and optimizing processes. Effectiveness is about doing the right things.
A good management style is a blend of both efficiency and effectiveness. Management techniques can be viewed as either bottom-up, top-down, or collaborative processes. There is no point in acting efficiently if what you are doing will not have the desired effect. However the bottom up approach is not a very popular approach in India as most of the Indian businesses are family run businesses. In India, largely the top down approach is popular. In the top-down approach, the management makes the decisions, which the employees have no choice but to accept. On the other hand, in the bottom-up approach, employees submit proposals to their managers who, in turn, funnel the best ideas further up the organization. Project management is a dynamic profession and you’ll want to stay up to date. Become a member for all the resources that keep you informed, improve your technique and support your career.
But by the day that Dr. Randy Gamboa explained about management my thinking about management. He emphasized that management is about making people independently work their own task not controlling them. He also cited that management is both an art and science. It is the art of making people more effective than they would have been without you. The science is in how you do that. There are four basic pillars that are planning, organizing, directing, and monitoring. Management starts with planning. Good management starts with good planning. And proper prior planning prevents. Furthermore, what on earth is the name, the person in the top-level place in the institute is or at least should be in charge for setting the case of corporations, the overall direction for the organization. Consequently this "executive" level of management is over and over again referred to as the "leadership" of the organization.
With recent focus on the need for transformational leadership to guide organizations through successful change, the term "leadership" has also been used to refer to those who embrace change and lead the change of organizations for the betterment of all stakeholders. Some people believe that leadership occurs only at the top levels of organizations and managing occurs in the levels farther down the organization. Some people believe that leadership occurs (or should occur) throughout the organization, but still use the term "leadership" mostly to refer to the top positions in the organization. Others believe that managing and leading occur at many levels of the organization.
A manager's most important, and most difficult, job is to manage people. You must lead, motivate, inspire, and encourage them. Sometimes you will have to hire, fire, discipline or evaluate employees. These articles and links will help you find the best ways to handle these people management issues. Managers spend a lot of time giving direction to people. When done well you can achieve great results. Make a little slip up and everything goes wrong. Here's how to do it right.
What is project management?
As I surfed the internet about the meaning of project management, I learned that Project management is the discipline of planning, organizing, securing and managing resources to bring about the successful completion of specific engineering project goals and objectives. It is sometimes conflated with program management, however technically that is actually a higher level construction: a group of related and somehow interdependent engineering projects. A project is a temporary endeavor, having a defined beginning and end usually constrained by date, but can be by funding or deliverables, undertaken to meet unique goals and objectives, usually to bring about beneficial change or added value. The temporary nature of projects stands in contrast to business as usual or operations, which are repetitive, permanent or semi-permanent functional work to produce products or services. In practice, the management of these two systems is often found to be quite different, and as such requires the development of distinct technical skills and the adoption of separate management. The primary challenge of project management is to achieve all of the engineering project goals and objectives while honoring the preconceived project constraints. Typical constraints are scope, time, and budget. The secondary—and more ambitious—challenge is to optimize the allocation and integration of inputs necessary to meet pre-defined objectives.
One writer said that Project management is a carefully planned and organized effort to accomplish a specific and usually one-time objective, for example, construct a building or implement a major new computer system. Project management includes developing a project plan, which includes defining and confirming the project goals and objectives, identifying tasks and how goals will be achieved, quantifying the resources needed, and determining budgets and timelines for completion. It also includes managing the implementation of the project plan, along with operating regular 'controls' to ensure that there is accurate and objective information on 'performance' relative to the plan, and the mechanisms to implement recovery actions where necessary. Projects usually follow major phases or stages with various titles for these, including feasibility, definition, project planning, implementation, evaluation and support / maintenance. Program planning is usually of a broader scope than project planning, but not always - note: the terms program and programme have significant variations in their meaning in different geographical areas, e.g. Europe and USA. Project Management points to leading, including to set direction for the organization, groups and individuals and also influence people to follow that direction. Examples are establishing strategic direction (vision, values, mission and / or goals) and championing methods of organizational performance management to pursue that direction. Project management involves Controlling, or coordinating, the organization's systems, processes and structures to reach effectively and efficiently reach goals and objectives. This includes ongoing collection of feedback, and monitoring and adjustment of systems, processes and structures accordingly.
Dr. Randy Gamboa also shared that a successful Project Manager must simultaneously manage the four basic elements of a project: resources, time, money, and most importantly, scope. All these elements are interrelated. Each must be managed effectively. All must be managed together if the project, and the project manager, is to be a success. Project Management is the implementation of the learnings or knowledge, skills, theories, techniques and tools to meet the desired outcome in accord to the project requirements. Project management is accomplished through the use of the processes such as initiating the plan, planning the project, executing the plan, controlling the flow of the project, and closing as the desired result is met. The project team manages the work of the projects, and the work typically involves competing demands for the defined scope, meeting the deadline, within the budget, taking the risk, and meeting the project requirements. Stakeholders or the people involved in the project with differing needs and expectations. Identifying the requirements that the project needs.
The things involved in project management and it is important to note that many of the processes within project management are iterative in nature. This in part due to the existence of and the necessity for progressive elaboration in a project throughout the project life cycle; i.e., the more you know about your project, the better you are able to manage it. The word Project Management is sometimes used to describe an organizational approach to the management of ongoing operations. . Management today combines original, commerce, organizational, investigative and other skills to produce successful goal-oriented results! Some of the answer functions in management includes learning to pass on planning and organizing, communicating clearly, controlling situations, motivating employees, adapting to change, constantly innovating and thinking of new ideas, building a good team and delivering results which are not just figure -bound but results that also focus on overall growth and development. This approach, more properly called management by projects, treats management by projects, treats many aspects of ongoing operations as projects to apply project management techniques to them. Although an understanding of project management is critical to an organization that is managing by projects, a detailed discussion of the approach itself is outside the scope of this document. And the thing that I am always remembering is that there are five features of a project. First, as we know, a project defines beginning, end, schedule, and approach. Second, a project has resources specifically allocated to the work. A project has the end results which have specific goals that comply the time, cost, performance and quality.
http://en.wikipedia.org/wiki/Project
http://www.cs.odu.edu/~cs410/whatisaproject.htm
http://www.indianchild.com/management/what-is-management.htm
http://en.wikipedia.org/wiki/Project_management
http://managementhelp.org/plan_dec/project/project.htm
http://www.pmi.org/
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