A Review Of Recent Evidence

A Review Of Recent Evidence PROJECT MANAGEMENT EMERGED FROM DIFFERENT FIELDS OF APPLICATION INCLUDING CONSTRUCTION, ENGINEERING, TELECOMMUNICATIONS, AND DEFENSE AS A DISCIPLINE. THE 1950S MARKED THE BEGINNING OF THE MODERN PROJECT MANAGEMENT ERA. BEFORE 1950S, PROJECTS WERE MANAGED ON AN AD-HOC BASIS USING GANTT CHARTS, OR INFORMAL TECHNIQUES AND TOOLS. PROJECT MANAGEMENT IS THE DISCIPLINE OF PLANNING, ORGANIZING, SECURING AND MANAGING RESOURCES (I.E. MANAGEMENT) TO BRING ABOUT THE SUCCESSFUL COMPLETION OF SPECIFIC PROJECT GOALS AND OBJECTIVES. B: DISCUSS PROJECT MANAGEMENT SYSTEM ELEMENTS ONCE PROJECT MANAGEMENT IS PUT IN PLACE ORGANIZATIONS GET THE NECESSARY TOOLS AND INFORMATION THAT ARE NEEDED TO COLLABORATE AND MANAGE THEIR WORKLOAD AS A TEAM. FOLLOWING ARE THE KEY ELEMENTS FOR BETTER PROJECT MANAGEMENT: 1. CLASSIFY -DEFINE THE TYPE OF WORK: IT HELPS EVERYONE UNDERSTAND WHAT NEEDS TO BE DONE E.G. NEW FEATURE, ACTION ITEM, DEFECT ETC. 2. TARGET -TARGET SETS YOUR PROJECT ¿Ã‚ ½S MILESTONES. MEASURING PROGR ESS IS EASY WITH METRICS WHEN REMAINING TASKS AND ISSUES CAN BE RELATED BACK TO THE PLAN, KEEPING TEAM MEMBERS FOCUSED AND WORKING TOWARD A COMMON GOAL. 3. PRIORITIZE – EACH TEAM MEMBER SHOULD UNDERSTAND THE PRIORITY SYSTEM. 4. COLLABORATE -RIGHT TASKS BE ASSIGNED TO THE RIGHT PEOPLE. MAKE SURE THAT OWNERSHIP BE CLEAR AND REASONABLE. WORKLOAD HAS TO BE BALANCED AND FAIR AND IT SHOULD BE EASY FOR PEOPLE TO GET HELP IF NEEDED FROM OTHER TEAM MEMBERS. 5. CHECK STATUS -TASK STATUS SHOULD BE REGULARLY TRACKED. IT SHOULD BE EASY TO SEE WHAT IS COMPLETED, WHAT REMAINS TO BE COMPLETED, AND WHAT ISSUES EXIST. 6. TRACK COMPLIANCE – KEEP A COMPLETE HISTORY FOR EVERY TASK. IT HELPS YOU UNDERSTAND WHAT ISSUES REMAIN, HOW TO IMPROVE YOUR PLANS, UNDERSTAND AND CORRECT PROCESS ISSUES, AND COMPLY WITH APPROPRIATE INDUSTRY STANDARDS LIKE ISO9000 CERTIFICATION ETC. C: DISCUSS EXTERNAL AND INTERNAL ENVIRONMENTAL ELEMENTS INFLUENCING PROJECT MANAGEMENT PROJECT MANAGEMENT CAN BE AFFECTED BY THE INTERNAL AND EXTERNAL FACTORS IN A BUSINESS ENVIRONMENT. THE EXTERNAL FORCES THAT AFFECT PROJECT MANAGEMENT INCLUDE SOCIOLOGICAL, POLITICAL, ECONOMICAL AND TECHNOLOGICAL. EXTERNAL FACTORS: 1. SOCIOLOGICAL: IT INCLUDES THE DEMOGRAPHIC STATUS, TRENDS, WORK ETHICS, PERSONAL VALUES, AND GENERAL CULTURES. THESE FACTORS INFLUENCE DIFFERENTLY ON HOW A PROJECT MANAGER ACCOMPLISHES ITS GOALS. THE SOCIAL ENVIRONMENT IN EACH COUNTRY IS UNIQUE AND AS THE BUSINESS BECOMES INTERNATIONAL, MANAGEMENT HAS TO UNDERSTAND THESE UNIQUE ENVIRONMENTS IN ORDER TO PLAN FOR THE FUTURE AND DESIGN PRODUCTS FOR A PARTICULAR GROUP OF PEOPLE. 2. ECONOMIC AND POLITICAL: IT INCLUDES THE ESSENTIAL FACTORS SUCH AS COMPETITORS, SUPPLIERS AND CUSTOMERS. PROJECT MANAGEMENT MUST STUDY THE ECONOMY AND POLITICAL ENVIRONMENT FOR A CONTINUAL AND DYNAMIC RELATIONSHIP. BY STUDYING THE COMPANIES, SUPPLIERS, COMPETITORS, CUSTOMERS AND CURRENT POLITICAL FACTORS, THE MANAGEMENT IS CAPABLE OF MAKING EFFECTIVE MANAGERIAL DECISI ONS. THUS THE PRODUCTS DESIGNED UNDER THIS POSSES PLACE, FORM AND TIME UTILITY TO SUCCEED IN THE MARKET PLACE. 3. TECHNOLOGY: TECHNOLOGY HAS THE MOST DRAMATIC EFFECT ON PROJECT MANAGEMENT AS ANY CHANGE IN THIS EXTERNAL ENVIRONMENT IS OFTEN QUICKLY FELT BY FIRM. AS THE MARKET CAN CHANGE OVERNIGHT THE PROJECT MANAGEMENT SHOULD BE IN A POSITION TO MAKE DECISIONS THAT WILL PUT THE COMPANY IN A FLEXIBLE POSITION TO ADAPT WITH THE TECHNOLOGICAL CHANGES.