Evaluation Of A Project Manager Management

This memo describes my progress to date in the course COSC 684 300: Professional Internship in Summer 2015 semester. I shall also discuss my plans to successfully complete the course in August 2015. The memorandum would be divided in three main task areas which were agreed at the time of the individual internship agreement between me and the department.

As the world is chaotic (Djavanshir and Khorramshahgol, 2006) it is impossible to always predict the future accurately. Teller at al (2012) describes project management as balancing the “iron triangle”, where changes to any one of the planned costs, quality or scope will change the other elements. Risk management allows contingency to be put into project plans, (APM, 2012) minimising negative effects and maximising the benefits of uncertainty.

A company performs a lot of operations in a daily basis. These operations are categorized into different categories and departments. This is because all these operations cannot all be under one roof due to the complexity, skills and expertise needed in carrying out these operations. In these processes, high level of technology is employed, high quality instruments are used, and manly skills, experience are also utilized. This therefore calls for the need of good project management for the achievement of expected overall performance of a company. This paper focuses on the relationship between project management and the overall performance of company.

Successfully owning a business takes much more than an idea and a dream. It takes a great deal of preparation. A pivotal part of my preparation is the Performance Management phase, and that is why I chose Chapter 2 it describes the performance management process as the subject for my project. The subjects included in this chapter the performance management process starting with what should be done before a system is implemented and ending with the performance renewal and reconstructing phases.

Forming the priorities for the project considers the three project measurement elements: cost, scope, and time. By determining with the customer which one of these elements are the priority over the others, the project manager can determine which element can be the constraint, which one can be enhanced, and which element to accept. This can affect the quality of the project if time, cost, or scope is the priority. With this project, we do know that the cost of the project cannot exceed a budget of $1.2 million. Therefore the cost is a constraint – no flexibility in this area. Time could be accepted, meaning that the date for the conference could be in twenty or twenty one month – not an exact date. Performance or scope of the project can be enhanced with the flexibility of the projects that the individual teams undertake before the conference. In fact, the service at the venue could be of elegant quality or simply good food. The scope of this project could be enhanced.

Why did Cisco need an ERP solution? When Solvik joined Cisco in January 1993 as the company’s CIO, he realized that the company was growing significantly. And according to his experience he realized that the present system did not provide the degree of redundancy, reliability and maintainability that Cisco needed. He also knew that the system will not be able to handle the growth of Cisco from a $500 M to a $5B company. This is when he decided to change a few things to satisfy the needs of the company growth. Changes Solvik made: -

The project is planned within a budget of AUD$147,003 as shown in appendix one. The project team is expected to complete the project within this budget. However, the project can be allocated additional budget, but under extreme circumstances. The budget is based on the estimated costs associated with the defined tasks. The steps followed in coming up with this budget are based on the estimated resources assigned to each activity, and the estimated length of each activity. As the initial budget, the estimates are constrained by the funds that the management is willing to spend on this project. Therefore, the provided estimates could be refined until it is base-lined at project start-up.

In order for projects to be completed efficiently, an organisation needs to provide clear guidance on the project objectives, performance and quality, budget, time to completion and their relative importance. Project managers must also be given the correct level of authority to allow them to ensure a project is guided effectively and efficiently through to completion.

Project management (PM) is the vocation of seeing that projects are completed on time, within budget, and perform to the standard that the stakeholders are expecting. There are PM degrees available at the Associate, Bachelor, Graduate, and Ph.D. levels of study; degrees are available on campus and online from many well-known and highly rated institutes. However, many employers view the Project Management Professional (PMP) certificate as even more important than a degree. Project managers earn far about the average wage, the average salary for project managers worldwide was $81,000 in 2015, and there is a large demand for project managers, employers need an additional 15.7 million new project managers by 2020. A project manager must be able to work with many different people: project stakeholders, members of the project team, vendors, contractors, engineers. A project manager must have good communicate skills, have the courage to make hard decisions, and do whatever is necessary to see to it a project stays on track, on schedule, and on budget. Before becoming senior project managers and leading project teams, project managers hold a variety of project related positions; they receive on-the-job training, gain experience, and advance through the ranks as project team members, project coordinators, project schedulers; assistant project manages, project managers, before becoming senior project managers.

Determining the proper qualifications for a project manager is critical in order to implement a strong project management process. The methods that the project manager can implement include a traditional method, such as PMBOK, or the newer, more responsive Agile methods such as Scrum. How successfully a project is managed will determine the success or failure of the project.

They are visionary with a clear objective, they communicate with their team about their objectives, how to achieve and distributing the responsibilities. Thereby, making a feasible road map to achieve the objective.

The major different was the cut off labor force throughout the project which like the previous project from four person in order to finish the tender into two person. This brought about a important decline in expense, staff administration and work proficiency. Employees skill sets stay comparable, just with the extra necessity of IT tools. Work fulfillment furthermore, inspiration enhanced with the utilization of e-tendering. Resistance was negligible as the staff included were moderately youthful.

For this Running Case, we are Checking and controlling procedures measure progress toward the task goals, screen deviation from the arrangement, and make a restorative move to match pace with the agreement. Execution reports are primary yields of observing and controlling. The project manager ought to be watching advance intently to guarantee that deliverables are being finished, targets are being met. The project manager must work intimately with the venture group and different partners and take suitable activities to keep the undertaking running efficiently. The perfect result of the observing and controlling procedure group is to complete a delivering so as to undertake effectively the settled upon venture scope

In order to run a project, the manager needs support with different things such as resources, tools and methodologies.

Another key area that is necessary for the successful completion of the client construction project is the organization for the site meetings. Through a properly planned and conducted site meeting, much can be accomplished since well planned meetings enhance positive achievement, (Shmueli, Pliskin & Fink, 2016, pg 400). However, meetings with no pre-planning will tend to accomplish very little, and always result into a waste of time which is one of the most valuable resources. According to (Shmueli, Pliskin & Fink, 2016, pg 399), for the construction project, personnel have the right to call on the meetings which can be convened by both the Principal Contractor and the organization’s Key Personnel such as the construction Manager, Project Manager, Estimator and the Accountant. In the meeting some of the most important issues that can be discussed comprise of the feasibility of the Project. Generally, feasibility of the any project is based on the project’s Tender Documents.