PMGT 501 Reflective Paper

Hidan, L. (2011). Project management and engineering issues. Annals of the University Dunarea De Jos of Galati: Fascicle XIV, Mechanical Engineering. (1), pgs. 57-60

I can now use this information and convey to my supervisor as a way to better understand my work performance.

The paper is divided into three sections, the first of which will establish a timeline of events. This project background will serve as a case study for the analysis in the following section that will be structured such that each of the previously mentioned facets will be independently analyzed and contrasted with project management principles. Finally the paper will conclude with a summary of the analysis and recommendations based on

Larson, E., & Gray, C. (2010). Project management, the managerial process. (5th ed., p. 158).

Why are we taking so much time to develop the project plan, and how does that fit with monitoring and control? For full credit you must provide specific reasons and justifications, not just generalities.

Bezak, S., & Nahod, M., (2011). Project Manager 's Role Analysis as a Project Management Concept. Technical Gazette, 18(1), 33-40.

Gray, C. F. & Larson, E. W. (2008). _Project Management: The Managerial Process_. Boston, MA: McGraw-Hills Companies, Inc.

Our Project Manager will present recommendations for improvement to the COR as a part of the Monthly Status Report. With the COR’s approval, our Project Manager will implement the improvements and monitor them to verify they achieve their intended purpose over time. Exhibit 24 describes relevant reports that we will provide to promote high quality operations.

Hello, I am a Business Major that is on the waiting list of your GOVT 391 course. It is the only government course I am required to take. I registered for the course as soon as registering opened up for me, however, there was a classification error because I'm still in sophomore standings until next semester. Therefore, I was kicked out after being one of the students to register before the course was full. I have been waiting for weeks for a spot to open up. Your course conveniently fits my schedule and allows me to have enough credit hours in order for me to continue to fulfill my degree plan. I recently became aware that, as professors, you all have the power to override students. I am asking you to please consider overriding me.

A collection of my feedback about how well am I doing my job according to my experiences in the job. Please refer to diagram 1 for more illustration on the jobs dimension:

It is clear to see that throughout the project the tasks and progress were monitored very closely. The project is heavily dependent on the resources provided by its shareholders and in turn they rely on regular updates to reassure them on their investment. In the construction and building industry the methods and application of project management tools are very reliable and well tested. Therefore, it could benefit the project if the it was managed with detailed and defined practises and also follow standards set and agreed upon on a international level.

Monitoring and control activities are essential components to effective project management (Chrissis, Konrad, & Shrum, 2011; PMI, 2013). The main purpose of monitoring and control activities are to having an understanding of project progress/performance against the agreed upon plan, identify potential risks, provide accurate forecasts, and to ensure corrective actions are taken when necessary (Chrissis et al., 2011; PMI, 2013). Successful cost and schedule control involves much more than merely monitoring project progress and costs, it involves thorough analysis of the data (Kerzner, 2013, p. 738). One of the most effective tools for performance measurement, monitoring, and control is earned value management (EVM); a powerful technique which employs quantitative data to objectively monitor and control project progress (De Marco & Narbaev, 2013).

c After the acceptance of all stakeholders is achieved, actual growth begins and a project management methodology needs to be selected based on the major areas seeking improvement. A project tracking and monitoring system has to be in place for improved estimation of project life-cycle.

A review of any significant issues discovered with the company data would be covered as well. Any change management issues that may arise due to the operationalization of the model will be included so action items for the relevant leaders can begin. The project manager or project sponsor may show summary slides from the various milestone project meetings that occurred during the project. This is not a repeat of those meetings; just highlights to refresh attendees’ memories. At the close of this session, it should be evident the project is complete.

A management dashboard developed with the help of SAP shows how smoothly a critical process is running at a certain point in time. Information from the dashboard helps Burtons users identify inconsistencies a problems that should be monitored more closely.