W6 OM Discussion - Essay Example

School: W6 OM DISCUSSION Lecturer: W6 OM DISCUSSION Generally, process improvement is concerned with all progressive efforts aimed at improving products, services, or processes (Masaaki, 1997). Project management on the other hand focuses on the application of knowledge and expertise aimed at developing project scope and project plan that are in line with stakeholder’s requirement (Dinsmore, 2005). In effect, a relationship can be established in the sense that project management must be carried out as part of efforts aimed at bringing about process improvement.

In effect, before there can be process improvement, there first ought to be the fulfillment of tasks required under project management (Dinsmore, 2005).Several modern day project managers associate themselves with six core concepts and processes of project management. These are initiating, planning and design, executing, monitoring and controlling, closing, and project controlling and project control systems (Meredith and Shafer, 2014). These systematic processes are in place to ensure that from the beginning to the end of a project, there are critical considerations for the roles that each stakeholder can play as a way of ensuring that the project becomes integrated and well coordinated to accomplish its desired goals.

There are a number of projects across the globe that are perfect examples of the utilization of the core concepts of project management and how successfully these turned out to be. The HM Revenue and Custom’s (HMRC’s) Enterprise Release (ER) project is a perfect example of how project management was employed as a means of implementing IT services in a manner that was described to be in accordance with critical timescales and having very minimal disruptions to the business and public service (The Stationery Office, 2012).

Even though there were challenges along the project, using the five major processes namely initiation, planning, execution, monitoring and control, and closing ensured that all of such challenges were overcome in due time.ReferencesDinsmore P. C. et al (2005). The right projects done right! New York: John Wiley and Son.Masaaki I. (1997). Gemba Kaizen: A Commonsense, Low-Cost Approach to Management (1st ed.). New York: McGraw-Hill.Meredith J.R. and Shafer S.M (2014). Operations Management for MBAs.

5th Edition, New York: WileyThe Stationery Office (2012). Managing successful change: IT service transformation at HMRC. Accessed 17th April, 2014 from http://www.axelos.com/gempdf/Managing_Successful_Change_IT_Service_Transformation_at_HMRC_Case_Study_v1.pdf