Project Management: Planning and Control Techniques - Coursework Example

Project Management Name Course Lecturer Date Introduction Seeking for ways to stay ahead of the chaotic global and competitive economy, most companies are turning to effective project management that will drive consistency in the market and ensure excellent business results. Indeed, disciplined project management begin at the portfolio stage where both the value and costs are measured. In addition, the initial investments are primarily driven by strategic vision. Of important to note is the fact that in the current systems, a project management strategy basically embraces the whole organization and as such dictating the execution of project at every level so as to deliver value in every considered level. Notably, most companies have continued to embrace project management and investing more time as the projects lower costs, increase stakeholders satisfaction, improve customer-organization relationships, and ensure an organization has a greater competitive advantage. Indeed, most global executives believe that having a project management as the epicentre in one’s organization, it boosts the company in remaining competitive even during recession. With the above understanding it is important to note that there is a need to collectively apply the appropriate methods in designing and carrying out a project in order to ensure that an organizational goals and objectives will be met. As such, an understanding of project management methodologies, which are considered as ways in which a particular project is began, planned and executed to completion, by the project manager and the project team is crucial. This is attributed to the fact that the aforementioned stages determine whether a project will be successful. As such, this paper will consider a case study; that is, Odessa Mobile Technology Project whereby it will assess the project in terms of the methods utilized, discuss keys stages of the project and finally give an analysis of the failure or success. Description of Odessa Mobile Technology Project The project primarily involves the installation of new technology in order to ensures the company has the latest technology in the IT department. The project laid down 6 phases including securing of equipment, ordering and installing of the equipment, conducting testing and training and implementing the project. PMBOK and Odessa Mobile Technology Project Odessa Mobile Technology Project primarily used the PMBOK as a project methodology. Therefore, in order to critically analyse the project in regard to the methodology, various aspects of this methodology will be utilised. This includes the five processes; that is, initiation, planning, executing, monitoring and controlling, and closing processes. Of important to note the aforementioned processes are evident in the project plan which clearly depicts what is expected to be done in order to ensure that the project is successful. Of important to note is the fact that this methodology evangelizes the need to divide the project into phases (TSO 2009). This is quite important given that projects have unique undertakings that highly involve lots of uncertainty. Dividing the project into various phases ensures that management is well controlled and there are good links that are provided for the ongoing processes so as to ensure that the project meets the set organizational goals. Having in this in mind, the Odessa Mobile Technology Project clearly laid down the project approach through a creation of various phases that would ensure that none of the set objective would be omitted during the implementation of the project. With the above, the company was confident that each phase would be accomplished accordingly preventing omission of significance stages. However, according to Burke (2003) each project phases is clearly marked by completion of deliverables. Deliverables are considered to be tangible and verified work products including feasibility study which ensures that ach phase define the product of a particular project. Indeed, given that the deliverable, are key indicators as to whether the project should continue to the next phase, this project was expected to experience some drawbacks. In addition, it would not be able to detect and as such correct errors that may be perceived in every phase effectively. Simply, it is argued that lack of deliverables at every phase of the project will not assist project manager and the team to evaluate each phase before moving on to the next. This will ultimately result to poor performances at some phases in the project. Furthermore, the project manager may not be in a position to deliver each phase as per the desire of the management control given that each phase generally define the deliverables as per the expectations of the management. However, it is important to note that despite lacking the deliverable, the project in a way described the operations that would be done at every phase. This includes every technical work to be carried out, and personnel to be involved. As such, it excludes some unnecessary mistakes or risks that would have accompanied lack of deliverables at each phase of the project (Burke 2003). Under various key processes of delivering the project; initiation is considered to be the first stage. Under this, various issues are considered including inclining the project towards success through identifying the appropriate team, scope and aligning the project with the organization management (P.M.I 2008). Indeed, it is perceived that this stage brings together key participants and documents to define the project. As such, by performing various critical steps involved, any project is confident that it has a solid base to start achieving the objectives of the goals. One of the critical steps is the identification of stakeholders given that they are significance entities who influence the success of the project. Having the above understanding the project manager of the presented project attained stakeholder register, a document that primarily offer information on the main stakeholders that may influence the running and implementation of the project (Kerzner 2009). As such, the project manager got a clear understanding which stakeholder is likely to support objectives of the project and who is likely to derail it. It is also important to note that this document highlighted the expectations of every stakeholder involved in the project. This made it easier for the project manager to consider the expectation when deliberating on the objectives and goals. The other critical step is that of obtaining or developing a project charter. In regard to the presented project, the project manager was aware of the need to develop the above so as to be able to obtain the much needed resources to run the project. In addition, resources were also required for value assessment, scope definition which is used at the initial stage of the project and at the beginning of every project when desired so as to ensure that the goals are clearly understood. Therefore, with the charter, the project manager was somehow able to get the resources without any resistance(P.M.I 2008). The other key stage of PBMOK involves planning and under this, there are various issues that are significant to consider including development of project management plan, collection of requirement, definition of scope, and creation of work breakdown structure, definition of activities, estimate cost and budget, develop schedule, identify and plan risk management, plan quality and communications. Essentially, this stage involves development of relevant milestones, timelines, resources and project delivery to various business priorities including duration, risk management, quality, communication, external dependencies and duration (P.M.I, 2008). Notably, the presented project considered various issues in this stage. Indeed, these ‘elements’were evident in the project plan through which the objectives and goals that need to be achieved in the project were clearly stated. In addition, it clearly spelt out the scope of the project and the desired outcomes. As such, it assisted in clarifying some expectations required in the project. One cannot overemphasis the need to have an appropriate project budget. This is attributed to the fact that the budget assists the project manager and the team to evaluate the needed resources, money and sources so at to effectively complete the project in time. With this understanding, the presented project considered an appropriate budget that would ensure that the project was not interrupted due to lack of enough resources. It is also important to state that in relation in this, it consulted among stakeholders in order to ensure that no delays are experienced in allocating the resources to the right phases of the project. Having created the work breakdown structure, the project manager was assured that the project is divided into sections that are manageable. As such, as Maylo (2008) argue, by doing so, the project manager was able to carry out any mid-course adjustment in need be. In regard to risk assessment, the project plan attempted to identify, prioritize and characterize risks that may be experienced in the project. As such, it went on ahead to document an excellent mitigation approach that clearly addressed each risk as identified appropriately. As argued by Kerzner (2009) it is important to closely monitor and update the risk assessment so as to consider other risks that may have risen as the project is running. Indeed, the project manager is seen to have considered this as vital and as such went ahead to recognized various members within the project team to analyse every phase of the project so as to recognize any risk that may be carried over to the next phase. It is important to note that this assessment was perceived to be carried out monthly. Given the fact that mitigation approaches are expected to be agreed upon by the leadership in the project, the project manager considered it important to allocate time to every steering committee meeting that is dedicated to identify and discuss any risks in regard to the mitigation strategies. Indeed, this is a good strategy; however, it is important for the management to consider the noted agreement as per the effect of the risk, feasibility of preventing the risks and the ability of the project to accept the risks (Nicholas 2004). Generally, it is also in order for the project manager to relay recommended and amendments contingencies to the committee frequently or even as per the warrant of the conditions. Milestone is an important level to consider under planning. This is attributed to the fact that it clearly sheds more light on estimated completion of every activities or tasks that is to be undertaken in the project. This was evident in the project management plan and was also accompanied by assumptions and constraints that would adversely affect the project if not considered appropriately. Indeed, the above elements are important given that the greatly depicts whether the project plan is valid or not (P.M.I 2008). Of important to note is that the above played a major role in ensuring the project was a success. As Maylor (2008) argues without a communication plan is difficult to run a project given that it forms part of stakeholders’ analysis. Notably, the project manager had ensured that this is plan is present bearing in mind that disseminating information ensures that the project is valid. Furthermore, it is generally believed that project participants primarily desire to know the status of the project and how they are impacted. Still, some are also eager to participate and the more people are updated on the project the more willing they are to participate. Execution is considered an important process to document while carrying out a project. This is stage whereby the project manager is expected to shift from planning to observing, participating and analyzing the activities being carried out. Of important to note in this project, the project manager had to keep up with the running of the project by ensuring that the interested parties were kept up dated on the activities and this was made possible through daily interaction with the team members. In relation to this, the project manager ensured that the quality plan as documented in the project plan was carried to the letter. Under monitoring and control, the project manager allocated this to the appropriate team given that it may have proven difficult to handle every section of the project. However, it is according to the expectation of various critiques that this team would update the project manager on the performance through documentation and reports which would later be passed to the stakeholders. Indeed, one cannot overemphasis the importance of the above given that regular assessment of the progress made in relation to timeline, goals, budget and scope assists in ensuring that there are no unwanted surprises in the implementation of the project. Under this, one cannot fail to notice that the project team considered the verification of the scope, control of schedule and costs, and monitoring and controlling risks (TSO 2009). Success of the Project Considering the above, it is significance to consider whether the project was a success. Indeed, it is quite clear that the project was bound to succeed. Looking at every stage of the project; that is planning and execution of the project, the project team essentially considered various elements as spelled out in PMBK methodology. The project had a good project management plan that gave a detailed report on chain of events that are supposed to be carried out throughout the project. The planning, execution, monitoring, controlling and closure of every phase of the project has been clearly laid out and maintained. In addition to this, the requirements of the project were clearly clarified as seen through the project and development of schedule and timeline that assisted in completing the project at the right time (TSO 2009). Notably, carrying out a risk management plan assisted in documenting various potential risks that could have affected the project. This was accompanied with a mitigation approach that would address the risks timely at a minimal cost. In addition to this, this process supported good communication among stakeholders and other interested parties. The ongoing communication process and plans also ensured that any change that occurred during the project was communicated to the appropriate stakeholders. In addition, every participant involved in the project was able to be updated on the daily activities; and as such ensured that they actively participated and contributed to the success of the project. Indeed, in relation to the above, the project manager supported the procurement, communication, and risk plans as laid down by the team members. This was evident as the project manager ensured that there were daily interactions with the team leaders. Of important to note is that sharing responsibilities during the running of the project contributed a lot to its success. Indeed, the project manager ensured that every stakeholder and project participant was aware of the role that he or she was to play in order to ensure that the project was completed in time. In order to evaluate this, the project manager requested every group to submit monthly reports and documentation as evidence of the activities done. Of important to note is the fact that the project manager had the required skills and knowledge that was relevant in making sure that all the decision made were implemented according. Notably, the team had an understanding of this methodology and would seek clarifications when need be. The project was able to facilitate coordination and sharing of information in the organization. In addition, it has enhanced the effectiveness and ability of staff in their performance. Further , it has ensured that there s high security of data as well as facilitate electronics capture of data in the organization. . Conclusion Indeed, the paper has clearly analysed the methodology used in the project. Notably, the project was able to meet its objectives which were to improve mobile technology that would results to flexible and reliable technology in the company. Equally enough, the paper has been able to note that the project was a success given that there was documentation of important phases and process involving the project as spelt out in the PMBOK. IN addition to this, the project manager and team leaders followed set protocol that resulted to implementation of the project. References Burke, R, 2003, Project management: planning and control techniques. Chichester: John Wiley & Sons Kerzner, H, 2009, Project management – a systems approach to planning, scheduling and controlling, 10th edn, New York: John Wiley & Sons Maylor, H, 2008, Project Management 3rd ed. London: Prentice Hall Nicholas, J, 2004, Project management for business and engineering: principles and practice, 2nd edn, Burlington: Elsevier Butterworth-Heinemann P.M.I, 2008, A Guide to the Project Management Body of Knowledge- PMBOK Guide 4th ed. Project Management Institute. TSO, 2009, Managing Successful Projects with Prince2 The Stationery Office Read More