The Initial Opening and Operation of Purpose Building - Essay Example

? Project Management Task 2: Report Introduction Project management involves, planning, organising, coordinating, controlling, motivating, influencing as well as managing organization resources to ensure that the desired goals have been successfully achieved. Normally, every project has a beginning and the end. This means that project managers should have a plan on how to utilize resources to ensure successful completion of a project (Haynes, 2002). The manager should have a budget indicating the financial resources that will be required to complete a project within the stipulated time. Failure to complete a project within a scheduled time may imply project failure (Haynes, 2002). In above connection, project management involve five major phases namely; initiation phases, planning, execution, evaluation, control and project closure phase. Project initiation phase involves conceiving an idea about a project as well as assessing whether this idea will benefit the organization. For example, project manager in this case should take into consideration the pros and cons of IBEK Ltd undertaking possession built building. Additionally, project managers should evaluate possibility of making project to become a success (Heldman, 2009). Planning phase involves putting the whole idea into writing by having a blue print in place. Additionally, planning may involve preparing a schedule on how task shall be executed as well as having budget that may help to ensure proper utilization of financial resources. Execution phase may involve delegating duties and task as well communicating to the team members what they are expected to achieve by the end of a project (Heldman, 2009). This means that project execution focus at implementing plans designed at planning phase. Connectively, a project evaluation and control phase focus in making assessments to determine whether the desired outcomes were realized. In case desired outcomes realized, project manager may establish control mechanism to ensure project goals and objects are realized. Project closure phase focus at bringing project to an end whereby, project managers may make project assessments to determine whether the project was successful (Heldman, 2009). This study will focus on a case of IBEK Ltd. Additionally, the study will identifying the initial opening and operation requirements of the new facility by putting emphasis on how project management areas of knowledge may be communicated. Connectively, the study will put forth skills and competencies required by the project managers in project managing process as well as how project lifecycle may be utilize in managing major project. Initial opening and operational requirements of the new facility are identified The initial opening and operation of purpose building will involve identification of five key requirements. The first requirements will involve identifying the key stakeholder’s whereby, the needs of both internal and external stake holders will be identified and ways for addressing their problems (Richard and Fairley, 2011). For example; in this case, as a project manager of IBEK Ltd one should consider the needs of regional, national, and international companies. This means that the project manager should consider the quality, quantity and the types of Auto parts required by external stakeholders. Additionally, project manager should take into consideration the needs of internal stakeholders/employees among the requirements. Among the requirements that should be identified include; training requirements, tools to execute task more efficiently, motivation to work tirelessly toward implementing the project to mention just but a few. The second requirement will involve asking all stake holders to give out their requirements (Richard and Fairley, 2011). For example, customers may be required to state the types and quality of auto parts that they want. This can be done via conducting research, interviewing customers well as direct contacts with the customers. This may help to obtain information on what stakeholder anticipates from the project. This may help to prevent resistance from stakeholders because it will make them fill that they own the project. Additionally, it may help to make stake holders responsible to implement the project. The third requirement may involve grouping the identified requirements into some categories namely; fictional, operational, transitional and technical requirements (Richard and Fairley, 2011). Fictional requirement involves determining whether the auto spares supplied by IBEK Ltd operate as required by the customers. On the contrary, operation requirement may involve determining what should be done in order to keep a product functional as anticipated by final users. In addition, transitional requirements may involve determining the steps required to ensure proper project implementation. Connectively, technical issues should be taken into consideration to ensure a project become a success. The forth requirement involves interpretation and recording of identified requirements. This may involve prioritizing some agent requirements as well as solving conflicting requirements. At this juncture, scenario analysis may be utilized to address conflicting requirement. The fifth requirements may involve getting stakeholders authentication/acceptance of a project (Richard and Fairley, 2011). Communicating the areas of knowledge in project management Project management involves nine areas of knowledge that projects managers of IBEK Ltd may utilize to communicate knowledge to the relevant department (Schwalbe, 2006). The first area of knowledge may involve managing communications. This involves ensuring free flow of information to all the stakeholders. This helps to ensure seamless operations during project execution. Additionally, communication may involve different forms such as formal, informal, verbal and written communication. Project managers should communicate project goals to all stakeholders on timely basis to ensure required actions are under taken (Schwalbe, 2006). The second area of knowledge involves enhancing integration. Whereby, project managers focus at bringing together different departments and activities to work together to achieve a common goal. The third area of knowledge involves management of scope, whereby project managers should clearly define the areas of the project operation as well as the objectives that need to be achieved to avoid wastage of resources on unnecessary activities. The forth area of knowledge that project managers of IBEK Ltd should manage may involves management of time. Failure to manage time effectively may cause project to become unsuccessful. This is because failure to accomplish a project within a schedule time implies that a project had failed irrespective whether the project has been completed (Schwalbe, 2006). The project manager of IBEK Ltd should schedule time required to accomplish the project in order to prevent time overlaps. The fifth area of knowledge involves managing cost; this may involve preventing cost overlaps by maintaining a budget. Whereby, project managers should ensure that there is proper cost estimation to avoid overspending of organization resources. The sixth area of knowledge involves procurement whereby, project managers of IBEK Ltd should plan on how to order and purchase auto spare for sales from its suppliers. This implies that project managers should evaluate the available suppliers and determine the one who is offering auto parts at a minimum cost possible (Schwalbe, 2006). The seventh area of knowledge involves management of human resources. This means ensuring managing employees by planning, delegating duties, assessing their performance, determining employees’ education and training needs as rewarding well as rewarding and motivating them to work towards project implementation. The eighth area of knowledge involves managing risk. Whereby, project managers should identify risk and evaluate it to determine whether the company can be able to assume, control, prevent or even mitigate the risk (Schwalbe, 2006). The ninth area of knowledge may involve total quality management, whereby project managers ensures conformance to requirements on goods and services being offered. Project managers should make sure that goods and services produced are of high quality standards. This can be achieved through establishment of quality assurance department responsible for pre-testing of goods prier being realised into the market (Schwalbe, 2006). Skills and competencies required by the project managers in project management process Project management process involves initiating project, developing plans on how the initiated project will be implemented, project execution, monitoring project progress and finally project closure. Therefore, project managers need some skills and competencies in order to be effective in management process. Some of the skills and competencies required include; personal skills, problem solving skills, technical skills, managerial skills, adaptability skills to mention just but a few (William, 2000). Through utilization of personal skills, project manager should be able to know how to address problems affecting team members. Additionally, they should set a good example by directing team members on how they should execute their duties. Connectively, as a project manager, one should have a positive attitude as well define what is expected from his project members (William, 2000) In above connection, project managers should have technical skills. This is the ability to utilise different form of technology. For example, project manager should be able to use sophisticated computer analytical software’s to execute and schedule projects tasks. Some of the skills that might be required include: utilization of statistical packages for social science, spread sheet programs, quick books, sage to mention just but a few (William, 2000). Managerial skills are also required in project management process. Managerial skills may involve understanding various business aspects such as accounting and financial aspects, business communication aspects, marketing aspects, and procurement and human resource managerial aspects. Those aspects may help managers to understand what should be done for a project to become effective. Connectively, project managers should have adaptability skills, those skills include; ability to cope with dynamic business and technological environment, ability to handle and manage stress as well as being creative and innovative (William, 2000). Managing project lifecycle problems Utilization of lifecycle planning helps project managers to solve major problems that could have compromise project success. The cycle begins with problem definition followed by feasibility study. Whereby, the potential effects of the problems may be evaluated to demine ways for addressing those problems (Westland, 2007). The project managers of IBEK Ltd may further conduct an analysis to determine the potential impact of the problem and strategies for addressing the identified problems, after making analysis a project design may be established to solve the identified problems. In addition, necessary programs and procedure may be utilized to implement the identified solution in order to solve the problems. The diagram below indicates project life cycle for problem solving. Project Problem Solving Cycle Source: (Westland, 2007) The above cycle consist of three major aspects of problem solving namely; goals setting, cost estimation, identification of required information for functional purposes, project problem solving as well as utilization of prototype (Westland, 2007). For example, project manages of IBEK Ltd should identify the problems as well as have specific goals and objectives on how to navigate from one stage of problem to the next. At this juncture, project manager should make proper cost estimation as well as determine required time to accomplish the project successfully. Whereby, in case there are no sufficient funds to complete the project, sources of financing should be identified rather than to start a project and end it before it has been accomplished (Westland, 2007). The second aspect involves identifying functional requirements. At this juncture project managers should identify necessary information that may be required by all functional units to accomplish the required task. Additionally, project managers can gather information concerning what the end users may want to have. This helps to deliver only those products and services required by the end users. The third aspect involves utilization of prototype, whereby, system might be tested to determine whether the project is working towards realization of the intended goals and objectives as well as help to identity other steps for successful project execution (Westland, 2007). Conclusion The study has put forth what project management appertains. It can be scrutinized that project management involves planning, organizing, coordinating, controlling, motivating, influencing as well as managing organization resources to ensure that the desired goals achieved successfully. Connectively, the study has identified the initial opening and operational requirements for the new facility as well as how project managers may communicate the nine areas of knowledge. Additionally, the study has put forth the skills and competencies required by project managers in this case. For example; project managers should posse’s personal skills, problem solving skills, technical skills, managerial skills, adaptability skills to mention just but a few. Conclusively, problem management lifecycle have been identified and how it can be utilized to solve project management problems. Reference List Haynes, M. E. (2002). Project management practical tools for success. Menlo Park, Calif, Crisp Learning. Retrieved :< http://proquest.safaribooksonline.com/1560526653> on 6th April 2013. Heldman, KIM. (2009). Pmp Project Management Professional Exam Study Guide Epub Edition. John Wiley & Sons Inc. Richard L.Fairley. (2011).Managing and Leading Software Projects’. John Willy and Sons Inc. Schwalbe, K. (2006). Introduction to project management. Boston (Mass.), Thomson Course Technology. William, Shakespeare. (2000) Basic Skills for Project Manager.Retrieved :< shttp://catalogue.pearsoned.co.uk/samplechapter/0130219142.pdf on 7 May 2013. Westland, J. (2007). The project management lifecycle: a complete step-by-step methodology for initiating, planning, executing and closing a project successfully. London [etc.], Kogan Page. Read More