An Evolution of Project Management - Research Paper Example

? Project Management Project Management Studies indicate that, several changes exist concerning human resources, especially in line with payroll systems. The vicissitudes are in many ways instigated by the vicissitudes in expertise, phase, and pointedly the overriding protocols. This has over the years, forced many organizations to address the way they handle their payroll systems and generally the nature of the systems (David, 2006). A good payroll system enables an organization to reduce cost while focusing on increased revenues. Studies show that, a cost-benefit analysis is used by organizations to carry out evaluation of the total projected costs in a project concerning the expected overall benefits; in view of the viability of the proposed implementation project. costs unit entry extended Implementation process planning Hours 260 11,245 Labor contract Dollars 16000 16,000 Internal implementation labor Hours 900 38,925 Input/ capital cost Dollars 16000 16,000 Implementation cost 82,170 proceeding Operational costs Dollars/Month 1100 1,100 Maintenance cost Dollars/Month 1300 1,300 Proceeding/ongoing monthly costs 2,400 Remunerated implementation cost 1,600 Monthly cost $4,000 For an organization, which is considering the implementation of an ‘outsourcing payroll service system’, the direct revenue enhancement and cost reductions will involve increase in employee productivity. This is because the employees have now the time to focus on many productive activities, which is essence, will improve profitability for the company. Concerning cost reduction, the other direct way to reduce cost is avoidance of the IRS penalties. These forfeits may come because of improper bookkeeping and outflows. Through the outsourcing services, many companies may greatly avoid such penalties; the income heightening can be reduced basing on the organizational expenses. This is where the outsourcing services allow employees to launch reimbursement claims over the internet or online, which more beneficial and time is saving. On the other hand, indirect revenue enhancement may involve the process of building brands in other countries; brand extension. In essence, this may be a case where the outsourced company uses and features the partner company`s logo branding; this allows the company to show case the company name and the logo in all customer and employee accessed pages. The best technology employment is one of the indirect methods of cost reduction. It could profit trivial industries, with less expertise fortes. To this end, there are risks associated with the implementation of a new payroll system in an organization. According to findings, any implementation process carries with it some degree of risks. This calls for a risk plan to be included in the implementation process. In most cases, the focus of registers has been on the technology; its functionality and the influence its failure may create on the overall project. The common risks associated with new payroll systems is, the repercussions when the system fails to deliver a live operation by a particular time the perceived contingence plan in place. The other risk is the change impact of organizational and political consequences associated with the movement from an old payroll model or system to the new system where the HR responsibility becomes more neglected. To address these risks, studies indicate that, most new systems are designed while employing best practice model. This requires great responsibility for systems and their ownership within the human resource; this allows the transfer of data being processed within the human resource payroll department, however, its working, majorly relies on the project requirements. It is only significant then to consider how to manage the interface process involving two parts of one organization with different requirements. In has been found that, in situations where there exists integrated systems, which have not been part of the operational culture or life of the human resource or payroll, this will help y transmitting or sharing information between the two important functions; still operating independently (Dennis, 2007). A clear framework will enable the cooperation between the two functions by setting out clear-cut and open requirements of both parties. To achieve all this, it calls for a high degree of political skill that enables careful planning before engaging in implementation work. For a an effective time management, there is need to clearly understand the activities of the project at hand, in addition to necessary skills for setting up the schedule, plan, and control the project`s timeline well. There are four key tasks or steps that will help set and have a good project time management, including a functional Gantt chart. To begin with, the first step is the description of events. Here the tasks and milestones and other needed activities for project completion are well defined starting with the basic definition. This will enable the use of Gantt chart to add tasks and estimating their timeframes, as they emerge. The second important task is the sequencing of the activities; this involves prioritizing the activities in a way that makes sense and clarity through creation of subtasks. The third chore comprises the approximation of action capitals. This calls for the assessing of the supply and demand of each resource; and how that resource correlates with the project at hand (Dinsmore et al, 2005). This requires the assignment of specific people to every task thereafter, the revising of dependencies will follow while basing on the resource allocation. The fourth chore is the growth and regulation of the program. This calls for the review of the Gantt chart with the whole team involved. This helps to make everybody involved to understand his or her role in the project. On the other hand, there are recompenses of using the ‘PERT’ and the ‘Gantt chart’ in a scheme. The ‘PERT’ method majorly comprises the presentation of programmed errands for schemes in stream diagrams. The advantages of the ‘PERT’ are; the use of ‘PERT’ diagrams makes planning and scheduling of large projects easier because it helps in answering three key questions regarding each activity that allows managers to identify the relationships between tasks and their dependencies. This comprises all happenings that cannot be deferred without upsetting the scheme conclusion period. However, the drawback is that, the diagrams are complex and occasionally puzzling with numerous errands and dependent associations. The other disadvantage is that, PERT charts depend on abilities to predict and accurate or precise periods for a number of tasks. Where many activities are prevalent, prediction becomes difficult; unexpected events pop up and pose inaccuracy in time estimates. On the other hand, the Gantt charts are appropriate for use because they address the time of individual work elements; giving a timeline for each activity of the project; it is also easy to follow and see each activity as it starts and finishes (Young-Hoon, 2005). However, it is a disadvantage because the start of an action cannot be verified. A feedback is generally a system structure, which causes the output from one end or node to influence the input to that particular node in one way or another. Feedback may be, in other terms, the output of a particular system, which is re-entered as an input to positively or negatively influence the next action or step in the project. To begin with, reinforcement feedback involves the process where changes in feedback re-enter and at the same time amplify the change causing them or the initial change; this influence negatively or positively depending on the variation. The runaway scenario may be evident in a project management when the team compromises on the quality of the deadline (Dinsmore et al, 2005). The positive example is where the team receives necessary back up that allows them to finish the project on time, meeting the required measures. On the other hand, the harmonizing response, here the vicissitudes in a development scheme are served back into the arrangement to be pitted against the same alteration and in the end reduce the outcome. This will be quite useful in mitigating behavioral issues of employees after implementing a new payroll system. Finally, systems thinking can be applied on the systems, which allow a holism understanding of the effects any action has. It may help by espousing the inducement scheme, which reassures certain activities. Employees may manifest several behaviors when a new payroll system is put in place; these may involve scenarios where people compare themselves with others in relation to ; working in the same organization but performing different jobs, doing the same job in other organizations, and doing the same job within the same organization. All these comparisons are in line with what a particular individual earns and what the other in the same capacity earns; they seem to inquire more concerning the pay that the job itself (Young-Hoon, 2005). Secondly, one particular employee may feel he, she earns equal, or less than an employee, they perceive, do little and should not earn that much. People begin making numerous judgments when weighing impartiality of their reimbursement. Concerning this, there are high tensions created which causes employees to; attempt to increase outcome by seeking better pay packages, declining inputs by relaxing their efforts and performance. Finally, they escape the situation by manifesting certain behaviors; tardiness, excessive work breaks, and absenteeism. A solution to this is; the company should carry out a good job evaluation judgment that is very accurate by determining the overall importance of each job. Secondly, the rating scales for job evaluation must be defined clearly, and a though training must be accorded to job evaluators. References David, I. (2006). Global Project Management Handbook. "Chapter 1: "The evolution of project management.” Carolina: McGraw-Hill Professional. Dennis, L. (2007). Project Management (9th ed.).California: Gower Publishing, Ltd. Dinsmore et al (2005).The right projects done right! Michigan: John Wiley and Sons. Young-Hoon, K. (2005). "A brief History of Project Management". In: The story of managing projects. Elias G. Carayannis et al. (9 eds). Washington, DC: Greenwood Publishing Group. Read More