Australian National Standards for Competency in Project Management and Project Program Management - Coursework Example

International Project Management Name: Course Title: Lecturer: Date: Introduction International project management is basically defined as an art that entails planning, organizing, controlling of resources so as to accomplish some specific objectives by successfully completing a project. The existence of project management is meant to cushioned risks that are attached with a given project by predicting their occurrence (Cleland, & Gareis, 2006). Learning objectives In learning international management, we were in a position to highlight a number of aims that one ought to achieve in this course. Through the course, one will be in a better position to recite in detail what project management is all about. In its full duration, a student will acquire theoretical skills which will have been taught towards the development of the career. In addition to theoretical skills one will have in one way have engaged in practical skills with the need to harden ones skills (Kerzer, & Saladis, 2009). It is always believed that for one to fully understand how a given task is operated, it is important to put it in practice, in respect to this, the course was made up of continuous work that were scheduled with the need to supplement the skills that had been learnt in class to practice so that the set targets are achieved in the long run. Occasionally, it is advisable that one maximizes on practical that theoretical learning; this is more understood. In fully understanding all the aspects that is attached to project management, it will harden the skills and competencies that have been gained during the course. During the course, courage is gained that will enable to tackle any problem that might come our way. After the completion of the course, one will have attained full maturity to be employed in all diversities (Martin, Martin, & Tate, 2001). Lastly, the main goal of undergoing through this course is mainly to attain good grades. It will be useless to have worked all the time in a class, strained and at the long run achieved nothing in return. Although it sounds short term, it has a greater impact on the future career mainly because one who is employed must have achieved good grades. Specifically, the target that has set is at least 75% will be great and considered as a pass (Kerzer, 2009). Comparison of ANSCPM verses P2M In comparing Australian National standards for Competency in Project Management and Project Program Management we mainly focus on their objectives from both sides. Making a survey on the course content, Australian National Standards for Competency in Project Management majorly at level we get to identify nine areas that were covered during the course. They include; 1. Integration management 2. Scope management 3. Time management 4. Cost management 5. Quality management 6. Human resources management 7. Communications management 8. Risk management 9. Procurement management On the contrary, project and program management is based in Japan and is focused in raising standards that relates to innovation in project management. P2M is well known in industries such as engineering, Information technology among others which lie within the western region. Japan is among the developed countries therefore it’s industrialized. This clearly means that the levels of problems that are experienced with its industries are so many any complicated. P2M has come in so as to sort these problems basing on their complexities with aid of project management skills. The act of sorting complex problems will aid in meeting them satisfactorily (Koster, 2009). Areas covered ANSCPM P2M 1. Cost management Estimation of costs and budget of the project Tools and techniques employed in managing cost Record keeping on finances and cost accuracy Ideas on how to estimate cost and other related variables Ways of controlling cost Standardizing costs 2. Human Resource Training and development implementation Task needs determination Team management Structure establishing Service contracting Project personnel 3. Risk Management Risk analysis Strategically managing risks communication risk drafting before an event is implemented stakeholders not of paramount accountability ways of pointing out risks 4. Quality Management Total quality management Regular methodology improvement guidelines of ISO 9000 series and the regulations by the government Japan adopted ISO 9000, 9001 and 9004 as their industrial standards Quality management principles Techniques of quality management 5. Scope Management Scope definition Project context definition Documenting of projects Definition in regard to cost, time and resources Changes in external forces Grasping conditions of contracts 6. Time Management Scheduling projects appropriately as per tools and techniques Assess time in respect to human resource Knowledge and task required for managing time Employing CPM to schedule 7. Communication management Requirement of project information Reports pertaining project management Project Management System Run across many cultural communication Barriers to effective communication Sittings on meetings Communication environment 8. Project integrative processes management Managing the entire integrated project management Result from the final assessment Opportunity maximization while reducing impacts of life cycle Ensuring mission meet the changes Indicator framework management Combining, guiding critical factors for life cycle 9. Procurement management Administrative tools External forces leading to policy External contracts Documentation of original estimates Internet usage The above analysis clearly shows that Project program for management is a regional project management standard that guides middle managers into productive level. Moreover, being handbook program managers finds it important to them. In this regard, industrialized countries like Japan explore its usefulness more than any other country. The two standards are similar at the project level. On the contrary, there still exist some differences. From this analysis, it has come to my attention to realize the importance of breaking down structures to attain efficiency and completeness within the stipulated time and budget as far as process planning is concern. From the table ANSCPM standard has barely touched on WBS though it has not stated on how to develop a plan, it has only outlined what is carried in it. On the other hand, P2M has in detail the stage and team plan level for daily execution. The way the two defines Product Description tends to contradict them; ANSCPM describe it as an input to initiation which is totally different from P2M argument. It entails the general look of the product, product verses business relationship. It is therefore correct to say that P2M is meant for enterprises where human and quality management is of great importance. In the entire continent of Europe, majority of the countries have employed ISO 9000 which is not so in Japan. Japan has adopted the entire series industry standards which include ISO 9000, ISO 9001, and ISO 9004 which are granted different tasks in quality management. In addition Japan has exported Total quality control to ANSCPM. P2M seem to be detailed as it contains a checklist of quality and techniques but introduction has alone has been stated to ANSCPM on ISO 9000 series and total quality management. ANSCPM has embarked mostly in human resource but P2M in itself has pointed on resources and planning. Economic benefit After I have completed this course, I will benefit either personally or as a group. After I have achieved my set goals, I will have an easy task of putting into practice what I have learnt through out the course. Good grades in the final course will mean that I will seek employment with a better reward too as I will be competitive in the job market. A part from the job that I will be awarded, I will be also be in a position to get contracts which will be short term thus increasing my final reward. Lastly, I am looking forward to coming up with projects which had not yet been researched on which will earn me good money, Building PM competency There are numerous systems across the world but a few have been certified on their standards. P2M as earlier outlined was established in Japan as a handbook running through the entire program management but has not fully been implemented in the project management. The main reason behind this is that it mostly targets the sites that the job is being done. P2M has a weakness that it does not serve the whole organization. They are currently targeting at the global standards as well as serving an organization as a whole. As evidenced through the existing project management standards across the world that have management to fully serve the entire organization from administration to people and other aspects of the organization globally. Despite the fact that there exist numerous standards across the world, the all have the same project management competencies. What is more important in project management is grasping the skills. The course that we have earlier learnt assisted us in attaining all the required skills that will boost us into being certified by all the standards in relation to project management. We later realized that all the assignments that we were give were related internationally though with different systems. Am yet to go though other standards such as PRINCE, PMBOK and ANSCPM out of which I will critically analyze them to give me a full understanding of project management. In my learning objectives, I clearly stated that competency is only achieved through skills that have been learned in the entire course, I therefore add that what I will read from the international standards will further harden me. Bibliography Cleland, D. I., & Gareis, R. (2006). Global project management handbook: planning, organizing, and controlling international projects. McGraw-Hill Prof Med/Tech. Kerzer, H. (2009). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. John Wley & Sons. Kerzer, H., & Saladis, F. P. (2009). Value-Driven Project Management. John Wiley and Sons. Koster, K. (2009). International Project Managamenent. GAGE Publishing LTD. Martin, P. K., Martin, P., & Tate, K. (2001). Getting started in project management. John Wiley and Sons. Read More