Developing a Resource Workflow System - Research Proposal Example

DEVELOPING A RESOURCE MANAGEMENT SYSTEM FOR A SUCCESSFUL PROJECT MANAGEMENT By (insert your name here) The Name of the Class (Course) Professor (Tutor) The Name of the School (University) The City and State where it is located The Date DECLARATION The research is a presentation of my original work. Whenever contributions of others are engaged, such contributions and efforts have been clearly indicated with due acknowledgement and reference put to the literature and contributions borrowed. The work was done under the supervision and guidance of XXXXX at XXXXX. ACKNOWLEDGEMENT Please acknowledge people who have supported you in the process of researching i. Abstract A need for resource workflow system (RWS) aimed at successful management of different projects is long overdue. The aim of this research was develop a project management system for successful project management. Yet, there is paucity of agreement regarding a system that acts as a standardized way where project management processes will be able to track and report resource management and project management related activities. Conceptually, this research argued that project management systems should be aimed at strategic automation of projects. Methodologically, the research explored issues related to project management successes and specifically, automation towards optimised and streamlined project management processes through automated workflows. Key word: resource workflow system, project management, automation, project system Table of Contents i.Abstract 4 1.0.Chapter One: Introduction 6 2.0.Chapter Two: Literature Review 9 2.1.Project Management Practices Dictated by Project Management Systems 9 2.2.Roles of Project Management Systems 12 2.3.Functional Design of a Project Management System towards Project Success 14 3.0.Chapter Three: Research Methodology 15 3.1.Data Sampling Method 16 3.2.Sources of Data 17 4.0.Chapter Four: Results and Findings 17 4.1.Bio data 17 4.2.Work Automation 20 4.3.Customer Service Delivery 23 5.0.Chapter Five: Discussion of the Results 24 6.0.Chapter 6: CONCLUSION AND RECOMMENDATION TO FOLLOW SHORTLY 26 7.0.References 27 8.0.Appendices: Questionnaire 30 Figure 1: Gender of respondent 18 Figure 2: Level of education of respondent 19 Figure 3: Years of respondent 20 Figure 4: Hours respondent spend on automation or IT interface 22 List of Tables Table 1: Level of IT system usage in organization 21 Table 2: Customer service deliver using online system 23 1.0. Chapter One: Introduction A distinguishing feature of successful project management is the emphasis on a resource management system rather than individual human resource practices. A well-executed resource management system remains as the driver of organizational and individual performance. Yet, there is paucity of research-based evidences that detail the extent to which a resource management system helps in the success of project management. While studies have attempted to design a system based on resource workflow, the aim has fallen short of a successful resource that manages different projects. Recent studies have focused on the fundamental principles of strategic human resource management (Badiru and Osisanya 2016). The rationale for this perspective has been clear. Studies have been concerned with project managers as the determinants of successful project management. Considering the fact that project management practices have become rare, if ever, used in isolation, continuous failure to consider significance of a resource management system means that project managers are living in period where they fail to focus on patterns of project management activities and deployment. Similarly, Coombs (2015) observed that current practices in project management entirely depend on the pattern of planned resource management systems and the basic assumption remains that the effectiveness of any project management is placed on the platform that has been designed by resource management system. Building from Coombs (2015), this research assess resource management system as a tool that helps project management practices to create coherent system, that in turn, affect the functionality towards execution of a project. The idea is to come up with a system that drives project management consistency by reinforcing optimised and streamlined project management processes through automated workflows. A system perspective focuses on the function of individual project management practices with challenges that face project managers and execution. This research looks at a resource management system as a tool that helps in the adoption of a system perspective that deals with a host of issues that have not been addressed in literatures. For instance, currently, literatures have been proliferated by the understanding of project management systems that fails to integrate high performance system. The research stretches its scope from success of project management to the enhancement of human capital and a system that enhances high-involvement systems. However, there have been reports on the inconsistencies on these systems and their limits. Davis and Venkatesh (2004) reported projects management system inconsistencies adding that project managers need to be keen on the system they adopt for their projects. This research further develops its data finding on the ground that existing conceptualization on these systems continue to offer little agreement concerning the underlying policies that succinctly define success of project management. Since there is no clear understanding on inconsistencies of project management systems and their effects of project management, our research focuses on different project management systems and the extent which they are possibly effective and deficient in enhancing project management. Specifically, the research develops a system that increases general transparency and accountability in project management processes via timely and accurate reporting thus creating a successful project management. Additionally, the system incorporates tools needed in the identification, monitoring and management of workload and performances (Coombs 2015). We look at the success of project management in terms of policies and practices that help project managers set goals, create deliverables and meeting targets of projects within a framework of time. A conceptualization review of project management systems helps this study define practices and policies that are conceptually required or consistent with the fundamental logic of project management. Borrowing from studies such as Joore and Brezet (2015), we are concerned with empirical investigations concerning the use of systems that integrate with modern practices in project management. The aim of the research is to evaluate whether a resource management system can bring about success in project management. Perhaps, a lack of understanding and consensus on the role of project management systems, as well as what they should do, substantially dictate the scope and limits of our study. As a topic, we understand that a project management system helps project management to succeed. However, we do not know the extent to which these systems help project management because these systems measure different practices and policies. Again, this topic ascertains how these systems raises the issue of different component of projects management that made successful. 2.0. Chapter Two: Literature Review There are different reasons for the variations on the understanding of project management systems. To begin with, at a basic level, differences in systems in literature highlight practices that define the systems and their functionalities when applied to the management of projects. Secondly, studies differ on the extent to which projects systems define functionalities and success of project management, which, in turn, influences literature to be reviewed in this study. 2.1. Project Management Practices Dictated by Project Management Systems Studies vary in degree on how a project management system is used to effectively manage project systems and specifically, enhance automations. Taking case study from scholars such as Kerzner (2013), project management practices are influenced by a design of a given project management system. Giving example of recent case from Parmalat that introduced strategic project management to overturn the collapse of the company, Pohl (2010) found that well developed project management system places emphasis on project manager’s practices such as empowerment, quality circles, voice and participation; attributes that the study consider essential for the success of any project management process (Gentleman et al. 2004). While other studies are focusing on performance, training management, worker retention and compensation management (Winter et al. 2006), the success project management depends on realignment of structure for management; an aspect that is possible with a well-designed project management system (Mir and Pinnington 2014). In as much the functions of project management systems towards the success of project management is not exhaustive, these studies highlight the many variability across project management practices and points towards a lack of providing a logic concerning the selection as well as exclusion of project management practices and policies across systems. Over and above, the variation in the role of a project management system to the success of project management, researchers continue to provide conflicting understanding of the role of these systems especially to project manager and practices. According to Heldman (2015), success of project management stretches beyond designing a system. The study adds that the system works well when project managers want to come up with a structure for understanding the process of project management and in such a case, systems will always work as robots. This view was supported by Sakka et al. (2016) who noted that systems should be backed by individual character. Building from these studies, we disagree with Heldman (2015) adding that a system for project management to be developed should capture and apply the design structure matrix that integrate different tasks so that project planners will be able to decrease lead time and overlap in activities which have been contentious in successful completion of projects. Successful project management depends on systems but the attribute of project manager cannot be ignored owing to the fact that processes of project management will still need aspects such as design of incentives. According to the two authors, there is limitation to the extent of project management practices that can be determined or dictated by project management systems and those that will depend on the attributes of project manager or the organization at large. Highsmith (2013) cited differences in the role of a project management system towards the success of project management. According to the authors, some of the functions of a project management system platform are the pay, cost scheduling and task structure. While the study recognizes that these functions are strategic towards the success of project management, there is variability. That is, these platforms offer more rigid systems of project management---something close to bureaucratic project management system when viewed in close isolation. However, these studies are not consistent with recent project management practices. In order for the project to be sustainable and suitable in terms of performance, there is need to develop risk management plan early in the project planning stages; which will mostly, be possible through a well-developed project management systems. Success of any project should be seen as a temporal group of activities that are designed to produce a unique product service and results (Edwards et al., 2013). It is temporary in that it has beginning and end and this consequently define scope of resources. These views contradict research findings from Hwang and Ng (2013) because they negate the aspect of “a temporal group of activities that are designed to produce a unique product service and results” which can be possible by integrating a project management system. The argument about a project being a temporal group of activities is supported by Turk (2014) adding that project can be described as spectacular in that it is a routine operation, but a precise set of operations designed to accomplish a singular goal as determined by a system. Therefore, project management can be defined as the application of the skills, knowledge, techniques and tools of a system to project activities to meet the project requirements. In as much as research findings from Turk (2014) negate the fact that there are some projects management practices that can be dictated by a project management system, the success of project management practice will depend on a system that guide operations. To underscore this statement, cases of projects such as Mars Climate Orbiter (MCO) of NASA is significant when comparing its cause for failure vis-à-vis projects such as QantasLink flight QF1466 whose failure was minimized as a result of well-designed system for management (Highsmith 2013). In line with these views, it is worth borrowing from Turk (2014) since the core aim of the research is to align the system for a successful project management so that the system can create success in the processes of project management. 2.2. Roles of Project Management Systems Reviewing literature, it is possible to make a conclusion that there are two ways to which roles of project management systems can be understood. To begin with, studies imply that project management systems span a continuum of two possible extremes which range from commitment oriented to more control oriented systems to high performance (Turk 2014; Highsmith 2013). Basically, what these studies argue about is that a project management system is either oriented towards a more administrative role of management or toward high performance. To conceptualise this point, Bryde (2013) designed a continuum project management system index basing on high scores that reflected on high involvement as well as low scores that also reflected more on control oriented project management system. The conclusion the study made was that the role of project management system is to aid in performance and control of different projects dichotomies. Secondly, there are research findings that have noted that a project management system is designed to attain a variety of objectives that are geared towards task structure (Turk 2014; Highsmith 2013; Coombs 2015). These authors understand a project management system as a tool that define project management practices that mainly focus on promoting commitment of employee (Highsmith 2013) at the same time, others understand a project management systems as a focus to realign project management practices to maximise potentials of the employees and other practices that in turn, promote administrative efficiency (Highsmith 2013; Coombs 2015). A comparative research by National Academy of Engineering as cited in Badiru and Osisanya (2016) bring the aspect of project management systems as tools that project managers use to mitigate and or minimize project failures. Their study on 18 projects created by project managers indicated that integration of project management systems and project management skills was the best approach for project success, especially those that suffer from overload. This study finds that projects that fail does so due to project misalignment with project systems, usage problems and to some extent, lack of project management experience and skills. Integrating these findings with the ‘Learning from Failure in System Engineering’ panel held in Huntsville, AL on Novemebr 8, 2010, often, project managers can, in part or significantly, contribute towards minimization of project failures when they integrate different aspect of project management systems. The role of a project management system is to apply and integrate project management process of initiating, planning, executing monitoring and closing projects. A project management system is designed to define risk management as the coordination of activities to direct and control a project with regard to risk (Badiru and Osisanya 2016). In most cases practical application of risk management principles should address the risk itself and that is why project management systems are essential. In any project, risk is linked to the probability of attaining a specific outcome. Risk is very closely connected with uncertainty and on delivering on time, uncertainty of keeping within the budget, and uncertainty of meeting expected performance, quality standards and the client’s needs---aspects that are well designed within a project system. 2.3. Functional Design of a Project Management System towards Project Success In the early stages of project management research, there were suggestions from different researchers that a design of project management system is made in such a way that it offers flexibility towards project success (Kerzner 2013; Joore and Brezet 2015). Kerzner (2013) noted that, “the functional attribute of a project management system is to define goals, control project management resources, reduce failure and improve efficiency by suggesting project management compliance with specific procedures and rules” (p. 193). Agreeing with this finding Sakka et al. (2016) noted that, “success of current projects depend on project management skills but more importantly, there is need to have a design of a project management system that will be seen as control-oriented so that management of these projects can be seen to emphasize on well-defined jobs, assessment of project timelines, centralized decision making and assessment of project failures and successes” (482). These views have been supported by Joore and Brezet (2015) who noted that functional design of any project is dictated by a design. That is, using project management systems minimize the effects of labour, projects timelines and process so that if there is a problem detected in a project then control processes can be initiated. Extending this argument, it is apparent that these scholars see functional design of a project management system as a tool that increases efficiency, defines project timelines and procedures of close monitoring so as to regulate project management processes. The research looks at project as a short term activity with a given starting date, unique conditions and goals, a budget, defined responsibilities and a multiple parties involved (Joore and Brezet 2015). Project needs materials, project management, and financial resources to be planned and organized in a proper ways so as to undertake a given scope of work, done within the constraint of time and cost. It therefore means that functional design of a project system should integrate views expressed by these scholars. 3.0. Chapter Three: Research Methodology Literatures reviewed have noted that the field of project management can significantly benefit from a well-developed resource management system. The study further finds that there are different possibilities concerning the strategic success of project management that project management systems might be developed to achieve and that may explicitly consider different factors. However, the relative aim of developed resource management system for a successful project management depends on one aspect; realizing that the domains of these systems can help in attaining the success of project management if it is developed using combinations of project management practices. Based on the aspect mentioned, the research methodology was based on the following project management systems: Resource Workflow System (RWS) for successful management of projects Project management system for control Project management system for performance Project management system for project monitoring Project management system of project scheduling and completion Project management system for project manager involvement The research considered the systems to comprise what this study considered as ‘developed resource management system for a successful project management.’ It therefore meant that for the system to be considered to have successfully aided project management then the six sub-systems made up what this research considered as ‘a resource management system.’ Data collection and analysis thus considered the six sub-systems as key themes that determined a successful project management. 3.1. Data Sampling Method With the sub-systems above focusing on the success of project management, there were different additional considerations that this research took into considerations concerning data collection or sampling procedures for understanding development of a resource management system that help in the successful project management. Therefore, our data collection and sampling concentrated on 40 project managers who at one point, used a developed project management systems to undertake project management and 40 project managers who did not use a developed project management system but still completed the project. The aim of the study group was to help in creating a system that acts as a standardized way where project management processes would be able to track and report resource management and project management related activities. The data collection therefore sought to understand the rate of successful completion bearing mind whether the system aided in performance, project monitoring, project scheduling and completion, project manager involvement and development of system for control as detailed in the five sub-systems. 3.2. Sources of Data At general level, the research considered informants to be knowledgeable project managers and project management system developers. Furthermore, key informants of project management systems included senior level project managers, plant managers, project management professionals in corporations and different employees or groups in the development of project management system for project management. The choice on data sources rested on the emphasis that the research placed on validity and reliability in assessing the extent to which a system aids the success of project management. 4.0. Chapter Four: Results and Findings 4.1. Bio data The researcher investigated the gender of the respondent, and the results were recorded according to the figure. Figure 1: Gender of respondent From the result, 57% of respondents were male while only 43% were female. This indicates that more men than women are handling project management and by extension, a project management system designed. Secondly, the researcher sought to know the various level of education of the various project managers and system administrators in their organization. The results are shown in figure two below:- Figure 2: Level of education of respondent From the results in figure two above, it is clear that most project managers have bachelor's degree at 47%, followed by master's degree at 35% then diploma level is only 14% of few high school graduates and below at only 4%. On the bio data, the researcher lastly sought to find out the age of respondent, and the result are shown in figure three below:- Figure 3: Years of respondent From the result, most project managers are above 30 years old since from 36 to 45 years are 32% while above 46% are 38%. Only 8% of respondent were aged between 19 to 25 years of age while only 22% of respondent were aged between 26 to 35 years of age. 4.2. Work Automation The researcher sought to investigate the automation of the project management system in their organization and to find out how the project management finds out the relationship between work automation and workflow when the system designed is applied. This was divided into various sections starting from project automation and how it works towards the success of projects (Cleland and Ireland 2006). The researcher asked the respondent whether the project management in their respective organization is automated. The result shows that 100% of the projects are automated in various organisations. The researcher went further to investigate the level of automation of various projects in the respondent organization (Baron et al. 2016). The results are shown in the table below:- Statement strongly agree Agree Not Sure Disagree Strongly Disagree Total percentage The management encourages the use of information technology within the company on project management 75% 15% 5% 5% 0% 100% The level of information technology usage is very high within the company concerning project management 78% 5% 0% 8% 9% 100% Employees resist the usage of information technology within the company on project management 52% 13% 7% 15% 13% 100% The information technology equipment’s within the companies are effective 45% 25% 4% 20% 6% 100% All activities within the company are computerized 0% 0% 15% 35% 50% 100% The project management service delivery has improved since the incorporation of information technology within the firm 42% 21% 10% 23% 4% 100% Table 1: Level of IT system usage in organization From the table, it is clear the 75% of respondent strongly agree that the management supports the use of information technology project management in their organization and 78% of respondent strongly agreed that the level of information technology and project automation in their organizations. Due to nature of human beings, they resist change, and this is captured by 52% of respondent agreeing that employee resists the use of information technology in project management in their organization. About 45% and 25% of respondent strongly agreed and disagreed respectively that the technology used in their various organizations are effective while at the same time none of the respondents agreed that all the activities in the organization are computerized. This is an indication that only some percentage of project managements is automated. Around 42% of respondent agreed that automation has improved project management flow in their organization which is a clear indication of effective project management system towards project success. The researcher further sought to find out the number of hours respondent spend on automation or IT interface. The research findings are shown below: Figure 4: Hours respondent spend on automation or IT interface From the findings, the majority of the respondents 46% spend between 6 to 10 hours, 31% of respondents spend between 0 to 5 hours a day, while only 23% of respondent cited that they spent over 11 hours a day using IT. These findings support the findings by Joore and Brezet (2015) which noted that most companies will spend most of hours in information and technology depending on the level of success of such system. 4.3. Customer Service Delivery The researcher further sought to investigate the customer satisfaction and service delivery. The results and level of the agreement are shown in Table two below. Statement Strongly Agree Agree Not Sure Disagree Strongly Disagree Percentage Customers can launch complaints and get services online with incorporation of IT system 32% 13% 6% 24% 25% 100% Customers preferred being served manually compared to online services 25% 21% 5% 30% 16% 100% The time to serve one customer has reduced significantly with incorporation of IT on customer service delivery 62% 18% 0% 13% 7% 100% Table 2: Customer service deliver using online system From the results, most customers are launching complaints online indicating a high level of system integration with customers, only 25% of customers preferred being served manually while 62% of respondent agreed that physical customer service has reduced. These findings provide an indication of an effective IT system in project management. 5.0. Chapter Five: Discussion of the Results Even though researchers still provides conflicting information and result concerning the role of IT system in project management, the results are clear concerning the relationship between project automation and efficiency of work flow. Resource Workflow System provides successful management of different projects. Additionally, the result point out increased enhancement and use of information technology in the process of project management; position echoed by Cleland and Ireland (2006) in their finding. Turner (2016) cited differences in the role of a project management system towards the success of project management. According to the authors, some of the functions of a project management system platform are the pay, cost scheduling, and task structure. While the study recognizes that these functions are strategic towards the success of project management, there is variability. National Academy of Engineering (2005) brought the aspect of project management systems as tools that project managers use to mitigate and or minimize project failures, this study finds project system as a way of enhancing the process of project management through increase efficiency and service delivery. With many companies adopting the use of IT system in the project management, this high number can only translate to increase in efficiency. We find from the data above that our system necessitates project management processes that tracks and reports resource management and project management related activities. These study findings are similar to the findings by Turner (2016) which states that the main role of system development is to enhance efficiency in the process of project management. Borrowing from Emmer & Evertson (2016) project needs materials, project management, and financial resources to be planned and organized in proper ways so as to undertake a given scope of work, done within the constraint of time and cost. It, therefore, means that functional design of a project system should integrate all aspect of the project including service delivery to the customer. If the process of customer feedback is automated and most customers preferred online services as opposed to manual services, as the study findings indicate, it is, therefore, clear that improve project management system improve the process of project management. 6.0. Chapter 6: CONCLUSION AND RECOMMENDATION TO FOLLOW SHORTLY 7.0. References Badiru, A.B. and Osisanya, S.O., 2016. Project management for the oil and gas industry: a world system approach. CRC Press. Baron, J., Bittman, S., Black, R., Sheibley, R., Compton, J., Snyder, C., & Wise, D. (2016). Canadian-US Project towards an International Nitrogen Management System. Bryde, D., Broquetas, M. and Volm, J.M., 2013. The project benefits of building information modelling (BIM). International journal of project management, 31(7), pp.971-980. Cleland, D. L., & Ireland, L. R. (2006). Project management. McGraw-Hill Professional. Coombs, C.R., 2015, ‘When planned IS/IT project benefits are not realized: a study of inhibitors and facilitators to benefits realization’, International Journal of Project Management, 33(2), pp.363-379. Davis, F.D. and Venkatesh, V., 2004, Toward preprototype user acceptance testing of new information systems: implications for software project management, IEEE Transactions on Engineering Management, 51(1), pp.31-46. Emmer, E. T., & Evertson, C. M. (2016). Classroom management for middle and high school teachers. Pearson. Gentleman, R.C., Carey, V.J., Bates, D.M., Bolstad, B., Dettling, M., Dudoit, S., Ellis, B., Gautier, L., Ge, Y., Gentry, J. and Hornik, K., 2004. Bioconductor: open software development for computational biology and bioinformatics. Genome biology, 5(10), p.R80. Heldman, K., 2015. PMP Project Management Professional Exam Deluxe Study Guide: Updated for the 2015 Exam. John Wiley & Sons. Highsmith, J., 2013. Adaptive software development: a collaborative approach to managing complex systems. Addison-Wesley. Hwang, B.G. and Ng, W.J., 2013. Project management knowledge and skills for green construction: Overcoming challenges. International Journal of Project Management, 31(2), pp.272-284. Joore, P. and Brezet, H., 2015, ‘A Multilevel Design Model: the mutual relationship between product-service system development and societal change processes’, Journal of Cleaner Production, 97, pp.92-105. Kerzner, H.R., 2013, Project management: a systems approach to planning, scheduling, and controlling, John Wiley & Sons. Mir, F.A. and Pinnington, A.H., 2014. Exploring the value of project management: linking project management performance and project success. International Journal of Project Management, 32(2), pp.202-217. Pohl, K., 2010, Requirements engineering: fundamentals, principles, and techniques, Springer Publishing Company, Incorporated. Sakka, O., Barki, H. and Côté, L., 2016. Relationship between the interactive use of control systems and the project performance: The moderating effect of uncertainty and equivocality. International Journal of Project Management, 34(3), pp.508-522. Turk, D., France, R. and Rumpe, B., 2014. Assumptions underlying agile software development processes. arXiv preprint arXiv:1409.6610. Turner, R. (2016). Gower handbook of project management. Routledge. Winter, M., Smith, C., Morris, P. and Cicmil, S., 2006. Directions for future research in project management: The main findings of a UK government-funded research network. International journal of project management, 24(8), pp.638-649. 8.0. Appendices: Questionnaire Bio Data Please tick where appropriate 1) Gender Male ( ) Female ( ) 2) What is your age bracket? 18-225 [ ] 26-35 [ ] 36 -45 [ ] 46 and above ( ) Level of education Masters and above ( ) Bachelors ( ) Diploma ( ) High school and below ( ) Level of IT usage a) Using a scale of 1 to 5 Tick as an appropriate using the key ;where 1-strongly agree, 2- agree, 3- Not sure, 4- disagree, 5- strongly disagree. To what extent do you agree with the following statements IT usage in your company? Statement strongly agree Agree Not Sure Disagree Strongly Disagree Total percentage The management encourages the use of information technology within the company on project management The level of information technology usage is very high within the company concerning project management Employees resist the usage of information technology within the company on project management The information technology equipment’s within the companies are effective All activities within the company are computerized The project management service delivery has improved since the incorporation of information technology within the firm Customer service delivery a) Using a scale of 1 to 5 Tick as an appropriate using the key; where 1-strongly agree, 2- agree, 3- Not sure, 4- disagree, 5- strongly disagree. To what extent do you agree with the following statements IT usage in your company? Statement Strongly Agree Agree Not Sure Disagree Strongly Disagree Percentage Customers can launch complaints and get services online with incorporation of IT system Customers preferred being served manually compared to online services The time to serve one customer has reduced significantly with incorporation of IT on customer service delivery Read More