This work discusses the application of project management body of knowledge (PMBOK) concepts to process change for the acquisition of self-drive vehicles for the elderly to shop around the corner from their retirement home. The work focuses on the decision-making process to be followed in determining the type of wheelchair for the elderly. Various types of wheelchairs, such as ergonomic, ultralight, recliner, tilt, manual, power, bariatric, and light wheelchairs among others are designed in different styles and shapes (Murphy, 2015). Wheelchairs that are designed for the elderly are usually light in weight and simple to and possess a high level of foldability and storage.
The first meeting for this project is scheduled to be held at the office of the chief executive officer on February 3rd, 2018, with first sitting starting from two o’clock and expected to end at four o’clock. The task will be handled by a twelve-member project team, including the manager, the procurement officer, the welfare officer, the head of quality assessment department, a representative of the project sponsor, and other staff members at the retirement home. The head of quality management will lead the project team. The entire decision-making process has been approximated to take at most one month, hoping that the right choice would have been attained and agreed on by the whole project team.
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Once the decision project team has reached the agreement, the management of the task, which entails the purchase of wheelchairs, will be left to the manager and the procurement officer. An advertisement will be made, inviting interested suppliers to make their bids. At that time, there will be evaluation and ranking of proposals, which will be done according to their performance (Bergman and Lundberg, 2013). After that, the most responsive bidder will be awarded the tender to supply the wheelchairs.
The project manager will perform the project measurement and evaluation by application of the findings and results after the purchase of the wheelchairs. Project evaluation will entail a systematic assessment of both the continuing or finished project. According to Boulmetis and Dutwin (2014), the purpose of the evaluation will be to determine the level of achievement of the objectives that were set up by the project team before the task was undertaken. Besides, the measurement and evaluation will indicate the development impact, efficiency, and sustainability of the project.
There entails difference between measuring the completion of the task and the human performance. The overall goal and objective of the task are described, and the staff member or employee has the responsibility of performing the task itself. In the event that the member of staff is unable to perform the given tasks, it becomes an individual performance issue rather than regarding it as an overall objective of the project. The project manager can determine if the all the required processes are on the right course based on the duration that the project is scheduled to take as well as the quality of the project (Guide to the project management body of knowledge (PMBOK, 2017).
The application of six sigma will offer solutions to various problems and prevent the recurrence of similar problems in the course of the project. The six-sigma technique is useful in the definition, measurement, analysis, improvement, and control phases of the project (Taghizadegan, 2006). Requirement failures are some of the critical problems that one encounters during the project planning development, scope definition, and scope planning. Therefore, Six Sigma DFSS is an essential application the has efficient tools to solve these issues, including needs or content distinction, Kano Classification, KJ analysis, among other language processing software. These applications help to reveal unstated and latent requirements. According to Lemon and Verhoef (2016), a clear understanding of the customer’s voice is the beginning of sound planning.
Six Sigma emphasizes on prediction and management of capability in conjunction with tools such containment scorecards, which enhances understanding and helps in the management of economic consequences of expected defects. Some Six Sigma tools such as Markov chains and combinatorial methods are vital for the improvement and testing of processes that were followed right from the decision-making, task management, measurement and evaluation, and control processes of the wheelchairs.
The project team came up with an elaborate fishbone diagram to address one of the possible risks in this project. The analysis and evaluation of the project reveal that the probability of purchasing faulty wheelchairs is inevitable.
Poor Mobility
Faulty joystick
Excessive frictional force lty wheelchair
Poor hinges Lack of foldability
Improper wiring
Too high or low
Multiple breakdowns Lack of comfort
The development of a fishbone diagram during the planning process planning is vital because it helps the project team and other participants to emerge with significant solutions. The fishbone diagram is essential during brainstorming meetings to concentrate on critical items of the project. By the use of a fishbone diagram, the project manager helps the project team to evaluate and rate the probable causes of according to their level of significance as well as the hierarchy. For instance, in the above fishbone diagram, there is a likelihood of discomfort while using the wheelchair and this phenomenon has been attributed to lack of foldability of the wheelchair as well as purchasing wheelchairs that are too high or too low for the elderly. Once the supplier sees this, he or she will strive to ensure that the appropriate wheelchairs are delivered at the retirement home. Therefore, this technique helps the project team to minimize the chances of facing problems in the course of the project.
Conclusively, the PMBOK Guide provides a project manager with nine knowledge areas for focus and successful management of the project. The appropriate application of PMBOK tools and knowledges areas helps the project manager to deliver a successful project within the stipulated time.
References
Bergman, M. A., & Lundberg, S. (2013). Tender evaluation and supplier selection methods in public procurement. Journal of Purchasing and Supply Management , 19 (2), 73-83.
Boulmetis, J., & Dutwin, P. (2014). The ABCs of evaluation: Timeless techniques for program and project managers (Vol. 56). John Wiley & Sons.
Guide to the project management body of knowledge. (simplified chinese) . (2017). Project Management Institute.
Lemon, K. N., & Verhoef, P. C. (2016). Understanding customer experience throughout the customer journey. American Marketing Association.
Murphy, A. (2015). Working with elderly people: A care worker's handbook . Kibworth Beauchamp, Leicestershire: Matador.
Taghizadegan, S. (2006). Essentials of lean six sigma . Amsterdam: Elsevier.
