Project management is a complex task that encompasses a plethora of challenges. However, demonstrating competence in project management results in project success and the attainment of set objectives. According to Shenhar and Dvir (2004), most projects fail to adhere to the set deadlines and budget limits, thus resulting in outcomes and deliverables that do not meet the set goals. Notably, such failures stem from the existing discrepancy between knowledge and the reality encountered by the team during the project implementation phase (Kerzner, 2017). Therefore, by exploring the principle components pertinent to project management, I will be able to make informed budgetary, human resource, and deadline decisions that foster project success. Furthermore, the project simulation improves my grasp of components of project management by observing how particular decisions affect the attained outcome. Lastly, the case study analysis demonstrates how particular project management approaches and decisions resulted in the attainment of the presented outcome. This, therefore, gives me a glimpse into the realities of project management.
Principle Components Discussion
Project, Program, and Portfolio Management Distinction
A program differes from a project in the senske that a project encompasses subsidiary programs managed together because benefits cannot be optimaly achieved by managing the projects separetly (PM1, 2017, P. 543). Conversely, a portfolio is contextually defined as an amalgam of subsidiary portfolios, programs, and projects that may not be similar, but managed together in a bid to attain a strategic objective ((PM1, 2017, P. 543). Threfore, while portfolion management is anchored on ensuring the portfolio is performing optimally, program management strives to ensure related projects managed together perform well. In event that a project is managed solely, then the focus of the management is focus on the individual performance of the project.
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Project Selection
For the purposes of this assignment, Option 2, Kemko Manufacturing project, will be selected.
Project Charter
A project charter is crucial for formally allows aproject manager to use available resources at his or her disposal to complete project activities ((PM1, 2017, P. 563).
Project Organization
The project organization will detail the deliverable and stages that will be followed in the completion of this project. In the context of this project, the project organization will denote a structural representation of aspects that facilitate the coordination of the project. The project organization will encompass the project coordinator, accounting administrator, training coordinator, among other crucial team members.
Project Planning
This step will encompass the determination of the requirements, budget, and time required to complete the project.
Project Scheduling
The schedule will outline the deadlines for certain deliverables permitting easy tracking of the project progression, procedures, and policies and developing and managing the project (PM1, 2017, P. 571).
Project Estimating
This segment of project management will include an estimation of the budget required to successfully complete the project as well as the duration of the project. The estimates present a rough idea of the total cost of the project.
Monitoring and Control
The monitoring process encompasses overseeing the process and ensuring that the project is on course in terms of cost and duration. Wholesomely, this stage is critical in project management as it ensures that the desired goals of the project are attained within the stipulated timeframe. Furthermore, the control allows individuals in charge of project implementation to identify issues and seek timely solutions to warrant flawless progression.
Project Closure
This stage involves handing over the deliverable to the client, notifying stakeholders about the completion of the project, and releasing the staff to take on other objectives.
Communication Management
Clear communication in project management is paramount as it ensures that the client has a clear understanding of what the project entails, and the project management team understands the expectations of the customer. The process outlines how projects must be managed (PM1, 2017, P. 584).
Risk Management
Managing risks and preparedness for the occurrence of risks allow the project management team to address concerns that may threaten to derail the progression of the project ((PM1, 2017, P. 585).
Role of Information Technology
Information technology is a cardinal tool in project management. Its applications vary from facilitating effective communication to project tracking.
References
Kerzner, H. (2017). Project management: a systems approach to planning, scheduling, and controlling . John Wiley & Sons.
Reich, B. H., & Wee, S. Y. (2006). Searching for Knowledge in the PMBOK® Guide. Project Management Journal , 37 (2), 11-26.
Shenhar, A. J., & Dvir, D. (2004). Project management evolution: past history and future research directions. Innovations: project management research , 57-64.
Appendix A
Project Charter
| 1.0 Project Identification | ||
| Name | Employee Recognition Framework | |
| Description | Design, develop and implement the employee recognition framework | |
| Sponsor | ||
| Project Manager | ||
| Project Team Resources | Communications, Policy, Healthy Workplace Advisory group, Attraction & Retention working group | |
| 2.0 Business reasons for project |
Improve government’s ability to attract and recruit high quality candidates and to compete more effectively (with the private sector and other levels of government for candidates) Respond to the level of employee engagement and employee perceptions relayed though the corporate employee surveys. An element of the Corporate Human Resource Plan Component of a healthy workplace Element of the Public Service Commission’s Business Plan for 2006/2007 Complements and builds upon existing departmental recognition activities Complements corporate human resource values Element of performance management |
| 3.0 Project OBJECTIVES (purpose) |
Overall, to create a workplace culture that includes regular recognition and feedback To recognize employees for their high-quality service and commitment to public service To reinforce linkages between employee performance and department business goals to achieve corporate goals To develop tools, guidelines and support for departments to assist with departmental recognition activities To develop and implement corporate recognition activities |
| 4.0 Project Scope |
|---|
To include recognition activities for all government departments To address two components of recognition - a corporate component and a department component Includes guidelines to govern corporate and department activities Does not include mandatory requirements Framework, research summary, guidelines and tools to be developed and implemented by March 2007 |
| 5.0 key Project DELIVERABLES | |
| Name | Description |
| Framework | Overall roadmap outlining key components of recognition activities |
| Project charter | |
| Logic Model | Outlines key activities, outcomes and measures |
| Project backgrounder | A supplement to the project charter outlining definitions and outcomes |
| Research summary | To include general, jurisdictional and corporate research |
| Guidelines | To include general program guidelines and financial guidelines |
| Tools and resources | To include templates, guides, sample surveys, quotes, tips, etc… for use by departments |
| Communication/ Implementation plan | Communication of framework, tools resources to stakeholder groups, communication plan |
| Website | To contain framework, guidelines, general information, tools and resources for use by departments, along with information on current activities/events. |
| 6.0 Milestone dates | ||
|---|---|---|
| Item | Major Events / Milestones | Dates |
| 1. | Develop framework | |
| 2. | Complete a research summary | |
| 3. | Develop guidelines (general and financial) | |
| 4. | Consult with departmental reps (i.e. Health, Tourism), Attraction & Retention Working Group, Healthy Workplace Advisory Group | |
| 5. | Networking/Information event for all departments | |
| 6. | Develop department toolkit, templates, resources | |
| 7. | Implementation and communication to stakeholder groups | |
| 8. | Website launch | |
| 9. | Long Service Awards | |
| 10. | Premiers Award of Excellence | |
| 11. | Framework evaluation, consultations, lessons learned | |
| 12. | Premiers Award of Excellence | |
| 7.0 key ISSUEs | |
| Severity | Description |
| Different levels of implementation and buy-in; some departments have programs and others have not. | |
| Departmental recognition activities are not mandatory | |
| Buy-in from HR community and managers to take ownership of departmental activities | |
| Maintain momentum and sustainability of activities | |
| Timelines around the coordination of guideline development with development of the healthy workplace policy | |
| Timelines around coordinating the recognition framework implementation with the attraction and retention framework implementation | |
| Employee and manager perceptions | |
| Public perceptions | |
| 8.0 RISKS | |
| Severity | Description |
| Support and buy-in of framework, guidelines and tools from the HR community | |
| Support and buy-in of framework, guidelines and tools from managers | |
| Support and buy-in of framework, guidelines and tools from employees | |
| Implementation timelines | |
| Availability of supporting resources (i.e. communication, policy) | |
| Treasury and Policy Board support of guidelines | |
| 9.0 Project’s criteria for success (must be measurable) |
|---|
Increase awareness and consistent practice of recognition throughout the organization (post-presentation evaluations, employee survey results) Enhance Government of Nova Scotia’s preferred employer status (public perception studies) Create a healthier and more supportive working environment (employee survey results) Improved job satisfaction and employee engagement (employee survey results) Improved awareness and linkages between department business plans and individual and team performance (employee survey results) Increased participation in corporate recognition activities (attendance, # of nominations received) Increased favourable employee perceptions of feeling valued for their contributions. (employee survey results) Increased favourable employee perceptions of being recognized for a job well done. (employee survey results) |
| 10.0 critical success factors |
|---|
Buy-in and support from senior leaders, HR community, managers, employees Effective communication PSC and department collaboration Employee input into development and implementation of recognition activities Employee awareness of department purpose, priorities, objectives, goals and values Recognition efforts need to be: timely; meaningful; fair; inclusive Activities are supportive of organizational values |
| 11.0 Signoff |
|---|
Project Sponsor: Date: |
