ELV-Projects Improvement Plan (Initial Proposal

2016

Many organisations in both public and private sectors are striving to discover new tools and strategies to streamline their project implementation. Among these was the project management office (PMO), which has been developed from the womb of the advanced project management methodology. This work is both exploratory and causal study, which concentrates on investigating the effectiveness of seven proposed PMO roles (as independent variables) in carrying out the strategic plan (as the dependent variable) of the public sector organisations in the UAE. The study aims also to derive some insights into coordinating pattern established between PMO entity and other departments involved in the project implementation within the context of the organization's strategic plan. A Likert-based questionnaire has been structured to cover all aspects of the research questions and hypotheses. The survey hyperlink emailed to 19 project-based public organizations in Abu Dhabi and Dubai Emirates (as business centres) prior to broadcasting among their 450 staff members who involved actively in the various project business. 366 participants viewed the survey link, whereas 268 of them responded with perfect and usable questionnaires. The received data analysed quantitatively by using multiple regression. The analysis outputs, as expected, have indicated that 95% of the targeted organizations established own PMO. The high visibility of PMO allowed robust investigation on the connections between various PMO roles in executing the strategic plan of the hosted organizations to reveal a number of statistically significant linkages between various variables. The top-five PMO roles involved in strategic plan execution were found to be i) Strategic Management, ii) development of project management competencies and methodology, iii) monitoring and controlling project performance, iv) organizational learning, and v) organization structure and communication improvement. Whereas 12 top metric criteria were identified to measure the effectiveness of the PMO unit. These findings utilized in developing a conceptual PMO model to be flexible and applicable with similar project management methodology in various business domains, and paving the way for more investigations. This study gives some implications for those involved in the PMO applications, and recommendations to further research studies.

2009

This course explores the systems approach to the selection, design, execution, control, evaluation, and termination of projects to meet project objectives and customer expectations within allocated performance and resources constraints in technology-based organizations. Basic tools and techniques of project management are explored. Special emphasis is placed on project engineering, the nature of projects, the project management system, and learning in projects. Upon completion of the course, the graduate engineering students will have knowledge to design, analyze, and execute a project. The goal of this course is to facilitate the knowledge that will aid an engineer to successfully manage projects.

Journal of healthcare information management : JHIM, 2006

Recognized as an early leader in clinical information systems, the University of Illinois Medical Center was challenged to meet the ever-increasing demand for information systems. Interviews with key stakeholders revealed unfavorable attitudes toward the Information Services department. Reasons given were that projects often are not aligned with business strategy, projects are delayed, IS itself is a barrier to progress, and a lack of proactive planning precipitates crises. Under the leadership of a new CIO, IS began developing a Project Management Office, or PMO, to better meet medical center business objectives and to more effectively manage technology projects. Successes during the first year included comprehensive IT strategic planning. Collaborative relationships were established with departmental leaders for planning, prioritizing, budgeting, and executing projects. A formal Web-based process for requesting IS projects was implemented, project management training was provided,...

ATLANTIC INTERNATIONAL UNIVERSITY, 2020

Project management principles are the tools and techniques required to the successfully deliver a product or service, the diligent integration of these principles' aids in the attainment of an organization's goals and objectives; these objectives could include an expansion project, a fresh endeavor, or to deliver a product or service. An objective is defined as an outcome toward which work is to be directed, a strategic position to be attained a purpose to be achieved; as a result, to be obtained, a result to be produced, or a service to be performed. (Project Management Institute, 2017). The vast range of project types that exist makes it almost impossible to define one set of processes that applies to all; however, every Project goes through five fundamental stages: • Initiating the Project • Planning for execution • Executing the Project • Monitoring and controlling the Project and • Closing the Project. These five steps form the life cycle of any project, the performance of managers in the integration of these steps tends to determine the success or failure of the Project. Projects vary considerably across different disciplines, industries, organizations, and locations… for most projects, these phases are essentially sequential, with the completion of an earlier phase being input to the start of a latter phase. (Adeola, 2019) This paper seeks to present the necessary processes and procedures, tools, and techniques that form the required mix for the proper integration of all the necessary elements of a project lifecycle. Under the Initiating stage, the paper looks at the process of authorizing the Project, at the Planning stage, it develops tools and techniques on how the works will be executed and managed. The Execution stage describes how the works are to be executed relative to all pre-developed baselines while the Monitoring and Controlling phase ensures strict adherence to all agreed plans and where changes are necessary, these are documented and accepted or rejected. In the closing phase, the paper describes the fundamental process for closing out a project, where project knowledge and lessons learned collected in the course of the Project are properly documented and stored away for future use. This paper covers the integration of the earlier mentioned five steps; it also seeks to explain how these processes are related from the point of view of their sequential arrangement and how they can effectively deliver a project on time, within budget, and within expected deliverables. The five steps provide inputs into each other, the initiating provides inputs to the planning, the planning provides input into the executing, and the executing delivers the product or service for closing while monitoring and controlling runs throughout the lifecycle of the Project, providing inputs as required.

The software development industry is continuously evolving, requiring organizations to maintain greater control over software development processes, methodologies, and practices in order to certify that projects and their management align with a company's strategic direction. The project management office (PMO) paradigm has arisen within organizations as a critical element in maintaining this control. 1 A PMO may be defined as an organizational entity responsible for managing and coordinating corporate projects in a centralized manner. As such, the PMO provides an interface between the project teams and the company's executives by controlling the software development processes on one hand and reporting productivity results on the other. The primary responsibilities of the PMO consist of managing resources, designing and developing project management and development methodologies, monitoring project compliancy with the standards and politics defined throughout the organization, and coordinating communication across project teams.

2016

This Project Management Office (PMO) is a rather young and unknown phenomenon within the industry. Its purpose, role and benefit remains questioned in many organizations. Regardless of that, PMO exists in many larger international organizations as the department that manages the largest projects and has the project overview of the entire organization. Why is this questionable entity implemented into organizations? What are the challenges of implementing PMO? And how can this entity overcome the factors that diminish it or completely shut it down? To begin with, an intensive theoretical research was performed in hope to find answers to these questions. Following that, a case study was performed and four international organizations were interviewed. This provided improved understanding of how PMO works in real life. By combining the data gathered it was possible to give views on the posed research questions from both theoretical and practical point of view. This provided a good demons...

Learning Objectives 1. Identify the Project Management Institute's definition of project management. 2. Analyze and evaluate the role of client expectations in a project. 3. Define project scope. "Project management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements" (Project Management Institute, Inc., 2008). This simple definition represents a compromise that resulted from intense discussions within the Project Management Institute (PMI) during the 1980s. One of the priorities of PMI during this time was the development of project management as a profession. Although debate continues on whether project management is a profession with an enforceable code of conduct and other traditional criteria for recognition as a profession, the development of A Guide to the Project Management Body of Knowledge (PMBOK Guide) and the project management certifications that derived from these efforts helped promote the understanding and development of the project management field. The discussion about what should be in the definition of project management included debates about the purpose of project management. Is the main purpose to meet client expectations or is the main purpose to meet the written specifications and requirements? This discussion around meeting project requirements was not easily settled. If it is assumed that the project client is the one who defines project requirements, then maybe project management is the application of knowledge, skills, tools, and techniques to meet client requirements or client expectations. PMI's definition of project management does provide a good understanding of project management, but it does not help us understand project success. For that, we must include the client. Jack Meredith and Samuel Mantel (Meredith & Mantel Jr., 2006) discussed project management in terms of producing project outcomes within the three objectives of cost, schedule, and specifications. Project managers are then expected to develop and execute a project plan that meets cost, schedule, and specification parameters. According to this view, project management is the application of everything a project manager does to meet these parameters. This approach to defining project management shares PMI's focus on the project outcomes in terms of requirements. Meredith and Mantel added a fourth aspect of project management-the expectations of the client. One client-centered definition of project management is the application of knowledge, skills, tools, and techniques to meet or exceed the expectations of the client. This definition focuses on delivering a product or service to the client that meets expectations rather than project specifications. It is possible to meet all project specifications and not meet client expectations or fail to meet one or more specifications and still meet or exceed a client's expectation (Darnall, 1996). Meredith and Mantel discussed a tendency noted by Darnall (Darnall, 1996) that expectations often increase during the life of a project. Meredith and Mantel suggest that this is a form of scope increase. A project scope is a carefully crafted document that reflects the performance specifications of the project deliverables. Defining the project scope and managing scope change is a very different process from developing an understanding of a client's expectations and managing those expectations. Darnall focused on defining and managing client expectations as a critical project management skill that is distinct from scope development and management. Client expectations encompass an emotional component that includes many client desires that are not easily captured within a specification document. Although closely correlated with project specifications, client expectations are driven by different needs. It is possible for a project team to exceed every project specification and end up with an unsatisfied client. Highway Project The Department of Highways in South Carolina was exploring ways to reduce the road construction costs and developed new contracting processes to allow the road builders to bring new ideas for cutting costs. On one project, the contractor proposed cost-cutting ideas throughout the life of the project. At each phase, the client accepted many of the ideas and then revised the budget. The client promoted the revised cost target of the project as an example of the success of the new process. By the end of the project, the final cost was less than 1 percent over the newest target. Although the total cost of the project was almost 10 percent less than the original cost projections and contract obligations, the success of the project was connected to the new expectations that developed during the life of the project. Even though this project performance exceeded the original goal, the client was disappointed. The reverse is also true. A project can be late and over budget and the client can be satisfied. Although this may be counterintuitive, the response of a client to the events of a project is complex and goes beyond the data related in project specifications. Biotech Project A biotechnology company developed a new drug that proved to have a large market demand, and the team that developed the drug was assigned to build a new manufacturing facility to produce the drug. The project manager for the construction company that was awarded the contract to build the manufacturing facility managed the project effectively. Every request for a change in scope was approved, and the result was a 20 percent increase to the total cost of the project. On most projects, a 20 percent increase in the project cost would be considered poor performance. For the client's project team, who were accustomed to complex projects with a large number of unknown issues that increase the final cost of the project, a 20 percent overrun in cost was not unusual. Even though the project was 20 percent over budget, the client was happy. Client satisfaction is often tied to expectations about project performance. Identifying and managing those expectations is a primary responsibility of the project manager. Project Management from Simple to Complex 3 Key Takeaways PMOs can provide various functions for an organization. Some possible functions include the following: • Project management. Some organizations maintain the project manager within the PMO, assign project managers from other departments, procure contract project managers, or practice a combination of all three. • Center of excellence. The project office can maintain the organization's project management policies and procedures, maintain a historical database, maintain best practices, and provide training and specialized expertise when needed. Project Management from Simple to Complex 11 • Functional support. The project office maintains project management expertise to support the project. Estimating, project scheduling, and project cost analysis are examples of functional support. Key Takeaways • The purpose of an organization can affect its view of the time allowed for projects. • In an organization, project management can be used to make step changes to take advantage of new technologies or make significant improvements in effectiveness or efficiency. • Operations managers are long-term focused and process oriented. Project managers are goal directed and milestone oriented. Project team members can be assigned to the project from a number of different sources. The organization that charters the project can assign talented managers and staff from functional units within the organization, contract with individuals or agencies to staff positions on the project, temporarily hire staff for the project, or use any combination of these staffing options. This staffing approach allows the project manager to create the project organizational culture. Some project cultures are more structured and detail oriented, and some are less structured with less formal roles and communication requirements. The type of culture the project manager creates depends greatly on the type of project. Communications Completing a complex project successfully requires teamwork, and teamwork requires good communication among team members. If those team members work in the same building, they can arrange regular meetings, simply stop by each other's office space to get a quick answer, or even discuss a project informally at other office functions. Many complex projects in today's global economy involve team members from widely separated locations, and the types of meetings that work within the same building are not possible. Teams that use electronic methods of communicating without face-to-face meetings are called virtual teams. Communicating can be divided into two categories: synchronous and asynchronous. If all the parties to the communication are taking part in the exchange at the same time, the communication is synchronous. A telephone conference call is an example of synchronous communication. When the participants are not interacting at the same time, the communication is asynchronous. The letter a at the beginning of the word means not. Communications technologies require a variety of compatible devices, software, and service providers, and communication with a global virtual team can involve many different time zones. Establishing effective communications requires a communications plan. Project Management from Simple to Complex 23 • The provider of procurement management depends on the size of the project and the organization. Commodities are purchased from the lowest bidder, while specialty items are purchased from bids 6. This assumes that you have not previously added this site as a bookmark. 7. In the future, description of this type of process will be shortened (e.g., drag Google Maps to the Project Management folder). 8. In the future, description of this process will be shortened (e.g., close...

2014

Project management system which we have proposed is a network based Enterprise Project Management (EPM) system, it can be configured and customized for the organization, unlike a web-based application which would have to have a generalized scheme with minimum customization. Being a network application we will still be able to use the network based software technologies which are used in web based applications and which help make web applications faster and better like XML, AJAX, JavaScript, etc. While using J2EE to make the connected components communicate faster (response time is reduced), make the system scalable allowing multiple simultaneous access. It involves features such as requirement analysis, allocation of the resources, project designing and its planning followed by scheduling and also responsible for managing the cost and the system administration which can handle complex projects. The system was implemented on an enterprise scale where many users simultaneously access the system and also insert and retrieve information; security is also provided so that misuse does not occur. Enterprise Project Management (EPM) is responsible for developing an organization that processes the integral management and adapting to the changes of a transformation.

Project Management - PMS Software development, 2020

OSM Maritime group is one of the leading providers of the shipping services for crew and ship management to more than 600 vessels through it 30 strategically positioned offices throughout the world (About us, 2019). A planned management system software (PMS) is a very important tool for ship management which permits the vessel’s crew and office to plan, execute and record vessel maintenance at intervals following with manufacture, company policy and Classification society guidelines. This study will focus on developing and internal such PMS software for OSM Maritime, further extending to include the crew payroll, crew matrix and accounting to provide a one-point solution for the ships and office.