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O20C014N1Y Advanced Project Management
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O20C014N1Y Advanced Project Management
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Course Code: O20C014N1Y
University: University Of Oxford
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Country: United Kingdom
Question:
Part 1
There is an increasing demand in the international market for high quality project managers to run multinational and multi-sites projects. As a Project Manager you have been given the task by an international company to identify qualities and attributes of project managers with emphasis on project planning and project organisation domain.
You need to include the following, backed-up with journals, books and references:
Communications, with emphasis on a project manager working remotely with project team members.
Managing multi-cultural project stakeholders.
Develop scenarios where a project manager has to cope with pressures from stakeholders with respect to cost and time overruns and outline how advanced planning and scheduling technique can help overcome these issues
Part 2
Multi-constraints planning
Discuss and analyse the practicality of multi-constraints planning application in the industrial sector that you have experience in. Provide outline analysis of value and constraints of applying the approach. Use the following papers as a reference for your discussion (1000words). You need build bibliography at least 20 references from range of references.
Zhen-Zhong Hu, Jian-Ping Zhang, Frang-Qiang Yu,Pei-Long Tian and Xue-Song Xiang (October 2016) Construction and facility management of large MEP projects using a multi-Scale building information model, Advances in Engineering Software, Vol. 100, 215-230.
Nashwan Dawood and Eknarin Sriprasert (January 2006), Construction scheduling using multi-constraint and genetic algorithms approach, Construction Management and Economics, 19–30.
Answer:
Part 1
Introduction
One of the most people relating to any project management scenario is the project manager. The need to have a good project manager would be rising as the need for the effective technology rise in this world of advancement. It can be stated here that good project manager is trained people and not born. The skills, which are needed for a good project manager, are gained through the process of education and knowledge. The experience of the project manager is not a one-day process but can be considered time-consuming aspect. Whenever there is the successful delivery of a project, a project manager becomes more experienced. They learn the new concept and technology and implement them in the framework of the project, which drives it to success. The project manager is also entitled to the responsibility of framing up the budget and the time behind the project. (Heagney 2016).
The focus point of the report is to judge the role of the project manager in the sector of communication. The aspect of managing the project stakeholders and ensuring the concept of building a relationship between them. The sector of time and cost are very much vital for a project, which is managed by the project manager the role in this sector is also discussed in the report.
Communications
Communication between different team members can be very much vital for the proper execution of the project. Research has stated that a project, which has proper communication involved into it, has the chances of reaching the success more than a project which consists of lack of communication (Ramazani and Jergeas 2015). Taking into consideration project team which is geographically dispersed the task, becomes more complicated. In this context, the problem, which is normal in the scenario of project management, is faced, but also a unique set of obstruction are seen in this field, which has to be overcome systematically so that it does not harm the overall working of the project.
In this context to reduce, the problem, which is faced by the project managers in managing his team remotely, can be reduced by implementing different plans. One of the most important which can be involved in the process is choosing a strong team member. If the selection of the team member is done appropriately than half of, the problem is solved. If the members of the team are disengaged or unmotivated, the project managers task increases (Golini, Kalchschmidt and Landoni 2015). The main challenging factor, which can be faced in case of a remote team, is that communication between the team members is very difficult. There can be other factors, which play a role for example language barriers and the difference in the time factor. The best way to combat the problem is to set up a communication plan. The plan may cover the following aspects:
What the team has to communicate with the project manager and the team member.How the communication would be generated via email or some other means
The information, which is communicated. The appropriate information should always be communicated checking the authenticity of the information.
The time when they would require the information. In most cases, the information transfer is detailed which may affect the overall working of the project.
What happens if the communication is broken? A backup plan should always be kept in mind which should be implemented if any problem occurs (Pérez-Uribe et al. 2018).
This would be directly forming up the basic plan, which would be required for effective communication between the various team members. They would know exactly what has to be communication and the appropriate way of delivering the communication. Communication is a most vital aspect of delivering a quality project (Braglia and Frosolini 2014). The team members and the project manager should work in a team, which would be delivering maximum result for the team. The process of working together is more effective than working in the form of an individual (Braglia and Frosolini 2014).
Managing multi-cultural project stakeholders
The managing factor, which is related to the multi-cultural project stakeholders are majorly seen in projects, which are multi-region. The project manager in this aspect has a huge role to play to take the project to the area, which can indicate the success of the project. The stakeholders of the project can be considered one of the important external factor, which plays a vital role in the proper execution of the project. One of the major problem, which can be faced in case of multi-cultural stakeholders, is the communication gap, which is created between them. In most of the project management scenario, the means of achieving success can be putting everyone on the same level (Golini, Kalchschmidt and Landoni 2015). In this concept, the means of achieving the desired result of the project can be very easy to reach. The decision-making problem can also be mitigated by this means. Adaptability can be considered a key factor in this scenario (De Carvalho et al. 2015). The project manager should be able to adapt to decision-making methodologies whenever it is possible to do so. In the case of adaptation, time should be taken by the project manager to take into consideration how the new methodology would be beneficial for the project management and how much it is different from the technique, which was used earlier. It is sometimes the task of the stakeholders to get the appropriate requirement of the client so that during the implementation there is no problem. The stakeholders directly communicate the requirement to the project manager who takes in charge of the project. The multi-cultural aspect of the project can be sometimes beneficial in the way of implementing new technological innovations into a project. Most of the times different projects may require different means of initiation and planning, so it is the role of the stakeholders to take into account and provide a guideline to the team (Ramazani and Jergeas 2015).
Scenarios
The factor of cost and time can be considered very important in the scenario. The project manager is directly entitled to proper planning so that the project does not face any problem relating to the factors. In most of the cases, it is seen that the project estimation and the plan are not appropriate due to the factor that it is made by someone who is not experienced in this field. Improper planning can fail the project. Sometimes it may lead to pressure from the stakeholders in such a situation the project manager has to take necessary actions to solve the problem. According to the guideline which is provided by the project management concept a backup plan should always be incorporated at the start of the project so that if any problem is faced, it can be implemented (Golini, Kalchschmidt and Landoni 2015). There can be scenario were a projects meets the deadline but a project is not a success. This is because the project did not meet the expected budget, which was made. For a project to be successful, the manager has to take into consideration both the factor of cost and time. There are many tools, which can be used for the proper planning and the budgeting of the project. There are many aspects, which are involved in the project such as the need of the client it such situation alternation of the project has to be done instantly. The tools can be very much beneficial for this aspect (Fuller et al. 2017).
Part 2
Multi-constraints planning
The traditional concept, which is applied to the concept of multi constraint project, has been criticized widely. One of the most widely and common criticism is that the practice and the theory just put focus on the concept of management which is related to the contract and the factor of cost rather than emphasizing the factor of production. There was a strong tendency in the concept of executing a task if the prerequisite work completed and the information and the resources are available. The factor, which is termed as negligence of physical flow or multi-tasking – the results are inevitable in the task variability, frequency and obsoleteness of the schedule (Serrador and Turner 2015). The components and the functionality, which is relating to the multi-constraint planning and its implementation, are stated below:
Lean enterprise web base information system
The information infrastructure serves as a system of background where important information such as processes, products, resources and the documentation are integrated seamlessly. The system directly acquires the problems and the statuses from the domain of the project participant. This directly facilitates the concept of look ahead analysis, generate free workable backlog and query constraint information (Golini, Kalchschmidt and Landoni 2015).
Multi constraint 4D visualization system
It is an add in the program for the AutoCAD 2000 and the Autodesk architectural desktop 3.3, the system mainly provides the concept of visualization and simulation features related to the construction schedule relating to 4D CAD (3D + time) (Marks 2015). The potential constraint in this concept is the space, which is related to the information and the congestion, and the resources, which are unavailable, are highlighted visually (Too, e.g. and Weaver 2014).
Multi constraint optimization algorithm
The genetic algorithm can be used for solving multi constraint problem related to multi-constraints planning. This problem is solved by the concept of intelligently reconstructing the project. The algorithm can be considered to be an add in to the standard which is related to the project management software’s, for example, MS Project (Kerzner and Kerzner 2017). The concept of MS Project can be used for proper planning which is related to the budget and the factor of cost. It can be very much helpful when a project has many movable parts involved in it.
The concept of reliable schedule in the project management can be considered to very much important for the effective coordination across the concept of the supply chain. The reliability, which can be applied to the concept, can increase the satisfaction at all, levels before the execution of the site. The potential constraints, which are related to the field, can be execution phase, availability of resources, execution logic and client instruction (Pinto 2015). The techniques and tools are implemented to fragment to deal with a limited set of constraints. The multi constraint planning approach has been developed as a macro, which is embedded in MS Project. In this context, several experiments are conducted using a project which is relatively simple and it was founded that it nearly provided constraint-free schedule which was optimum. This would be very much effective when focusing on the concept of predictability and production related to a project (Hornstein 2015).
Conclusion
The report can be concluded stating that in any project management, project managements role is very much important. He is the person who is directly responsible for the overall working of the project. The main factors, which should be taken into consideration regarding a project scenario, are the factor of cost and the time, which is related to the concept. Both the factors are very much vital so that the project can reach a successful end. The concept of planning can be considered one of the most vital aspects because this mainly involves the aspect of the time framework and the budget of the project. The aspect, which is related to multi-cultural stakeholders, can be a problem, which has to face with precision so that it would not affect the overall working of the project. The main motive, which should be aimed at in any project management process, is the satisfaction of the customer or the client taking into consideration the aspect of cost and time framework.
References
Braglia, M. and Frosolini, M., 2014. An integrated approach to implement project management information systems within the extended enterprise. International Journal of Project Management, 32(1), pp.18-29.
De Carvalho, M.M., Patah, L.A. and de Souza Bido, D., 2015. Project management and its effects on project success: Cross-country and cross-industry comparisons. International Journal of Project Management, 33(7), pp.1509-1522.
Fuller, M.A., Valacich, J.S., George, J.F. and Schneider, C., 2017. Information Systems Project Management: A Process and Team Approach, Edition 1.1. Prospect Press.
Golini, R., Kalchschmidt, M. and Landoni, P., 2015. Adoption of project management practices: The impact on international development projects of non-governmental organizations. International Journal of Project Management, 33(3), pp.650-663.
Heagney, J., 2016. Fundamentals of project management. AMACOM Div American Mgmt Assn.
Hornstein, H.A., 2015. The integration of project management and organizational change management is now a necessity. International Journal of Project Management, 33(2), pp.291-298.
Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
Lientz, B. and Rea, K., 2016. Breakthrough technology project management. Routledge.
Marcelino-Sádaba, S., Pérez-Ezcurdia, A., Lazcano, A.M.E. and Villanueva, P., 2014. Project risk management methodology for small firms. International journal of project management, 32(2), pp.327-340.
Marks, R., 2015. Building a new museum: the roles and relationship of curator and architect in planning and project management. Manual of Curatorship: A Guide to Museum Practice, p.178.
Pérez-Uribe, R.I., Torres, D.A., Jurado, S.P.B. and Prada, D.M., 2018. Cloud Tools for the Development of Project Management in SMEs. In Handbook of Research on Intrapreneurship and Organizational Sustainability in SMEs (pp. 95-120). IGI Global.
Pinto, J.K., 2015. Project management: achieving competitive advantage. Prentice Hall.
Portny, S.E., 2017. Project management for dummies. John Wiley & Sons.
Ramazani, J. and Jergeas, G., 2015. Project managers and the journey from good to great: The benefits of investment in project management training and education. International Journal of Project Management, 33(1), pp.41-52.
Schwalbe, K., 2015. Information technology project management. Cengage Learning.
Serrador, P.M. and Turner, R., 2015, January. The Planning Deficit: A Global Quantitative Study on the Planning Phase and Project Success. In Academy of Management Proceedings (Vol. 2015, No. 1, p. 18148). Academy of Management.
Snyder, C.S., 2014. A guide to the project management body of knowledge: PMBOK (®) guide. Project Management Institute: Newtown Square, PA, USA.
Too, E.G. and Weaver, P., 2014. The management of project management: A conceptual framework for project governance. International Journal of Project Management, 32(8), pp.1382-1394.
Turner, R., 2016. Gower handbook of project management. Routledge.
Verzuh, E., 2015. The fast forward MBA in project management. John Wiley & Sons.
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