Project Management Is A Complex Process: Ensuring Project Success

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Project Management Is A Complex Process: Ensuring Project Success

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Project Management Is A Complex Process: Ensuring Project Success

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Question:
Discuss about the Project management is a Complex Process for Ensuring Project Success.

Answer:

Introduction:
The study has been conducted to support the fact the project management is a critical task in context of time, scope and risk. The project management can be referred as the complete process of applying techniques, knowledge, skill, experience and effort for achieving specific project objectives within agreed upon budget and time (Kerzner 2013).
Discussion and Analysis:
Variables are the most important part in every project in terms of bringing success. There are several variables that presents in a project for management such as cost, risk, scope, plan, stakeholders, communication, etc. Therefore following are the three major variables that influence in effective project management –
Scope: Managing scope throughout a project is a critical task. The continuous change in the scope of a project is known as the scope creep. It can also be stated as the feature creep, focus creep, requirement creep and function creep. In a project the scope creep can be referred to as the unclear changes in the project and later integrated goals (Giezen 2012). The sources of the project scope creep are such as; first, the project initiation document holds the project scope which is poorly demonstrated.
Without the proper documentation of the project requirements the project manager can not accurately manage the project. Second, improper identification of project management requirements is another cause of scope creep. If the business analysts forget to document few crucial requirement of the project then the manager will not be able to deliver the project as per the client expectations (Haughey 2014). The third reason behind the project scope creep is the ineffective control of project manager on the project. Another big reason is the indecisiveness of the project stakeholder in terms of the scope and functionality of the project. Because of the scope creep the project manager as well as the organization will face various issues regarding the project. As new requirements will be integrated in the project, the manager has to make changes in the process of the project management.
The project manager may have to change major aspects of the project. This will result into more time and cost to develop the project. Instead of assigning additional cost and time, the managers are not always able to make the final product as efficient as expected (Giezen 2012). It is because the continuous changes in the development hamper the effectiveness of the manager which results into the missing of functionalities in the product.
Time: Another variable that affects the progress of the project management is time. It may appear as a simple factor in projects but serves as the most crucial constraint in every project. Specific time is provided to the project manager for completing the project. The project managers are not always able to deliver project within given time and the reasons are poor punctuality, impatience, procrastination, rushing and improperly defined objectives (Bowen et al. 2012). The effect scope creep on completing a project on time has already been discussed. If the project managers take low priority tasks lightly and do not complete those tasks on time then at the final phases of the project the whole process get delayed because of the unclear low priority tasks.
Every individual task in the project management has allotted time period (Nouraei, Momeni and Hamidizadeh 2016). Often managers rush to complete tasks faster than expected which create some error in the solution. At the end when the efficiency of the product of that specific task is tested, the project manager has to allocate extra time for making progressive changes to make the outcome as expected (Eik, Landmark and Johansen 2015). The managers some time ignore some aspects of the project as they assume it as an unimportant component. When the users ask for that ignored functionality or component, the manager has to carry out changes in the product which may take same time as the complete development itself. These reasons make several bad impacts on the project.

Insufficient work flow is a result of improper management of time within a project. Waste of time is an avoidable outcome of the poor utilization of time. Miss of dead line is the most common result. Approximately all the project that is affected by poor use of time faces deadline missing issue. As the work has to be done again, the employees do not take the work as seriously as the first time (Bowen et al. 2012). The changes that are made in the project are not done effectively. As the user needs the product as soon as possible, they also receive the revised product. There exist several quality issues in the product.
Risk: A condition or event which is uncertain and if arises, definitely affects at least one goal of the project is sated as project risk. Risks are main factor behind minimizing the possibility of making a project successful. In terms of executive the reasons behind the risks are lack of support, disengaged from the project, clash among the executive stakeholder and turnover of executive. The issues with the scope of the project also create risks (Kerzner 2013). The inaccurately defined scopes, scope creep, integration of further scopes by the team members, inaccurate estimate and dependencies. Another crucial reason behind the occurrence of risk is issues with the stakeholders.
Inaccurate expectations and failure to support the project is considered as the biggest drawback of the stakeholders which create possibility of generating risk (Teller, Kock and Gemunden 2014). The project is disrupted if the stakeholder experience turnover or get disengaged at the time of development of the project. Low quality inputs can also be considered as the source of project risk. The project risk can hamper the overall progress of the project in various ways such as increase in budget, effort, design reviews, duration and design cycle (Schwalbe 2015).
Conclusion:
From the study it can be concluded that time, scope and risk can have huge bad impact on the projects. The both the scope and risk can affect the time constraint. No matter how much project manager tries to handle the project efficiently, the negative effect of the project variables will continue making the project management task a critical one. The risk has the worst effect on the project as the sources of project are way more than other variables. For making the impact of these variables as low as possible the managers make use of the various management processes.

References:
Bowen, P.A., Cattel, K.S., Hall, K.A., Edwards, P.J. and Pearl, R.G., 2012. Perceptions of time, cost and quality management on building projects.Construction Economics and Building, 2(2), pp.48-56.
Eik-Andresen, P., Landmark, A.D. and Johansen, A., 2015. Managing cost and time in a large portfolio of projects. Procedia Economics and Finance,21, pp.502-509.
Giezen, M., 2012. Keeping it simple? A case study into the advantages and disadvantages of reducing complexity in mega project planning. International Journal of Project Management, 30(7), pp.781-790.
Haughey, D., 2014. Eight key factors to ensuring project success. Project Smart, pp.1-4.
Kerzner, H.R., 2013. Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
Nouraei, R., Momeni, M. and Reza Hamidizadeh, M., 2016. Identification and Prioritization Effective Inter-Project and Environmental Challenges on Implementation of Project Management System (Case study: Projects of Pars Special Economic Energy Zone). European Online Journal of Natural and Social Sciences: Proceedings, 4(1 (s)), pp.pp-1827.
Schwalbe, K., 2015. Information technology project management. Cengage Learning.
Teller, J., Kock, A. and Gemunden, H.G., 2014. Risk management in project portfolios is more than managing project risks: A contingency perspective on risk management. Project Management Journal, 45(4), pp.67-80.

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