Principles of Project Management Essay

1. The Commitment PrincipleAn equit subject commitment between the ejection sponsor and the range obstetrical comporty team must exist before a possible hear exists.The regard stag is considered to be the Project Owner who provides resources such as funds, services and general direction. The project delivery team is the virtuoso in charge for appropriate techniques, objects and controls for using the skills needed and work to convert those resources into the required deliverables or product. relations with a Sponsor is a matter of developing a trust and takeing between the Sponsor and the team. Project sponsors should set clear boundaries for appeal and clock time, with which the manager should work. If he/she screwing non provide the concord deliverables within these constraints, concerns must be escalated to the sponsor for a finis.Defined roles and responsibilities A project team in which ALL multitude understand their responsibilities and sincerely believe they cease deliver the goods them. Each person must know how they bottomland contribute to project objectives. Project stakeholders must cast a clear understanding of their roles and responsibilities, to be able know exactly what he or she is supposed to be doing. Project environment is of critical immensity and requires definition and understanding.2. The Success PrincipleThe measures of project success, in terms of twain wreak and product, must be defined at the beginning of the project as a basis for project focussing decision making and post-project evaluation.Success for a project and how it allow be measured after completion necessarily to be defined at the beginning of the project. The most important reason is to provide an on-going basis for oversight decision making during the course of the project. The timing of the measurement of success itself whitethorn likewise need identifying. It is not possible to measure its ultimate success without agreement on the projects success criteria3. The intravenous feeding Trade-off PrincipleThe core variables of the project prudence process namely, product scope, whole tone grade, time-to-produce, and 4 amount cost-at-completion must all be mutually compatible and definitely attainable. The term Tetrad trade-off is kinda an unfamiliar word, but possibly this is the value of the term to stressed that at that place be four crack up but interactive variables which are scope, quality, time and cost rather than just trine as in the old view of Triple Constraint (time, cost and performance.) The advantage of viewing the four as a tetrad rather than choosing only three to form a triangle is that it gives more(prenominal) importance to quality. Of the four, the quality of the product is apparently, and in fact, the most stable.4. The Strategy PrincipleA strategy encompassing first cookery hence doing, in a focuse set of sequential and progressive phases, must be in place. Before the project start, it is very important that consumers think thoroughly about the products, or deliverables they need. They must be prcised and detailed about their requirements to produce a feasible plan. This throw offs managing the project much easier and less risk of infectiony.5. The management principleThe Management Principle begins with how it will be done and who will do it. Policies and procedures that are useful and efficient must be in place for the proper conduct and control of the project commitment.6. The Single-Point responsibleness PrincipleThis principle is an extension of the management principle and is needed for effective management of the project commitment. exposed parley is very important for the coordination of a complicated project activity. A single channel of communication must exist between the project sponsor and the project team leader for all decisions touch on the product scope.7. The Cultural Environment PrincipleManagement must provide an informed and supportive ethnic environment to ensure that the project delivery team are able to work to the limits of their capacity. Whatever methodology or framework you prefer, it must be modified to suit the requirements and needs of your project. Rather than sticking to methodology, the project manager must be able to get used to procedures to meet the demands of the work in wad. the management of the organization in which the project takes place must be supportive and the environment free of obstacles in the way of project progress. (Wideman, Robert Max Bing, John A. Neal, Gerald, 2000)B. Appraise the viability of at least five (5) projects success/ disaster criteria (1.2)To be successful, a project must carry1. Agreement or accord among the project stakeholders the project team, customer, project leader skills and management on the objective of the project.2. A project plan that shows what is capable, shows an overall path and clear tasks, contains the facts and details for calculating the people, money, time, equipment, and materials needed to get the job completed, and will be used to determine development as the project is taking its course.3. Continuous, effective communication among everyone that is concerned in the project in army to manage and organize action, distinguish and get to the bottom of problems and respond to changes.4. A controlled scope or stakeholder expectations management. Everyone involved in the project must know their share of responsibilities. To make sure that everyone concerned understands exactly what can be done within a specified time frame and budget a governing bodyatic method for establishing practical goals for deliverables, cost, schedule, and quality, as well as techniques for maintaining the goals original all through the project.5. Upper management support, managing upward, guiding the upper managers toward appropriate decisions that maintains the project base to bring people and other resources, make guidelines, or remove organizational obstacles.The main causes of project affliction that were place were1. Lack of User InvolvementOne of the reasons why projects fail is that users do not spokespersonicipate in the system development process to the extent that they should. the lack of participation in the project by those who will use the system has proved fatal for many projects. Without user participation, it will cause postponement to Projects because the management has not allocated people to do the work that users should be doing. If a project is to be a success management and users need to be concerned from the start to end of the progress. This requires time and effort.2. Long or Unrealistic Time ScalesThe recognize advice is that project timescales should be little, which means that better systems should be split into specialise projects. There are always problems with this approach, but the profit of doing so is significant.3. Poor or No Requirements paltry requirements are probably one of the most difficult issue that can be faced by a project. The incapacity to identify good requirements has also led to other project delivery problems such as the desire to narrow the scope of the project so as to understate the requirements workload and risk. Users should understand what it is they want, and be able to identify it specifically. if you dont get the job requirements right, however well you deliver the project, the client/business will be dissatisfied.4. Scope CreepScope creep is a risk in most projects. it is the change or growth of project scope. Scope creep more frequently excretes during the later stages of a project, such as programming and testing, than during the earlier stages, such as design. This can occur when the scope of a project is not properly defined, documented, or controlled. This is a management issue alike to change control. Management should be able to figure it all out at the start. A project manager often tries to manage scope creep. Th e goal in managing scope creep is to try to minimize the impact of any changes on the project, such as on the timeline and cost.5. No Change Control carcassBusiness needs are changing even more rapidly than ever before. There whitethorn be unavoidable external requirements over which you have no control, such as rising regulations for info privacy, changed regulatory reporting requirements etc.So it is not reasonable to anticipate no change in requirements while a project or system is being built. However uncontrolled changes play chaos with a system under melioratement and have caused many project confusion and failures. (Anon., 2001)(Suggest additional standard for the projects success/ failure criteria, M1)Other IT project failure criteria by the IT and project managers were* missed deadlines* exceeded budget* cost getting out of hand* many projects fail because they use new or unproven technology. * brusque project definition by the projects owner, perhaps because of insuff icient consultation with stakeholders or their failure to be specific about requirements and desired outcomes. * lack of ownership and personal accountability by major(postnominal) management. * inadequately skilled and experienced project personnel. * inadequate reporting arrangements and decision-making.* inconsistent understanding of required project activities, roles and responsibilities.Other criteria for project success were* meeting the budget* meeting milestones* a well-defined scope and agreed understanding of intended outcome. * active management of risks, issues and timely decision-making supported by clear and short lines of reporting. * on-going commitment and support from senior management.* a senior individual with personal accountability and overall responsibility for the successful outcome of the project. * defined and visibly managed processes that are appropriate or the scale and complexity of the project.(Find other association that uses success/failure crit eria and tell something about how these criteria help the companys projects , D1)The Calvert Social proponent is a stock market index created by Calvert Investments as a benchmark of large companies that are considered socially responsible or ethical. It currently consists of 468 companies, weighted by market capitalization, selected from approximately 1,000 of the largest publicly traded companies in the United States using Calverts social criteria. These criteria relate to the environment, workplace issues, product safety, community relations, weapons contracting, international operations, and gentle rights.This index was created following the success of the Domini 400 Social Index by KLD Research & Analytics, Inc. The Calvert index is used by many so-called socially responsible mutual funds as a benchmark for their performance.These criteria helped the company improve with their business management. They were able to market those specific products that seem to be most cherish ed by their customers. With these criteria, it helped them improve their product development that made them stand out from their competitors. It also helped the company improve business management in the area of finance and because of this, they have built a good business reputation. (Calvert Investment Distributors, n.d.)B. Discuss the principles behind project management systems and procedures (1.3)The Project Management Process suggest three main deliverables be defined before actual work on the project begins. These are the Project Definition, Project work plan, and the Project Management Procedures. The Project Management Procedures explains how the project will be managed, and are an effective and efficient way to communicate the processes to the project team, customers, and stakeholders.Although they may appear time consuming to develop, in most cases these procedures only need to be created once. When you have a set of procedures that allow you to be successful, you can reus e them on later projects. In fact, these procedures can be written at the company or organization level, and then used as the starting point for all projects in the company.These procedures come from the process for large projects. They should be customized as appropriate for your project, your team, and your organization. In most cases, the processes should be simplified for smaller projects. Although this usher is called Project Management Procedures, this document really describes processes. Processes are at a higher level than procedures. You can turn them into procedures by specifying the particular roles, people, and dates that make sense.The procedures that will be used to manage the project will include parts on how the team will manage issues, scope change, risk, quality, communication, etc. It is important to be able to manage the project thoroughly and proactively and make sure the project team and all stakeholders have a common understanding of how the project will be m anaged. If common procedures have already been recognize for your organization, apply them on your project.(Discuss how to integrate human and material resources to achieve successful projects, M2)Every project that involves more than one person requires a project team to get the work done. Building a cause project team will be your primary and most critical task, because the success of the project will rely heavily on choosing the right team members and gaining their commitment to the projects objectives. To utilize the abilities of permanently assigned staff and to fulfill these requirements but if there are required skills that are not available, then other sources must be identified and pursued. Books, educational programs, internet and human involvement go hand in hand to make the task accomplished. With these help, unforeseen errors and miscalculation will be lessened. Coordination will also make time required less for the project to be successful. (Wideman, 1991)(Look for a n existing IT Project of any company and evaluate the project management system and procedures, D2)IS Auditing Procedure P6 FirewallsAn information security audit is an audit on the level of information security in an organization. Within the broad scope of auditing information security there are multiple types of audits, multiple objectives for different audits, etc. Most commonly the controls being audited can be categorized to technical, physical and administrative. Auditing information security covers topics from auditing the physical security of data centers to the auditing logical security of databases and highlights key components to look for and different methods for auditing these areas.When centered on the IT aspects of information security, it can be seen as a part of an information technology audit. It is often then referred to as an information technology security audit or a computer security audit. However, information security encompasses much more than IT.By and larg e the both concepts of application security and segregation of duties are both in many ways connected and they both have the same goal, to protect the integrity of the companies data and to prevent fraud. For application security it has to do with preventing unofficial access to hardware and software through having proper security measures both physical and electronic in place. With segregation of duties it is primarily a physical review of individuals access to the systems and processing and ensuring that there are no overlaps that could lead to fraud. (Isaca, 2003)C. Identify the key elements involved in terminating projects and conducting post project appraisals (1.4)1. Termination activities should be identified in the baseline plan2. Verify that all agreed-on deliverables were provided.3. Organize and file project- tie in documentation.4. Assure that all payments have been collected from the customer.5. Assure that all payments for materials and subcontractors have been paid .6. Prepare a written performance evaluation of from each one member of the project team.(Evaluate the key elements involved in terminating projects, M3)Terminating a project should always undergo a process resources used could be audited and workforce could be evaluated properly.1. Go back to project plan to sum the appropriate balance between resource usage and project duration that directly complies with project objectives. 2. defend or prove that all deliverables that were agreed on were clearly fleshed out. 3. Document and organize all files related to the project. 4. All invoices should have been sent to the customer. All collectibles should be received before closing the review. 5. Payments for materials and subcontractors should be effect as well. 6. Evaluate the performance of the project team and properly document it as well. 7. Conduct post-mortem or project evaluation meetings(Szabelski, n.d.)(Give situations where a terminated project can still be considered again, D3)Hiring a new principal investigator (PI) (or an equivalent person) is the next best solution for projects that were terminated or put on hold. In order to ensure the smooth transition of documents and processes, the old PI should train the new affianceLoss of human, funding and other valuable resources, whether anticipated or not, is the most common problem that may force an organization to terminate or put a project on hold. In order to address this challenge, the affected organization should be able to tap other available resources such as funding vehicles and connections or networks for new hires or experts.If an internal assessment or evaluation of the project showed disconfirming results, resources, processes and even the project itself can be adjusted or modified in order to achieve or fulfill set expectations and objectives. (Orfano, 2009)BibliographyAnon., 2001. Coley Consulting. Online getable athttp//www.coleyconsulting.co.uk/failure.htm Accessed 18 October 2011. Ca lvert Investment Distributors, I., n.d. Calvert Investments. Online Available at http//www.calvert.com/NRC/ writings/Documents/TL10036.pdf Accessed 20 October 2011. Isaca, 2003. ISACA. Online Available at http//www.isaca.org/Knowledge-Center/Standards/Pages/IS-Auditing-Procedure-P6-Firewalls1.aspx Accessed 22 October 2011. Orfano, F., 2009. Feministy.org. Online Available at http//www.feministy.org/business-management/re-starting-a-terminated-project Accessed 22 October 2011. Szabelski, T., n.d. Modern Project Management. Online Available at bpr-project.eu/./project_management_by_tomasz szabelski.pdf Accessed 21 October 2011. Wideman, Robert Max Bing, John A. Neal, Gerald, 2000. Maxs Project Management Wisdom. Online Available at http//www.maxwideman.com/papers/principles/principles.htm Accessed 16 October 2011. Wideman, R.M., 1991. Maxs Project Managenent Wisdom. Online Available at http//www.maxwideman.com/papers/questions/answers.htm Accessed 18 October 2011.