The Role of Project Manager Sahil Jiwani Dr. Darcel Ford CIS 517 Abstract In the assignment we are going to learn about project management as a discipline as how they plan and execute the project and see what are the carrier scope, in which industries project managers are on high demand and study on what the different roles of project manager are how they take the responsibilities and check the success rate of projects compared to failure in IT by comparing with other industries. 1. Explain project management as a discipline. Project management is the discipline of planning, organizing, motivating, and controlling resources to achieve specific goals. A project is a temporary endeavor with a defined beginning and end (usually time-constrained, and often constrained by funding or deliverables), undertaken to meet unique goals and objectives, typically to bring about beneficial change or added value.
Learning Outcome: Define strategic management and identify its basic concepts 5) The terms strategic management and strategic planning are synonymous in this text. Answer: TRUE Diff: 1 Page Ref: 5 Objective: 1.01 Describe the strategic-management process. Learning Outcome: Define strategic management and identify its basic concepts 6) A vision statement identifies the scope of a firm's operations in product and market terms. Answer: FALSE Diff: 1 Page Ref: 10 Objective: 1.03 Define and give examples of key terms in strategic management. Learning Outcome: Discuss the functions of vision statements, mission statements, and long-term
ASSIGNMENTS MB 0032 (2 credits) Set 1 Marks 30 Operations RESEARCH Note: Each Question carries 10 marks 1. Describe in details the different scopes of application of Operations Research. Scope of Operations Research (OR) In general, whenever there is any problem simple or complicated, the OR techniques may be applied to find the best solution. In this section we shall try to find the scope of OR by seeing its application in various fields of everyday life. i) In Defence Operations: In modern warfare the defence operations are carried out by a number of independent components namely Air Force, Army and Navy.
The four categories are: The Project process, organizational process, Support Process, and High Maturity Process it (CMMI for acquisition, November 2010). The project process areas address the acquirer`s activities that are related to establishing, executing, and ensuring the transition of the project. The project process areas of CMMI-ACQ contain the following process areas from the Project Management and Acquisition Engineering categories: Project Management Project Planning (PP) Requirements Management (REQM) Solicitation and Supplier Agreement Development (SSAD) Agreement Management (AM) Project Monitoring and Control (PMC) Integrated Project Management (IPM) Risk Management (RSKM) Acquisition Engineering Acquisition Requirements
This refers to the need for strategic, long-range and program plans that specify goals and objectives. The importance of this is to ensure you will be aware of what to do. The third internal consideration is organizational operation and these are the performance expectations that have been established for each department, program, or unit within the agency. This is so you
7 COMPETITIVE (BUSINESS LEVEL) STRATEGY 7 Porter's Four Generic Competitive Strategies 8 Best-Cost Provider Strategy: 9 Competitive Tactics 10 Cooperative Strategies 11 FUNCTIONAL STRATEGIES 11 CHOOSING THE BEST STRATEGY ALTERNATIVES 12 SOME TROUBLESOME STRATEGIES TO AVOID OR USE WITH CAUTION 13 INTRODUCTION It is useful to consider strategy formulation as part of a strategic management process that comprises three phases: diagnosis, formulation, and implementation. Strategic management is an ongoing process to develop and revise future-oriented strategies that allow an organization to achieve its objectives, considering its capabilities, constraints, and the environment in which it operates. Diagnosis includes: (a) performing a situation analysis (analysis of the internal environment of the organization), including identification and evaluation of current mission, strategic objectives, strategies, and results, plus major strengths and weaknesses; (b) analyzing the organization's external environment, including major opportunities and threats; and (c) identifying the major critical issues, which are a small set, typically two to five, of major problems, threats, weaknesses, and/or opportunities that require particularly high priority attention by management. Formulation, the second phase in the strategic management process, produces a clear set of recommendations, with supporting justification, that revise as necessary the mission and objectives
Consequently, the decision makers can check the viability of their investment on long-term. 1. Planning a New Production Facility Facility location decisions are key elements in any firm’s overall strategic plan. The top management team at Tool Works has the major challenge of defining the strategic plan to find the most suitable location for a new production facility. The company’s long-term success depends on its managers’ ability to make a comprehensive synthesis of the various dimensions of the multi-criteria location problem.
Strategic planning is used for long-term goals. Goal setting is a key fundamental of strategic planning. In order to be a successful strategic planner, a vision for the future of the organization is essential. Making strategic decisions requires a clear understanding of the organization’s objectives and resources and determining a way to find a balance between what is utilmately desired and what is fiscally possible. “Strategic planning…stresses the importance of making decisions that will ensure the organization's ability to successfully respond to changes in the environment.” (Resources,
According to Importance of project management in strategic planning article, Good Project Management is critical to keeping strategic targets on schedule. A strategic plan is usually management-driven and forward-looking. That means your strategic plan may take over three, five or ten years to achieve its goal. During that time, you need a heartbeat, or tracking method - to ensure everything is on the right course; or corrections are made at the right time to keep it on course. Any activity performed during the course of a project to ensure it remains on target is called Tactical Planning.
Next, the relationships between activities are identified. By scheduling the activities and their relevant relationships to each other, development of an achievable project becomes attainable through the use of management software or manual techniques. Following this, estimations of the activity resources needs to be carried out. What type of recourses will be required, how long will they be required for and at what point will each resource be available to perform their relevant tasks. The fourth major process is that of duration; estimating how long each activity will take.