Perfect Implementation After Planning Of The Project

Gray, C. F. & Larson, E. W. (2008). _Project Management: The Managerial Process_. Boston, MA: McGraw-Hills Companies, Inc.

At this point the scope of the project has been defined in detail and the project team are ready to be appointed. Although a Project Manager can be appointed at any stage of the project, s/he will need to be appointed prior to the establishment of the project team. The Project Manager is responsible for all aspects of project performance including: planning, budget execution, project execution, and close-out Funding.

This particular case is related to chapter 14 of our textbook. This chapter deals with project closure or what to do when your project is done. Although here

Within the project-based organizations is developed throughout the completion of projects. Between the non-project based organizations, the other areas of the project are completed

Once a project has been approved, the next step in the project process is to develop a plan. A project plan provides a strategy in which an endeavor will progress and outlines the complete events essential to complete a project. The process also presents an outline for monitoring functions and milestones to track progress. A high level project plan must be developed in order to effectively outline the necessary activities, monitoring, and strategy in order for a project to be successful

Project Manager is responsible for performance measurement which includes finding variances between planned and actual work, cost and schedule. The project manager assigns the tasks to the team members and they follow the required course of action. The project manager provides the status reports to all the vital stakeholders in order to provide visibility. The Stakeholders review the metrics and variance and initiate necessary steps for the variances determined in order to complete the project within budget and time.

The teams use “Project Charter” which encapsulates the project’s mission and articulates exact and measurable goals of the project. It may also have details like who are the

The resources provided by the management to design and help in testing and analysis after the completion of the project.

Once the team is formed, it is very important to assign various roles and responsibilities taking their skills in consideration. Based on the required skills for the project, Project Manager should form a team.

According to (Wysocki, 2007), project is defined as “a sequence of unique, complex, and connected activities having one goal or purpose and must be completed by a specific time, within budget, and according to specification”. It is becoming increasingly difficult to ignore the number of project failures in organisation today. Similarly Chakravorty, (2010) Points that their are over 60% failures in project, also Vitalsmart and Concours Group (2006) supports this research by stating that the percentage of failures in projects are more than 80% in general. Airbus SAS’s project of manufacturing the superjumbo jet A380 was one of those projects titled as failed.

Defining the project: First of all the project is defined by the members of Project Management which currently has 4 designated persons who are specifically hired for this work only.

Issues that could arise due to change in various government regulations or sudden change in the government rules during the duration of the project.

At this stage project related datas are collected across the organisation for proper project planning and control. More systematic approach is carried out to plan and control at this stage.

The secret of a successful project is in the relationship between the project sponsor and the project manager. The role of project sponsor is critical in the project during the development of the business case for governance. In numerous associations the abilities of the backer are frequently expected they may be a senior supervisor who may less venture experience. “A project sponsor responsible for the identifying the business need, problem and opportunity. The sponsor ensures the project remains a feasible proposition and that benefits are fulfilled, resolving any issues outside the control of the project manager. (2)”-

Project procurement management concludes when the contractual aspects of the project are finalized at the end of the project.