Project Governance

With the exceptional growth in technology, the present day projects are often large and complex involving a significant risk. So, a Project Management Methodology enables the delivery organization to handle these projects comprehensively, systematically and in an integrated manner, which results in strategic, tactical and operational benefits.

To ensure the project accountability is on schedule, within budget and stakeholder satisfaction a project chairman will be appointed. The project chairman will be responsible for leading meetings and making sure

Since all projects have stakeholders, they plays important roles within the project. The first reason why the management of stakeholders is important for a project manager is that good stakeholder management may increase the perception of the total cost. During the stakeholder Management budget process, a good stakeholder would be qualified for distributing the fund into different phases reasonably and rationally. Predicting all possible risks and minimizing those problems would reduce the extra budget as well. When I was doing the Stakeholder management budget simulation process, I was failure to take enough care of the risk prediction which led me beyond my budget. Therefore, a good management of stakeholders is important for a project manager.

Everyone on the team shares the processes for performing project work, communication, conflict resolution, and decision making. The projectized structure enhances project productivity and efficiency because more time can be devoted to doing work rather than creating systems to support doing the work.

Governance and organizational structure are two matters that may be considered the pillar of every large scale project. Governance is the one process that gives a suitable framework for decision making and managerial action inside an organization that should be based on transparency, accountability and defined roles. In addition, it gives a plain distinction between ownership and task control. It helps setting limits for management acts by defining goals as well as the means by which they should be fulfilled. In the absence of a proper governance structure, organizations would take risks in terms of conflicts and inconsistencies between different means of reaching goals and therefore causing costly repercussions that impact negatively on the running of the project but also on the profitability. (Muller, 2009)

In order to achieve their business objective, project management and the used methodology are key factor which will be responsible for the success or failure of this project.

Other project management literature focus on additional components in their definition of Project Scope Management. The APM bok defines scope manegement as ‘… defining the scope of the project and breaking this into manageable pieces’ (Burke, 2007 pp83). This highlights and refers to the Work Breakdown Structure (WBS), a process which lies at the centre of the PMBOK’s intertwined planning proceses, whereby the scope is subdivided into work packets. The planning of the project budget, schedule and most knowledge areas are based on the WBS, which is why this process is so critical.

This assignment will address three areas of project management that stood out while taking this program. Project integrated management, project communication, and project stakeholder management. A discussion on how they are executed will be presented. As more courses were taken during this project management graduate program, many of the project management concepts became clear and revealed more of the interdependencies and intricate dynamics that are required for successful project management.

This essay will critically analyze the following statement: “The First step in making project management work must be a complete definition of the boundaries across which the project management must interact” (Kezner, 2009 p 381) by: detailing the importance of planning, the importance of defining boundaries, and

Within the Initiating processes, the initial scope is defined and initial financial resources are committed. Internal and external stakeholders who will interact and influence the overall outcome of the project are identified. If not already assigned, the project manager will be selected. This information is captured in the project charter and stakeholder register. When the project charter is approved, the project becomes officially authorized. Although the project management team may help write the project charter, this standard assumes that business case assessment, approval, and funding are handled externally to the project boundaries (Figure 3-4). A project boundary is defined as the point in time that a project or project phase is authorized to its completion. The key purpose of this Process Group is to align the stakeholders’ expectations with the project’s purpose, give them visibility about the scope and objectives, show how their participation in the project and it associated phases can ensure that their expectations are

Description / Title Introduction Definitions and Salient Points Employer’s Background Project Background Project Context and Scope of Work Project Objectives Project Organization Project Complexity and Interfaces Project Risks Project Management Challenges Role and Responsibilities of the Project Manager Post-Project Appraisal Lessons Learnt

Communication is important because project management involves 70% to 80% communication and its value increases at programme level since there is often an increase in stakeholders, complexity, and delegation (Levin, 2012). This substantial amount of communication time would suggest that the importance of effective communication is needed in order to achieve objectives. Inefficient communication could result in time/cost overrun since information is not disseminate to the right person quickly or correctly and therefore is likely to create a knock on effect on time and cost.

Project Structure: The project structures are structures under which specific projects lead different core areas and departments of organization, lead by project managers. Project structures are mainly characterized with simplicity while having disadvantage of

A project governance is the management structure which project decisions are made. For example, the organization chart gives a good detailed description of who’s in charge of any operational activities and also the organisational. But unless an organization has already a legit project governance policy, there will be no chart that exists for project development activity.

According to Rong,W. Liu K. and Sun L. (2009), they argue that projects success depends on who has the most power in the project and which kind of factors are his preference. (Rong,W. Liu K. and Sun L. , 2009) This is largely due to the fact that project success should take both stakeholders’ requirements and end users’ satisfaction. For an example, as a well-known project, Opera house was a failure, because it was seriously over-budget and behind-schedule. However, it is a landscape in Australia, and it is beneficial for Australian GDP via attracting millions tourists to visit. Thus, Opera house is definitely successful as a famous achievement of that project.