CEN4009-N Advanced Project Planning and Visualisation Assignment Sample
Part 1
As organisations strive to adapt to today’s changing business circumstances, they are more reliant on project management as a management technique for large segments of their operations. This enables them to handle a wide range of project types. The use of an efficient project management approach is applicable to a wide range of project types and conditions. In order to cope with the high degree of business complexity, as well as their unique and demanding requirements, those organisations that are project-oriented in nature include projects into their day-to-day operations (Akinlolu,, 2020).
Increasing numbers of firms are turning to project management to provide high-quality products and services, and the need for project managers is growing with them. As a result, it is required to do more research on the effectiveness of project managers (Crawford, 2005). Currently available project management standards are inadequate for the creation and evaluation of project managers, and fresh empirical research is necessary in order to establish models of project management managers’ efficacy and effectiveness (Crawford, 2005).
The goal of this chapter is to give an in-depth assessment of the project management research literature, which it successfully does in this regard. The following are some of the most significant subjects that have been explored in this field over the course of the last few decades. In this chapter, we’ll cover topics such as project management, project-oriented organisations (both big and small), project managers (including effective project managers), leadership, and emotional intelligence, among other things. Managing projects is referred to as “project management,” and it relates to the practise of overseeing projects.
Assuming overall project management responsibilities
As part of its efforts to promote and accomplish national goals, the Federal Government of the United States deployed a number of first-of-their-kind and transitory system improvements in the early 1950s. During this era of time (Delgado,2020)
Classical management places a strong focus on continuous operations, one product life-cycle phase, minimum active coordination of interconnected hierarchical organisations, and repetitive organisational duties. It is imperative in projects that the rapid creation of new products or services, sequential numerous life-cycle stages, specific coordination of connected organisations with unfixed linkages, and the fulfilment of one-of-a-kind goals be prioritised above all other considerations. According to the Project Management Institute (PMI), concepts and techniques for project management have emerged to bridge the 22 gaps that exist between continuous operations and the transient nature of projects. This is a sincere remark about the subject. Those ideas and practises, on the other hand, are still considered to be in their early stages (Krtalić, 2019)
Specifically, according to the Project Management Institute (PMI) (2008, p. 6), “high quality projects” are defined as those that “deliver the required product, service or result within scope, on schedule, and within budget,” and that “apply knowledge, skills, tools, and methods to project activities to meet project criteria.” ‘High-quality projects,’ according to the definition, are those that “provide the desired product, service, or result while maintaining within the scope of the project, completing the project on time, and staying under budget.” According to the Project Management Body of Knowledge (PMBOK), which was published by the Project Management Institute (PMI) in 2008, there are eight essential project management talents. The following qualities are required: the ability to manage scope, time, money, risk, quality, contracts, communication, and human resource management.
Siu, (2019) defines project management as a mix of skills and procedures that are utilised to achieve project objectives. The project management profession is further defined as follows: In order to successfully complete a project, the project manager must be able to meet the needs of their clients while setting realistic deadlines and clearly identifying their responsibilities within the project. According to Kerzner, successful project management is defined as the timely and cost-effective completion of a work while maintaining a high level of performance to the complete satisfaction of the client throughout the process (2009).
Despite the fact that Morris (2007) criticises these definitions for placing an excessive amount of emphasis on the use of tools and processes, he emphasises the importance of having a definition that takes into account the company environment, strategy, and people leadership, as well as other factors.
Project management is critical to the success of a project, and a successful project manager is one who has high-quality management attributes in addition to technical competence and leadership ability (Siu,2019).
However, in order to be effective, he or she must use a variety of characteristics throughout the project’s lifespan and at various stages of the process (Siu,, 2019).
The management of a project and the achievement of its goals are two distinct things.
In order to improve the efficiency of project management, it is necessary to address a number of distinct components of the process. These considerations include the attributes of a successful project manager, the organisational structure, technical expertise, and leadership ability, among other factors. However, the most often cited definition is that it is concerned with the fulfilment of a project’s objectives, which is valid in most cases.
As Morris (1994) points out, the phrase “management by projects” has largely been accepted as referring to the practise of integrating organisational operations and inspiring employees to work more in order to ensure that projects are more successful than they were before. According to Siu, (2019), the techniques used by project managers to project management have an influence on whether or not a project is a success or failure. Project management practises, according to Siu,et al. (2019), are associated with improved project performance, which is a statistically significant correlation.
Part 2
Although Gareis (1991) emphasises the need of project managers using a variety of project management approaches in order to successfully finish a variety of project types, this is not always the case in practise. Shenhar (1998) outlines a prescription for success that includes tailoring project management to the unique nature of the project being carried out, as well as altering managerial methods, attitudes, and practises, among other things.
Individual project success is significantly influenced by the need for succinctness. Project management, which is the principal technique used by the vast majority of current enterprises, has a considerable effect on the success of individual projects . Whether a project will succeed or fail may be determined by the competence of the project manager to supervise the project (
Section 2 discusses project management methodologies and tools, which are divided into three categories.
Siu, (2019)identified the following as the most typical causes of conflict in a project management context: human resources (staffing), personality conflicts, administrative procedures, and project priorities (2019). Numerous issues can arise as a result of these disagreements. For example, there may be a scarcity of resources; unrealistic deadlines; unclear goals; disinterested team members; insufficient planning; communication breakdowns; shifting priorities; and inconsistency between departments or functions, to name a few examples
Project management practises such as regular feedback from stakeholders and accurate network planning techniques, the availability of backup strategies, an appropriate organisational structure for the project team, adequate monitorship for dealing with changes, and a project manager’s commitment to a predetermined schedule, budget, or technical requirements 24 hours a day can all help to avoid these conflicts.
It is proposed by Fabi and Pettersen (1992) that there are numerous approaches to organisational project management, all of which are examined in further depth in this paper. Human resource planning (which means anticipating personnel shortages in relation to organisational needs), employee onboarding (which means welcoming new employees into the organisation), candidate selection and analysis (which means learning about specific jobs), compensation (which means paying employees based on how much value they add), and performance evaluation are some of the practises that exist.
In general, there are two ways that may be employed to improve one’s chances of becoming a more effective project manager (Pinto, 2007). Another is concerned with the most critical hurdles that project managers must overcome, and a third is concerned with the human characteristics that are essential for effective project management, according to the authors (Pinto, 2007). In reaction to this latter point of view, certain experts, most notably Badaway, have voiced their unhappiness with the results of the study (1982). The most urgent challenges in project management, he believes, are not technical in character but rather managerial in nature, and that they must be handled as soon as possible in order to avoid further delay (Pinto, 2007).
Part 3
According to Adams et al. (1979), in order to be regarded successful, a project manager must be able to communicate effectively, make choices, integrate, lead a team, and take responsibility for the overall atmosphere of the workplace.
Activity
Per Bennis and Nanus, an effective project manager is one who inspires his or her team members to think creatively in order to overcome hurdles and achieve success (1985). A number of scholars, notably Anderson (1992), have shown that projects managed by project managers with a high degree of management competence and experience are more likely to be successful than those led by less skilled or inexperienced project managers. According to Thamhain (2004a), effective project managers are those that inspire and encourage their team members, make them feel proud to be a part of the team, set clear project visions, objectives, and goals, unite their teams, and demonstrate a high level of contributions and recognitions.
According to Barber, project managers that are successful are those who maintain track of the development of their projects, anticipate obstacles, and take proactive steps to resolve such issues (2015a).
According to Barkley (2016), the most successful project managers are those that establish a culture of open communication, honesty, and trust in order to motivate and inspire their team members to perform to the best of their ability. According to Wysocki (2007), experienced project managers use collaborative approaches to deal with project challenges and urge their team members to contribute more to the project’s work in order to achieve success in the long run.
Part 4
More communication, according to Katz and Tushman, is required in the context of project uncertainty and complexity in order for the project to be successfully completed (2019). In order for a project to be successful, the project manager must be able to communicate and lead effectively with all stakeholders
Syncropro
Successful project managers must also foster an environment in which employees can freely exchange information, make more contributions to projects, and feel that their opinions and judgments are taken into account. Chen and Lee (2017) say that in order to be effective, project managers must have strong leadership qualities, as well as decision-making and information-gathering abilities, as well as technical and organisational abilities.
Project managers must have strong management skills (e.g., planning, organising, and supervising), as well as the ability to make sound decisions in order to be successful in their professions. Aside from communication and human relations skills, they must also be capable of leadership and team management. They must also have strong intellectual capacity and good technical understanding in the project areas in which they are working
In accordance with Pettersen (2020), the requirements for competent project managers may differ depending on the type of project being implemented, the context in which it is being implemented, the magnitude and complexity of the project, as well as the stage of the project’s lifecycle at which it is being implemented. Project managers’ duties alter throughout time, according to Spitz (2019), as the team makeup and amount of uncertainty change, among other factors.
References
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Delgado, J.M.D., Oyedele, L., Demian, P. and Beach, T., 2020. A research agenda for augmented and virtual reality in architecture, engineering and construction. Advanced Engineering Informatics, 45, p.101122.
Ghasemi Poor Sabet, P. and Chong, H.Y., 2020. Pathways for the improvement of construction productivity: A perspective on the adoption of advanced techniques. Advances in Civil Engineering, 2020.
Krtalić, A. and Bajić, M., 2019. Development of the TIRAMISU advanced intelligence decision support system. European Journal of Remote Sensing, 52(1), pp.40-55.
Lovelace, R., 2021. Open source tools for geographic analysis in transport planning. Journal of Geographical Systems, 23(4), pp.547-578.
Prouzeau, A., Wang, Y., Ens, B., Willett, W. and Dwyer, T., 2020, September. Corsican twin: Authoring in situ augmented reality visualisations in virtual reality. In Proceedings of the International Conference on Advanced Visual Interfaces (pp. 1-9).
Rubinowicz, P., 2018. Application of Available Digital Resources for City Visualisation and Urban Analysis.
Siu, M.F.F., 2019. Resource budget for workface planning in industrial-construction. Facilities.
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