Essay on Project Management Career Summary
1703 Words7 Pages
Project Management Career Summary
Definition, Vision and Scope
With today's businesses constantly embracing the technological advances that are made on a daily basis there becomes an increasing need for someone to supply the foresight, ability and commitment to ensure that these new technologies are implemented as seamlessly and successfully as possible. The Project Manager is just the person for the job. This paper will examine this career and explore the benefits of working in this profession. It will provide a look into the life of current Project Managers and their thoughts and concerns regarding their profession.
Project management is "the art and science of converting vision into reality" (Atkinson, 1999). Project…show more content…
Without knowing the expected results, quality level or capability of the end product, a project is difficult to plan, execute or conclude. A project is temporary in that there is a defined start (the decision to proceed) and a defined end (the achievement of the goals and objectives). Ongoing business or maintenance operations are not projects. Because projects are temporary in nature, project managers are constantly evolving and looking forward to the next new challenge in their career.
Figure 1 shows the general process flow of a standard project. This process flow can be applied to a number of projects of different size, scope and difficulty. Figure 1 Project Flow
Figure 2 shows the various knowledge areas as they can be can be applied to project management. Various knowledge areas will be evident throughout the life cycle of any given project and is an extensive look into the qualities of a successful project manager. Figure 2 Knowledge Areas
A look into the mind of project managers
A survey was conducted of various professionals in the information technologies field. This survey was conducted to show the varying skill levels of these professionals and the implications that project management has applied to their chosen profession. Overall, the satisfaction level of their career is shown to be above average.
Figure 3 shows that while 40% of the respondents have completed an Associate Degree
Essay Project Management
824 WordsDec 11th, 20124 Pages
Project Management Context
Professor C. Lennon
Project managers carefully manage slack on sensitive resource-limited projects (Larson and Gray, p.295). If possible, they will add slack at the end of the project by committing to a completion date that goes beyond the scheduled date. Eliyahu Goldratt (1997) advocates an alternative approach to managing slack. He championed the “theory of constraints” and has coined the term “critical-chain” recognizing that the project network may be constrained by both resource and technical dependencies (Larson and Gray, p.295).
Projects often can exceed their planned schedule by a certain percentage, sometimes even 50 to 100 percent. Often this is…show more content…
Applying the CCPM approach to the projects
To resolve these issues listed, I will report to Pinyarat that in Critical Chain scheduling, uncertainty is primarily managed by some or all of these methods. a) using average task duration estimates; (b) scheduling backwards from the date a project is needed (to ensure work that needs to be done is done, and it is done only when needed); (c) placing aggregate buffers in the project plan to protect the entire project and the key tasks; and (d) using buffer management to control the plan. In my report I will list these specific steps which Pinyarat can use in order to manage a CCPM: 1. Reduce activity duration estimates by 50%. Activity durations are normal estimates, which are known to be high probability and contain excessive safety time. Let’s estimate the 50% probability by cutting these in half. (The protection that is cut from individual tasks is aggregated and strategically inserted as buffers in the project) (DRM, 2012). 2. Eliminate resource contentions by leveling the project plan. The Critical Chain can then be identified as the longest chain of path and resource dependencies after resolving resource contentions (DRM, 2012). 3. Insert a Project Buffer at the end of the project to aggregate Critical Chain contingency time (initially 50% of the critical chain path length) (DRM, 2012). 4. Protect the Critical Chain