Project Management Plan For Quasar Communication Inc. (QCI)

Value Integrated Project Management Process

Value Integrated Project Management Process

Overview of Project Management Plan

Discuss about the Value Integrated Project Management Process.

A Quasar Communication Inc. (QCI) organization is a thirty year old and it has $350 million division of communications systems. It is world’s largest communication organization. It also has 340 employees of which more than 200 are engineers. The engineers are having the major position within the organization. QUI organization needs to hire the high level consulting company to train all the employees in the project because the managers are reluctance to accept the formalized project management in the organization. Basically, QUI organization adopted the informal and fragmented structure of project management because the project managers are has the very little authority and lot of responsibility. In organization, the line managers are running the show. In 1999, organization grown to a point so, majority of the business base was revolved around the thirty to forty small customers and twelve large customers. So, It needs to makes the separate line organization for the project managers because organization could be benefit by creating the body of planners and managers that are dedicated to the completion of the project. Generally, organization has four departments of project management such as capital equipment project management, small customer project management, large customer project management and R&D project management. Basically, the project management group was headed up by a vice president and full time personnel. These four project management will be discussed and analyzed in detail.

Generally the project management plan uses the approved document that used to execute and manage the project. The PMP approved documents are provide the necessary action to integration, coordinate, define and prepare the many planning activities. The PMP is used to define the how the project is executed, monitored, closed and controlled (Royce, 2010).  It communicates the key shareholders to share the understanding of projects. It is not a project schedule. The project schedule lists is a planned dates for performing the project activities and tasks to meet the project plan.  QUI organization Project management plan is shown below (Project Management Institute. (2017).

The Project management is the practice of initiation, planning, execution, controlling and completing the project of a team to achieve the specific goals and meet the specific success criteria at the specified time (Project Management Institute. (2017). It undertaken is to meet the unique goals and objects that requires the development of distinct the management strategies and technical skills. The project management has primary challenge is to achieve all of the project goals within the given project constraints. It describes the project documentation and created the project development process. The project management uses the primary constraints such as budget, quality, time and scope. It produces the complete project which complies with the project manager (Kelkar, 2012). The integrating and life cycle of project follows the ten knowledge areas in project management such as integration, scope, time, cost, quality, HR, communication, risk, procurement and stakeholders. The project integration management follows the five process groups such as Initiating processes, Monitoring processes, controlling processes, executing processes and closing processes. These process or phases are represent the path a project takes from the beginning to its end and that are basically referred to as the project life cycle. The QUI organization was needs to integrating the project management process because it needs to create the separate project management plan for line managers. So, it uses the project integration life cycle because, it provides the effective and efficient projects for an organization. It is shown below (Project Management Institute. (2017).

Four Departments of Project Management

The Project integration management process is belongs to a specific process group. In QUI organization, the project integration was belongs to a line managers groups (HUGHES, 2011). The project integration is sued to manage and coordinate the all processes and activities during the project life cycle. It contacts the projects as a whole order to produce the required project outputs. So, project integration management processes is achieve the main objective (“Understanding the Value of Project Management”, 2018).  Basically, the project integration processes is use the six processes such as,

• Develop project Charter.
• Develop the project management plan.
• Direct and manage the project work
• Monitor and control the project work
• Perform the integrated change control
• Close the project

These six processes are used to achieve the QUI organization project goals and objectives (Cooke, Tate & Cooke, 2011).

The QUI organization has the four project management such as Small customer project management, R&D project management, capital equipment project management and large customer project management.  These project management was needs to improved because these are has some problems (“Understanding project management processes and tools to drive success”, 2018). So, organization vice president decided to assign the more active role in the project that project managers are provide the counseling session for each project manager. The expected problems in each project management are discussed in below. In R&D project management, the project managers are working the many departments such as accounting, manufacturing, product management, quality assurance, engineering, finance and marketing. And every staff wants to detailed schedule and product cost breakdown. But, the marketing schedule is pushed the milestones to the left.  So, it creates the problem and also finance and accounting pushed to the milestones right and left. To solve this problem to create the project managers report to marketing that is used to provide the additional information to the project managers. In small customer project management, the project managers are handling the several projects that are small and also they stay in one department. One small project, the line manager had promised the customer that additional tests would be run. But, another project, the line managers are does provide the additional tests that made the certain remarks about the technical requirement of the project (“Understanding Project Management and Tips for Success”, 2018). In that case, the customers are not satisfied with us. So, the line managers are does not realize that only the project manager can make the commitments to the customer as well as on company policy. So, resolve this problem is to make the perfect communication between the line managers and project managers. In capital equipment project management, new priority scheduling is the computer package we are supposedly considering to install. Because it does not establish the project priorities for all the projects in house based on the return on investment, cost benefit analysis and feasibility study. So, resolve this problem is to install the computer packages based on priority scheduling (“Project Integration Management – A Summary of PMBOK Practices”, 2018).

Discriminations are limited understanding of key concepts required to support the QUI organization objectives and goals (Verma, 2018). It managing the people and teams to provides the information from reliable source but without a coherent analysis or synthesis. It demonstrates the commercial awareness of product development and service delivery. Both understands the business cases and also understands the impacts of financial, social and environmental issues on the business. Both are identifies and address the critical component of management operations function in various organization. It easily evaluates the management operation roles in the strategic management of organizations (Heerkens, 2015).

Conclusion

Basically, QUI organization adopted the informal and fragmented structure of project management because the project managers are has the very little authority and lot of responsibility. It needs to makes the separate line organization for the project managers because organization could be benefit by creating the body of planners and managers that are dedicated to the completion of the project. Generally, organization has four departments of project management. The organization was needs to analyzed and discuss the overall project management by using the project integration and life cycle. The project integration is used to provide the effective and reliable project management for an organization. The organization project management has problems and these are identified and resolved.  It produces the complete project which complies with the project manager. The Project integrating and life cycle is basically follows the ten knowledge areas in project management. These knowledge areas are used to provides the effective projects and develop the project management planning for the project. It follows five processes such as initiation, monitoring, controlling, executing and closing processes. These processes are used to represent the project path that takes from the beginning and end of project. These processes are called as project life cycle.  Finally, QUI organization was creates the effective project management for an organization.

References

Cooke, H., Tate, K., & Cooke, H. (2011). Project management. New York: McGraw-Hill.

Heerkens, G. (2015). Project management. [Place of publication not identified]: Mcgraw-Hill Education.

HUGHES, B. (2011). Software Project Management. Tata McGraw Hill Education Private Limited.

Kelkar, S. (2012). Software project management. [Place of publication not identified]: Prentice-Hall Of India Pv.

Project Integration Management – A Summary of PMBOK Practices. (2018). Brighthub Project Management. Retrieved 6 April 2018, from https://www.brighthubpm.com/certification/19529-a-summary-of-pmbok-practices-project-integration-management/

Project Management Institute. (2013). A guide to the project management body of knowledge (PMBOK Guide) (5th ed). Newtown Square, PA: PMI.

Project Management Institute. (2013). managing change in organizations: A practical guide. Newtown Square, PM: PMI

Project Management Institute. (2017). A guide to the project management body of knowledge (PMBOK Guide) (6th ed.). Newtown Square, PA: PMI.

Royce, W. (2010). Software Project Management. New Jersey: Pearson.

Understanding Project Management and Tips for Success. (2018). The Balance. Retrieved 6 April 2018, from https://www.thebalance.com/project-management-101-2275338

Understanding project management processes and tools to drive success. (2018). CIO. Retrieved 6 April 2018, from https://www.cio.com.au/article/380395/understanding_project_management_processes_tools_drive_success/

Understanding the Value of Project Management. (2018). Pmi.org. Retrieved 6 April 2018, from https://www.pmi.org/learning/library/understanding-value-project-management-5570

Verma, E. (2018). Project Integration Management and its Process Groups. Retrieved from https://www.simplilearn.com/project-integration-management-process-rar86-article

Wysocki, R. (2013). Effective software project management. Hoboken, N.J.: Wiley.