Students must read the case study “Creating a Methodology” on page 108 and answer one (1) of the questions on page 110
words:300
also provide replies to below student posts each in 125 words.
Rush-
The different life cycle phases of Enterprise Project Management Methodology include Initiation, planning, Implementation and close out. These life cycle phases extend from 4 basic mentioned phases to multiple number of phases depending upon the project manager.
Project description, project office, project dependencies and potential risks regarding project are some essential tasks performed during project initiation phase. Creating a resource plan, strategy, allocating roles and responsibilities, budget planning, risk assessment, mitigation plan is some of important activities that are performed during project planning phase. During project execution phase task management, risk management, quality management, communication management and building up deliverables, monitoring and controlling are essential parts. In the last close out phase reviewing and closing out the project are main process. In the all above phases of Enterprise Project Management methodology project management office needs to hold review meetings and get necessary sign offs from different teams and when number of life cycle phases increases to more than 6 phases it becomes more difficult for the project management office to attend review meetings and follow up for all the phases. Project management officer would spend most of his time in creating paperwork rather than monitoring the project which would delay the project and it is not feasible to have more than 6 life cycle phases of Enterprise Project Management Methodology. Project manager in major companies work on multiple projects simultaneously and there would be more meetings and more delay if the methodology is not properly designed. Critical issues will move apart rather than focusing on small issues and project duration also increases with increase in number of project life cycle phases. A perfect project management methodology would contain not more than 6 life cycle phases which would have good focus and proper strategy to make project successful. Previously all life cycle phases are managed by different people whereas now a days it is managed by program manager solely because there were underlying conflicts if multiple people worked on multiple phases of a project. This was the proper essential method to follow six or less life cycle phases of enterprise project management methodology.
As mentioned in the above discussion a Project management officer or a program manager should opt for six or less cycles phases to properly plan the project for timely management of the project and pave ways for the success of the project.
saipava-
Can a PMO accelerate the implementation process?
Now, at the heart of the task/purpose is set up within the PMO, and the next step is to identify the critical services that PMO provides with the support of its business objectives. The following says about the various possible PMA services in the service to adjust the visibility of key projects and business policies in task coordination. Some organizations can pool many of these areas, while others have been providing them for all (McCormack, K. 2015).
System plans rely on actual scope and scale and are based on the dense environment of the PMO organization and its services. The Excel list in enterprise CLASS MRP can satisfy the correct solution. It would, therefore, be insignificant to provide detailed leadership in this regard in the following improved training courses. Integrated directions for strategic adjustment, resource utilization, project management, better communication, and cooperation, training and project monitoring (e.g., status, needs, risks, calendar, time monitoring). Each service system should provide an easy way to develop reports on identified projects, plans, and portfolios.
Most SMEs have been accused of improving project management projects as well as overall maturity and capacity. To this end, organizational skills assessments must be established in order to determine a specific status. Development plans should be based on an institutional and personal level, with a focus on bridging the gap between the target level and the target level or skill level. The repair plan should be developed in coordination with functional and resource managers. The Sertic program can be used to defend and identify skills and skills. The follow-up plan should be involved in the development, training, verification and feedback system for the effectiveness of training (Ibbs, C.W. 2010).
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