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The Urgency of Efficient and Effective Project ManagementEveryone wants to become agile today. Teams want to put the user at the center of their product development process , while building products or delivering services. After all, one can is air building one product or planning a service for users .??In any economic activity, there is a set of activities that need to be completed by a deadline or period and that require effort and resources. Something can delay and increase the cost, or some activity may require more effort than initially anticipated. It is often based l find out what really impacts the results and solve first. It becomes important to organize, structure activities, improve and control their sequencing . If the focus is on improving a service or developing a product you can think separately from everyday activities. This effort and temporary organization in order to create a product or service is called a project. The project should be kept separate from operations routine, as it should be planned, funded and managed as a distinct activity of the day to day tasks, so it can be monitored and controlled , in order to achieve a specific result. To a meeting should be prepared independent of the team this r dealing with a project or routine. The most unproductive meetings are usually non - planned. In addition, a project can be terminated when its goals have been achieved, or by the company's decision when it finds that the project is no longer viable, or even due to needs outside the company, which motivate the project to cease to exist. Another alternative is to stop a project. Routine activities have a well-defined scope, duration and often well-measured cost. If the cost is not properly assessed, a short-term project for measuring costs and sequencing activities can be considered. In this case, there is a project that can benefit the company as a whole. The other point that distinguishes a project from an ordinary activity consists of its nature and objectives: the perspective of a project is rigidly defined, limited by time and resources, with specific objectives, while routine activities are linked to the objectives of the return of an investment and the survival of the company [ KEEL 12]. The projects are temporary and are defined within a permanent organization. The people who participate in the projects and can be multidepartmental, being under other supervision and having other subordinates. The objectives of the projects can be different from those of the organization (project x organization).?There are techniques and methodologies for planning products and services. The planning and design tend to direct the activities to clear goals and defined objectives. Often the planning of these activities is done together with the team but there may be situations in which the team finds it difficult to implement a new routine or is committed to other projects.In planning , there are advantages in involving the team, such as promoting knowledge sharing, increasing the quality of the product under development and greater commitment. It is intended to make sure that all team members are in the same direction, with clear priuorities, at a defined pace.There are several challenges in planning and executing projects. It is costly to satisfy customers by meeting changing requirements. The longer the term of the project, more susceptible to s changes, the projects become. In addition, it is necessary to reconcile the project's cash flow, keep the team focused, motivated in the fulfillment of objective goals in addition to delivering value . To support the organization of project work , there are several methodologies (including ISO standards). From traditional methodologies that favors the planning effort until that drive work in the context of s changing requirements and customer needs. In addition, there is no lack of tools to support the manager in the administration of the project concurrently with the routines.The New Agile Management aims to meet goals that are often difficult to achieve, such as satisfying customers through "meeting changing requirements". An Agile methodology considers an immersion process in teams to observe them closely and understand how they work. We try to work with deliverables (scope that brings value to the customer) in short periods of time, with a focus on prioritization. The grief of the singularities of each team, the same standards can be repeated . The Scrum is a framework for creation of complex products and stands out from existing agile methods in the greater emphasis on management project [ SUT14] . ? Risk is an integral part of the business and especially the investment process and is difficult to predict. It is common for people to expect a greater return from a more risky activity. According to the PMBOK [PMI 14] , when analyzing the risks it is necessary to determine: the probability that it will occur (what), the range of possible results (impact or value at stake), the expected moment (when) in the cycle of project life and the expected frequency of risk events from the same source (how often). Assume that you have a project management plan, whether in the agile [ SUT14] or traditional [PMI 14] model, you should not forget the metrics for all project objectives. Metrics cover all objectives and are reasonable measures of project performance. Metrics can involve work in progress, lead time, among others [ SUT14] . Additionally, customer satisfaction, the combination of requirements compliance (the project must produce what it is committed to produce) and suitability for use (the product or service must satisfy real needs) must not be lost sight of . PMI does not recommend that it be produced beyond what was established in the scope of the project (Gold Plating) [PMI14] . In many real-world situations, projects never seem to end . Sometimes the project manager takes on other responsibilities or people just stop working on the project and sometimes the project's priority is reduced. In this case, it is up to the project and organization manager to reassess the methodologies and processes. It allows you to adapt its methodology for a hybrid approach, for example, to bring it to m with the help of project management techniques, more satisfactory results and in time for the customer. This is also one of the roles of the project manager, that of promoting continuous improvement through the lessons learned .?References[CLE06] Cleland , David I .; Gareis , Roland. Global Project Management Handbook . Second Edition , McGraw-Hill, 2006. ?[DIS06] DINSMORE, Paul C., CABANNIS-The AMA handbook of project management, 2006, Amacom Books.[KEEL12] KEELING, Ralph. Management p r ojetos: a comprehensive approach. 3. ed. S?o Paulo: Saraiva, 2012.[PMI14] The PMBOK-PMI - Project Management Institute - Assembly Guide of Knowledge in Project Management. 5. ed. New Square: Project Management Institut e , 2013. ISBN 9781935589679.? ?[SUT14] SUTHERLAND, JEFF. Scrum - The Art of Doing Double the Job in Half the Time. LEYA HOUSE OF WORD, 201About the AuthorLeonard Grandinetti Chaves, MSc, PMP is a graduate and postgraduate in IT in Fumec and MSC, master’s at Computer Science from Uthe niversidade Federal de Minas Gerais -UFMG. He has experience in Computer Science, focusing on Database, Geoprocessing and acting on the following subjects: EAI, XML, GML. His experience includes Project Management in private companies and government agencies. Leonardo is an instructor in several training courses organized by PMI Minas Gerais-Brazil Chapter as volunteer. He is MBA Professor at Puc Minas and Senac, and a lecturer with several publications.? He can be contacted at leonardo.grandinetti@ ................
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