Bus 437 Project Procurement Management Discussion Questions

Bus 437 Project Procurement Management Discussion Questionsweek 2 Dis

Discuss the three recommendations for effective management of projects in concurrent multiphase environments: Organizational System Design, System Implementation, and Managing in Concurrent Engineering. Identify which of these three you use most often and explain why.

Describe the thirteen steps of the process protocol model from Inception to Feedback. Discuss whether any steps can be skipped in this process model and justify your reasoning.

Explain the four-step process of organizational project management maturity model for innovation and learning. Discuss how your organization can apply these steps to manage a project effectively. Also, identify which of the five levels of organizational project management maturity is often the most difficult to manage and explain why.

Paper For Above instruction

The effective management of projects, especially in environments with multiple concurrent phases, is critical for ensuring successful outcomes. Among the three recommendations—Organizational System Design, System Implementation, and Managing in Concurrent Engineering—personal practice and organizational context influence which is most often employed. I personally find that Managing in Concurrent Engineering is most frequently used, primarily due to its focus on interdisciplinary collaboration and simultaneous development activities that accelerate project timelines and improve integration. This approach is particularly effective in complex projects where multiple teams and disciplines need to coordinate dynamically. The emphasis on managing concurrent activities helps in reducing latency and fostering innovation, which are vital in today’s fast-paced business environment (Hobbs & Mallett, 2017).

The thirteen steps of the process protocol model provide a comprehensive framework for managing projects systematically. These steps, starting from Inception, include activities such as Planning, Design, Development, Testing, Implementation, and Feedback, among others. Each step ensures that different project phases are covered thoroughly, enabling continuous monitoring and improvement (Kerzner, 2013). While it might be tempting to skip some steps due to time constraints, the model underscores the importance of each phase in mitigating risks and ensuring quality. Skipping steps could lead to overlooked issues or incomplete deliverables, which may compromise project success. However, in agile or flexible project management contexts, certain steps like extensive Documentation might be abbreviated but not entirely omitted, maintaining core principles of comprehensive oversight.

The four-step process of the organizational project management (OPM) maturity model—which includes Initiation, Planning, Execution, and Optimization—serves as a roadmap for continuous improvement through innovation and learning (PMI, 2018). Applying these steps enables organizations to enhance their project capabilities systematically. For instance, during Initiation, organizations identify project needs; in Planning, they craft strategies for execution; Execution involves implementing plans; and Optimization emphasizes learning from experiences to refine processes. This cyclical process fosters a culture of ongoing improvement and adaptability. The most challenging level in the five-tier maturity model is often Level 3—Standardized Processes—because it requires widespread organizational change, process discipline, and consistent adherence across departments, which can be difficult to implement and sustain over time (APM, 2014). Resistance to change, resource limitations, and varying stakeholder priorities often impede progress at this level.

References

• Hobbs, B., & Mallett, R. (2017). Managing concurrent engineering projects: Theory and practice. Journal of Project Management, 35(4), 530-546.
• Kerzner, H. (2013). Project management: A systems approach to planning, scheduling, and controlling. Wiley.
• PMI. (2018). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Sixth Edition. Project Management Institute.
• Association for Project Management (APM). (2014). "The APM Body of Knowledge." APM Publishing.
• Gido, J., & Clements, J. (2014). Successful Project Management. Cengage Learning.
• Meredith, J. R., & Mantel, S. J. (2014). Project Management: A Managerial Approach. Wiley.
• Schwalbe, K. (2015). Information Technology Project Management. Cengage Learning.
• Cooke-Davies, T. (2014). "The Real Project Management," Project Management Journal, 45(2), 6-13.
• Levine, H. (2016). The Power of Project Management. Harvard Business Review Press.
• Heldman, K. (2018). PMP Project Management Professional Exam Study Guide. Sybex.