Monitorcon Closing The Project Badm 636 A01 ✓ Solved

Monitorcon Closing The Project Badm 636 A01

The article discusses “The core processes of project control: A network analysis,” published in 2018 by Nathalie Perrier, Salah-Eddine Benbrahim, and Robert Pellerin. It reveals that project control requires numerous processes that differ among standards of project management. The article investigates project control based on two varying standards: Project Management Body of Knowledge (PMBOK) and PRINCE 2 (Projects in Controlled Environments).

The primary goal of the article is to identify the processes that are central to project control through network analysis. The authors emphasize the importance of project control for the management of a project. They argue that managers must employ project control along with appropriate project management methodologies to ensure project success and timely completion.

The article focuses on the core processes involved in project control while applying the above-mentioned standards and presenting these aspects through network analysis. The authors analyze various topics encountered in specific projects, particularly construction projects, and examine issues such as communication and coordination, performance and effectiveness, risk and knowledge management, information technology utilization, governance, and the management of sites and resources.

The findings include the construction and analysis of two network models (PMBOK and PRINCE 2) analyzed using R (version 3.2.4) and employing the networkD3 package. In the conclusion, the authors state that a common aspect in both models is that the center of every network comprises inputs and outputs, demonstrating that processes navigate around these models. They identify several processes of project control with high centrality, such as quality control, integrated change control, authorizing a work package, reviewing stage status, reporting highlights, and taking corrective action.

The authors make several relevant points, noting that project control is crucial for success and that project managers should use it effectively to ensure timely outcomes. They highlight the existence of various central processes for controlling a project, namely those defined by PMBOK and PRINCE 2. Additionally, they stress the significance of network analysis for success since networking is vital for information sharing and acquiring essential knowledge for project success.

Critically, this article addresses an important aspect of projects: project control. The failure to implement effective project control by managers can lead to project failure within the specified timeline. The article thoroughly explores project control by linking project standards with network analysis, both of which are integral to successful project management.

Notable concepts from the article that can be applied include understanding the processes involved in project control, utilizing network analysis, and implementing the discussed key standards. For example, managers should implement strategies to control various aspects, especially site management and resources. In doing so, they need to engage in networking to gain relevant information and knowledge through collaboration rather than working in isolation. PMBOK and PRINCE 2 provide essential knowledge sources that managers can leverage for effective project control.

Paper For Above Instructions

In project management, closing a project is a critical phase that determines the overall success and learning outcomes of the efforts involved. The project closing phase entails finalizing all project activities, obtaining stakeholder acceptance, and ensuring all deliverables meet the required standards before concluding. This process plays a pivotal role in ensuring that the objectives set at the project’s initiation are met and that the project is wrapped up systematically.

According to the PMBOK Guide, closing the project entails several steps, including finalizing all activities, conducting a post-mortem analysis, and documenting lessons learned. By following these steps, project managers can ensure that all aspects of the project are completed, and no loose ends are left that may affect stakeholders post-project execution (Project Management Institute, 2021).

One significant component of project closing is stakeholder engagement. Stakeholders encompass all individuals or groups who have a vested interest in the project, ranging from internal team members to external clients and regulators (Freeman, 1984). Effectively managing stakeholder expectations and ensuring their acceptance of project deliverables is vital for the successful closing of projects. Ensuring that all stakeholders are informed about project outcomes and have a platform to provide feedback can mitigate any issues that may arise after project completion.

Moreover, conducting a comprehensive stakeholder analysis helps to identify the influence and impact of each stakeholder on the project. By classifying stakeholders accordingly, project managers can tailor their communication strategies to address stakeholder concerns and facilitate smoother project closures (Eskerod & Huemann, 2013). The project team should make concerted efforts to engage stakeholders during the closing process to gather their insights and ensure alignment with project goals.

Documentation is another critical aspect of project closure. This involves careful recording of all project activities, deliverables, lessons learned, and overall performance against the plan. Precise documentation enables an accurate review of the project’s success and serves as a valuable resource for future projects (Kerzner, 2017). Lessons learned from each project can inform best practices for subsequent initiatives, improving the overall competency and experience of project teams.

Furthermore, the project team should perform a post-mortem analysis to evaluate what went well and what challenges were encountered during the project lifecycle. This exercise not only provides insights on effective strategies but also helps to identify areas for improvement. By discussing the project openly, teams can cultivate an atmosphere of continuous improvement and prepare themselves better for future endeavors (Schmidt et al., 2019).

During the project closing phase, it is essential to ensure all financial matters are settled. This includes closing out any procurement activities, processing payments, and ensuring that all resources are accounted for. Proper financial closure assists in maintaining good relations with vendors and clients, ensuring no outstanding issues may arise post-completion (Nicholas & Steyn, 2017).

Recognizing the contributions of team members is also essential during project closure. Acknowledging their efforts through feedback, rewards, or public recognition can enhance team morale and motivate them for future projects. It is crucial to show appreciation for the hard work put in by the team to foster a positive project culture and encourage their commitment in subsequent initiatives (Gordon, 2018).

Finally, the project manager must ensure that all contractual obligations are fulfilled and any necessary documentation is submitted to close contracts effectively. Failure to adequately close contracts can lead to disputes, and unresolved issues may affect future work with the same partners (Duncan, 2018).

In conclusion, closing a project effectively involves a systematic approach that addresses stakeholder engagement, comprehensive documentation, financial closure, performance evaluation, and team recognition. By focusing on these key aspects, project managers can ensure a successful closure that not only solidifies project outcomes but also lays a foundation for the future improvements and successes of their organizations.

References

• Duncan, W. R. (2018). Project Risk Management. Wiley.
• Eskerod, P., & Huemann, M. (2013). Project stakeholder management. Project Management Journal, 44(3), 7-19.
• Freeman, R. E. (1984). Strategic Management: A Stakeholder Approach. Pitman.
• Gordon, S. (2018). Recognizing project team contributions. Project Management Quarterly, 49(2), 40-45.
• Kerzner, H. (2017). Project Management: A Systems Approach to Planning, Scheduling, and Control. Wiley.
• Nicholas, J. M., & Steyn, N. (2017). Project Management for Engineering, Business, and Technology. Routledge.
• Project Management Institute. (2021). PMBOK® Guide (7th ed.). Project Management Institute.
• Schmidt, L. P., O'Neill, M., & Mackenzie, A. (2019). The role of post-project evaluations in project management. International Journal of Project Management, 37(8), 1059-1070.
• Perrier, N., Benbrahim, S.-E., & Pellerin, R. (2018). The core processes of project control: A network analysis. Procedia Computer Science. Elsevier Ltd.
• Turner, J. R., & Keegan, A. (2000). The management of project management: The integration of project management and project-based management. International Journal of Project Management, 18(1), 7-12.