Please Select One Question From Each Section Listed Below

Please Select One Question From Each Section Listed Below To Answer Y

Please select one question from each section listed below to answer. Your completed exam should consist of three, separate, distinct essays. Your essays are required to have APA format and citations.

1. Briefly outline the major features of your selected hypothetical project (scope and intended outcomes of the project, relationship of project to a larger organizational context, rough estimate of project budget, staffing complement and project completion date.
2. What are typical problems that exist in the working relationships between Senior Executive Management and Project Managers? What practices can be applied to prevent such problems?
3. Describe 3 best managerial practices useful in project control.

Paper For Above instruction

The process of project management is instrumental in ensuring that organizational initiatives are executed efficiently, effectively, and within specified constraints. To provide a comprehensive understanding, this paper will address three essential aspects: the features of a hypothetical project, the common issues encountered in the relationships between senior management and project managers, and the best managerial practices in project control. Each section offers insights into the dynamics of project management and emphasizes strategies for success.

Features of a Hypothetical Project

Consider a hypothetical organization planning the development of a new customer relationship management (CRM) system intended to modernize the company's client engagement processes. The scope of this project includes designing, developing, testing, and implementing the CRM over a 12-month period. The project aims to improve customer satisfaction, increase sales efficiency, and streamline communication channels across departments. The project’s relationship to the larger organizational strategy aligns with the company’s digital transformation goals, emphasizing customer-centric innovation and operational efficiency.

Estimated budget for this project is approximately $2 million, covering software development, hardware infrastructure, training, and ongoing maintenance. The staffing complement includes a project manager, software developers, UI/UX designers, quality assurance specialists, and change management personnel. The project is scheduled for completion within 12 months, with phased deliverables to ensure continuous progress tracking and stakeholder engagement. Overall, this project exemplifies a typical strategic initiative undertaken within a corporate setting, emphasizing clear scope, expected outcomes, resource allocation, and timeline management.

Problems in Senior Management and Project Manager Relationships & Preventative Practices

The working relationship between senior executive management and project managers is often characterized by a series of challenges that can hamper project success. A common issue is the misalignment of expectations, where senior management’s strategic priorities may not be fully communicated or understood by project managers, leading to conflicting priorities and resource constraints. Additionally, there can be a lack of adequate authority granted to project managers, inhibiting their ability to make decisions swiftly. Poor communication and insufficient engagement from senior leaders often result in a lack of project visibility and support.

To mitigate these problems, organizations can adopt several best practices. First, establishing clear communication channels and regular update meetings ensures alignment and shared understanding of project goals. Second, defining roles, responsibilities, and authority levels explicitly helps empower project managers while clarifying expectations. Third, senior management should actively participate in project reviews and decision-making processes, demonstrating commitment and strengthening accountability. Lastly, fostering a culture of transparency and collaboration encourages open dialogue, thus reducing misunderstandings and building trust between the two parties.

Best Managerial Practices in Project Control

Effective project control hinges on strategic managerial practices that enable proactive monitoring and responsive adjustments. The first best practice is the implementation of robust project tracking tools, such as Earned Value Management (EVM), which provides quantitative data on project performance relative to cost and schedule. EVM helps managers identify variances early and take corrective actions promptly.

Secondly, establishing comprehensive scope management ensures that project deliverables are clearly defined and any changes are systematically evaluated and approved. Proper scope control prevents scope creep, which can derail project timelines and budgets.

Thirdly, proactive risk management is crucial. It involves identifying potential risks at project initiation, analyzing their impact, and developing contingency plans. Regular risk reviews and adjustments help mitigate unforeseen issues and keep the project aligned with its goals.

Collectively, these practices enhance a project manager’s ability to oversee project progress effectively, make informed decisions, and ensure successful project delivery within scope, time, and budget constraints.

References

• Kerzner, H. (2017). Project management: A systems approach to planning, scheduling, and controlling. John Wiley & Sons.
• PMI. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). Project Management Institute.
• Meredith, J. R., & Mantel, S. J. (2014). Project management: A managerial approach. John Wiley & Sons.
• Philips, S. (2016). Building effective relationships between project managers and senior management. International Journal of Project Management, 34(2), 250-261.
• Cooke-Davies, T. (2002). The “real” success factors in projects. International Journal of Project Management, 20(3), 185-190.
• Jeston, J., & Nelis, J. (2014). Business process management: Practical guidelines to successful implementations. Routledge.
• Heldman, K. (2018). Project management jumpstart. John Wiley & Sons.
• Wysocki, R. K. (2014). Effective project management: Traditional, agile, extreme. John Wiley & Sons.
• Huemann, M., Keegan, A., & Turner, J. R. (2014). Human resource management in projects: A need for cross-disciplinary theories and practices. International Journal of Project Management, 32(4), 557-568.
• Zwikael, O., & Smyrk, J. (2011). Project management for the creation of organizational value. Springer.