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Project Management Process Approach

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PROJECT

MANAGEMENT

Report on:

Process Approach to Project Management

TABLE OF CONTENTS

1 PROCESS APPROACH TO MANAGEMENT ...........3

1.1 Introduction .............................................................................................3

2 A PROJECT IN VIEW: WINNING THE SYDNEY TO HOBART 5

2.1 Needs and expectations of stakeholders ............................................................. 5

2.2 Critical evaluation of procees/approach for the project management ............................6

3 EVALUATION OF THE USE OF PROJECT MANAGEMENT TECHNIQUESS 8

3.1 Project in which scheduling is not important .......................................................8

3.2 Work Breakdown Structure (WBS) ..................................................................8

3.2.1 Evaluation of WBS .......................................................9

3.3 Gantt chart ................................................................................................10

3.3.1 Evaluation of Gantt chart ..................................................10

3.4 Critical Path Method/analysis (CPM/CPA) ..........................................................11

3.4.1 Evaluation of Critical Path Method/analysis (CPM/CPA) ......12

3.5 PERT Approach ..........................................................................................13

3.5.1 Evaluation of PERT Approach ........................................13

4 SUCCESS OF MASUREMENT: CRITICAL EVALUATION 14

4.1 Measurement of success in the project WINNING THE SYDNEY TO HOBART .............14

4.1.1 Scope of the project .......................................................14

4.1.2 Risk issues and analysis ...................................................15

4.1.3 Risk aversion and monitoring ...........................................16

4.1.4 Time constraint .............................................................16

4.1.5 Cost factor ...................................................................17

4.1.5.1 Cost effectiveness ....................................17

4.1.6 Quality aspect.................................................................18

5 SUMMARY 19

5 REFERENCES 20

5 BIBLIOGRAPHY 21

1 PROCESS APPROACH TO PROJECT MANAGEMENT

1.1 Introduction

Process approach to the project management emphasizes upon the elements that make up the whole process functional and valuable. Dugan (2010) states that process entails the execution of many activities that are interrelated with each other for the ultimate accomplishment of an organizational goal. The elements of the process are synchronized in a systematic manner that involves continual loop starting from specified inputs that engender definite outputs. The stakeholders are of major concern since their satisfaction brings in the success of overall organizational processes. Hottal (2009) is of the view that process approach is all about focusing on solutions to the organizational issues. The stakeholders' mindsets are to be tended by managers through the language that the stakeholders easily grasp even though the managers deal with the issue through process approach. The definition that he puts for the simplicity of the phenomenon for stakeholders' understanding is:

The process entails four stages which start from the inputs and finish with the maintenance. Inputs create proper understanding of the project (requirements) through relevant information and communication. The activities that interconnect the stages from inputs to maintenance, the outputs come next which can also be the inputs for further execution of the project in case of bigger ones. Maintenance is the aspect that underpins all the stages and ensures effectiveness and efficiency in all the components involved in the process. Reed (2010) elaborates the process approach in somewhat different terms that make the understanding clear for all the stakeholders and help to accomplish a project in accordance with their expectations. What Reed (2010) states can be seen in replacement of the terms mentioned by Hottal (2009), since phase one that is conceptualization or feasibility assessment that relates to the inputs required for the initiation stage of the project. Organization or scheduling refers to actions or procedures which make up phase two. Phase three is execution i.e. output or results and precedes the fourth phase which is review or audit that is tantamount to maintenance stage.

2 A POJECT IN VIEW: WINNING THE SYDNEY TO HOBART

Crawford (n.d.) puts up a case of a yacht race project that was preceded by rigorous campaigning. The actual project was the whole campaigning since it involved research and analysis of the options available to the stakeholders. The limitations that stakeholders faced were those erected certain rules and tents relevant to yacht racing. The campaign had a starting point which got accentuated through feasibility research, it had an organizing aspect in it since the stakeholders strived for procuring the best boat for race and the execution of the project caused the success in the race which put an end to the project.

2.1 Needs and expectations of the stakeholders

Needs of the stakeholder are obvious and in sync with the very

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