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Projektmanagement

Vancouver Island University Namaimo

2012, Dr. Frank Fenix

Vincent K. ©

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MBA 565 PROJECT MANAGEMNET

 

INTEGERATION AND COMPARISON OF THE PMBOK PROCESS BASED APPROACH WITH DIFFERENT APPROACHES

 

 

                              SECTION:     F11070

 

              INSTRUCTOR:     Dr. Frank “Fenix” Theuerkon

 

        SUBMITTED BY:              (567689781)

 

This report is submitted in partial fulfillment of the requirements of the course Project Management MBA 565.

 

Faculty Of Management

Vancouver Island University

Nanaimo, BC, Canada

 

(Submitted on June 1, 2012)

 

I have read the Student Academic Code of Conduct and this Assignment complies with the Code.

 

 TABLE OF CONTENTS: -

 

1.     Introduction…………………………………………………………3

 

2.     Integration of the PMBOK Process Based Approach

Integration with ISO.........................................................................4

Integration with Total Cost Management……………………….....6

 

3.     Comparison of Project Management Process based approach with

Lean Management………………………………………………......8

Extreme Management……………………………………….............9

 

     4. Conclusion …………………………………………………………11

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

INTRODUCTION: -

 

The industrial revolution is building up lot of challenges for the different organizations to compete with the others. In this competitive environment the proper management procedures are necessary to be followed. In the past few years the Project Management has become the basic approach for the business world to achieve success. The wide range of companies undertakes their work as project and gain step by step profit.  The PMBOK Guide (2008) and Kerzner, H (2009) explains the project is defined as set of activities and tasks, which need to be accomplished to achieve the required objectives in respect to specific start and end dates. For the completion of the project the specific resources need to be defined like financial resources, human resources and equipment (Kerzner, H 2009).    The PMBOK Gude (2008) describes about the Project Management consists of five process groups, which are Initiation, Planning, Execution, and Monitoring & Control and finally closure. By integrating the project management with other approaches ISO and Total Cost Management the organizations will gain the competitive advantage. The comparison between the Project management and the Lean management and Extreme management will also help the organizations to improve their processes.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

INTERGERATION: -

 

Integration of PMBOK Process based approach with ISO: -

 

The PMBOK explain the concepts, which are mostly followed by most of the organizations in managing the different types of projects (Stanleigh, M 2004). The main objective of the PMBOK is to provide the common platform to the managers in respect to the project management (Stanleigh, M 2004). The ISO 10006 and PMBOK both states that project is a criteria to be followed to achieve unique product and service and it should have the specific start and end date (Stanleigh, M 2004). The ISO 10006:2003 delivers the information regarding the quality guidelines for the various processes in the project management. ISO 10006 guide the project managers to sustain the process and product quality at the different stages of the project (Stanleigh, M 2004). The implementation of ISO standards is practiced at the different countries and at the different organizations all over the world (Al-Rawahi, A, & Bashir, H 2011). The ISO 10006 adopts the systematic approach, which means to understand the needs and interests of the customers and stakeholders and accordingly apply the quality policies and procedures for the different projects (Stanleigh, M 2004). The PMBOK guide (2008) also states that the project management in the group of activities which are performed by using the knowledge, skills and specific tools and techniques to fulfill the needs of the stakeholders and the customers (Meier, R 2008).

For evaluating the quality of the different projects the PMBOK and ISO have stated that specific type of   quality policies and standards should be constructed (Stanleigh, M 2004). This will result in the managing the project according to the quality standards, which have been established to achieve the overall success in the project (Stanleigh, M 2004). The PMBOK consists of the whole section explains about the quality management of the project which is gives the proper instructions for managing the quality of the projects at different levels (Stanleigh, M 2004). The PMBOK and ISO clearly describe the significance of consumers and to understand their necessities and manage the project accordingly (Stanleigh, M 2004). The ISO stresses on the facts that projects should be strategically arranged in order to prevent the failure of the project and higher authorities should approve the project for its proper completion (Stanleigh, M 2004). The ISO 10006 focuses on the requirement of continuously making improvements in the project at all different levels and PMBOK also concentrate on the same concept in the close out project evaluation (Stanleigh, M 2004). The integration of the processes of project management with the quality tools will ensure the success of every project at all levels (Meier, R 2008). The practices of the combination of PMBOK process based approach with quality tools will also reduce the failure of the project (Meier, R 2008). The ISO 2007 has already launched ISO 21500 the international standard for the project management, which will apply to all organizations and sectors irrespective to their size and is developed for the new generation of the project management.

 

 

Source 2nd International Conference On Contruction

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Integration of PMBOK Process based approach with Total Cost Management: -

 

The AACE International defines the Total Cost Management as applying the professional and technical expertise in the management and planning of resources, costs, profitability and risks. If interpreted simply it is the systematic approach of management of cost at all the different stages of the project and the cost management is achieved through cost management principles, latest technology and proven methodologies (Hollmann. J, & Querns, W 2003). The PMBOK guide 2008 states that the project cost management includes the three major processes estimating budgeting and controlling the financial resources so that the project can be completed in the requires budget. The TCM is the process, which connects itself, totally to the project management process based approach (Hollmann. J, & Querns, W 2003). The project control in TCM is the cycle which goes continuously and which manages the assets the of the project strategically and in the project management processes the project control is managing the quantitative resources (Hollmann. J, & Querns, W 2003). In the TCM the investing money is the analyzing process, which considers the different alternatives like how, when and this criteria is also followed by the project management processes (Hollmann. J, & Querns, W 2003). The project management has the three pillars, which are cost, schedule and quality, so the decision makers should take the decisions following the criteria, which involves everything (Hollmann. J, & Querns, W 2003). Many of the decision makers follow the monetary equivalents approach that means grouping quality and schedule in terms of cost (Hollmann. J, & Querns, W 2003). The project control staff and financial advisors will always be involved with the changing and improving the accounting systems to control the cost. The proper management of the project is important and also to keep track on how efficiently the project is achieving its objectives and what factors which are contributing to the success and failure of the project (Hollmann. J, & Querns, W 2003). The integration of the PMBOK process based approach and TCM will be determined by developing the schedule and the scheduling process will be related to the cost estimating and resource planning (Hollmann. J, & Querns, W 2003). The process of TCM considers the people and managing their performance in relation to the cost and in the project management processes the leadership plays important role in improving the performance of the individuals (Hollmann. J, & Querns, W 2003).

 

 

 

Source (Hollmann. J, & Querns, W 2003).

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

COMPARISON: -

 

Lean Management v/s Project Management

 

According to the John Krakicik lean production refers to the usage of fewer of resources in comparison to the mass production. The usage of all resources but in half capacity like tools, equipment’s, manufacturing and labor (Aziz, B . 2011). While producing the greater and ever producing variety of products. The organizations which follow the lean concept first they focus on the elimination of waste and to concentrate on the continuous improvement of product and processes for the satisfaction of the customers

(Aziz, B . 2011). The organizations also try to produce the products, which are defect free to control waste. The lean organizations try to incorporate multifunctional teams which can perform distinctive tasks which includes regulating, organizing, controlling and improving the work (Aziz, B . 2011).

The lean organization follow the decentralized responsibilities which means that they don’t follow the supervisory system (Aziz, B . 2011). The lean organization also follows the vertical informational system, which helps the multifunctional team to achieve the organizational goals (Aziz, B . 2011).

The lean thinking works on the five principles specifying value, identify the value stream, flow, pull, perfection (Aziz, B . 2011).

The project management refers to the planning, organizing, directing and controlling of organization resources with the perspective to achieve the goals and objectives of the organization (Aziz, B . 2011).

 

 

Sources Aziz, B . 2011

 

The comparison between the lean and the project management are on the different perspectives: -

 

In the lean management the focus is on the production system but in the project management the focus is on the transactions and contracts

Table 1

Lean Management

Project Management

Focus on production management

Focus on transactions and contracts

All organization involve in decisions

Decisions are made by higher authorities

Multi tasking teams

Team members are specialize in one specific field

Product and process are design together

First the product design is complete then the process design

 Sources Aziz, B . 2011

 

 

Extreme Management v/s Project Management

 

Project management refers to a methodical approach of planning, organizing, scheduling and controlling. It is a framework within which Projects are undertaken of companies in the form of restructuring or implementation of project activities. Project management includes management functions because every project have a deliverable time and in order to reach the delivery time proper planning to execution have to be performed. (Kerzner, H 2009). Project management takes into consideration input and output functions as interactions as processes. This facilitates in building of tools and techniques that are applied to create outputs from inputs. Project management emphasizes more on time cost and risk associated with the project along with with quality assurance and scope of the project. This is carried out by project managers formed grouped in a team which includes project customers, stakeholders, functional managers and consultants. Most of the activities revolve around operations under time and resources constraints in designing, developing or constructing innovative products. (Kerzner, H 2009). The functionality of project management works within project life cycle, which is based on the characteristics of beginning and end of project. The most important aspect at the beginning of the phase is the study of a project feasibility based on which the latter activities of the project are carried forward. Project management follows different approaches based on the nature of the project. One of the most common ways is PMBOK, which is primarily adopted by the North American countries (Kerzner, H 2009).   

Another approach is Extreme Project Management, which is where a comprehensive detail of the project is well defined. The stakeholders identify in a feasibility study important objectives of the project to be achieved and deliverables in a specific time. These can be further broken down into sub categories of project, if under a situational constraint the delivery schedule is not met (Ludwig, C 2011) This type incorporates delivering of the project to the customers in bits and pieces but at the same time it establishes a well-functioned database to detect errors and perform calculations. At the end of the project time, the customer receives all the functionalities they desired. This saves time and the approach gives them flexibility to make adjustments at the same time not losing control over the process, ensuring a positive result. This sort of approach can be used when a project needs to be delivered with in a specific time frame. (Ludwig, C 2011)

Comparing both project management with Extreme management it can be said that Extreme management is a process approach within project management. Project management covers a wider functionality combining management functions at the same time operations considerations taking in to account time constraints. On the other hand extreme PM is a more flexible approach where the project can be broken down in sub categories and the deliverables can be given in bits and pieces to customers, keeping the functionality at optimum level  (Ludwig, C 2011).

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

CONCLUSION: -

 

The different organizations should try to incorporate the distinctive tools and techniques in order to gain profit in the industry. By combining the approach of project management with the approaches like ISO and Total Cost Management they will be able to evaluate the quality and development of the project. Furthermore, the comparison of Project management process based approach with the Lean Management and the Extreme Management will help the project managers to incorporate the positive aspects from different management techniques to be able to meet the objectives and goals of the organization.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

REFERENCES: -

 

      Project Management Institute (2008). A Guide To The Project Management Body Of Knowledge (PMBOK GUIDE). 4th. ed. USA: Project Management Institute, Inc..

 

      Kerzner, H (2009). Project Management A Systems Approach To Planning, Scheduling and Controlling. 10th. ed. New Jersey: John Wiley.

 

      Stanleigh, M (2004). Quality Digest [online]. [Accessed 24 May 2012]. Available from: <

 

      Al-Rawahi, A, & Bashir, H 2011, ‘On the implementation of ISO 9001:2000: a comparative investigation’, TQM Journal, 23, 6, pp. 673-687, Business Source Complete, EBSCOhost, viewed 31 May 2012.

 

      Meier,R (2008). Merging The Bodies Of Knowledge in Quality, Project, and Risk Management. The Quality Management Forum, 13 March, p.3.

 

      International Organization of Standardization [online]. (2007) [Accessed 25 May 2012]. Available from: <

 

      2nd International Conference on Construction (2011). Project Quality Management Approaches :A comparative Evaluation Of International Standards. Press release, issued 2011.

 

      Hollmann, J, & Querns, W 2003, 'The Total Cost Management (TCM) Framework 1. INTRODUCTION', AACE International Transactions, p. 1, Business Source Complete, EBSCOhost, viewed 29 May 2012.

 

       Aziz, B. 2011, “ Improving project Management with Lean thinking”, Masters of Innovation and Product Development, INN Division of Project, Innovation and Enterpreneurship (PIE) Available at:  [Accessed 24 May 2012]

 

 

      Ludwig, C 2011, “Extreme Project Management” [ONLINE] Available at:  [Accessed 02 June 2012].

 

 

 

 

 

 

 

 

 

 

 


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