Planning ProcessJoin now to read essay Planning ProcessPlanning ProcessThe vendor selection matrix is designed to provide optimum selection. The vendor selection criteria seem to be weighted differently from I would have chosen. A successful prioritizing practice presented in TQM magazine used the six sigma project. This project listed experience, process maturity, quality of resources, and track record as important factors when prioritizing (Antony and Banuelas, 2001). These important factors have already included FTI other factors of schedule, cost and financial stability. A company that has experience, proven process maturity, quality resources and a positive proven track record has mastered scheduling and cost efficiency making them financially stable. Another flaw in FTI implementation process is for the chosen project the selecting manager leads the project. This is practical business but I would couple someone with the manager as a form of checks and balance. Allowing another unbiased point of view often leads the way to opportunities for thinking outside the box visioning the future. FTI could streamline the implementation process by using planning and monitoring tools.
The project network tool assist in planning, scheduling, and monitoring project progress. The network depicts project activities in logical sequential order including interdependencies of the activities for completion. The network is the framework for project information system that project managers to make decisions concerning project time, cost, and performance. (Gray & Larson, 2006). Other tools such as Microsoft Office Project or Primavera provide useful progression information for the project manager (Hansen, 2006). Primavera helps select the right strategic mix of projects, assure project, it and corporate governance, enhance processes and methods, measure progress toward objectives and much more (Primavera Website,
; Dukakis, 2010).
As a result, Project Management is a unique organization in terms of organizational structure and planning, but it also is a leader in terms of project management and also in terms of cost, operational, operational performance, and innovation in its organization.
Project managers do not simply see the organization as a single entity, but as a whole, which means that if a project involves complex organization or management, a project manager does not simply view it as a single entity or a continuous collection of entities. However, their views may be influenced by several factors such as priorities, challenges, priorities, and the need to improve (Miller ' Hirschberg, 2008). In addition, project manager perspectives may vary by the individual project, organization, and project management. This can make a project difficult if the project manager is concerned with “a certain number of stakeholders and a certain scope of activity,” (C.C. White, 2008). Additionally, project manager perspectives may be expressed differently within, or between, projects if the project manager is involved in the organization in some way (e.g., with other organizations or with partners), or if the project is primarily used to improve the project performance/risk profile (e.g., for financial metrics such as project productivity or project completion (Miller, 2009)).
Because project management is a unique organization where all the elements are consistent, the project manager can determine the best way to achieve its mission by incorporating some of the organizational tools mentioned in the following paragraphs in the project management overview section. To understand the different projects as a result of a project manager’s perspective, let’s first take a look at the organizational structure of Project Management.
The Organization
The Organizational Structure of Project Management is a unique organization within our organization (Miller ' Hirschberg, 2008). As mentioned earlier, Project Management is defined as the group of entities within a project, in contrast to the large organization (e.g., corporate, government) or an organization consisting of individual projects, projects, and organizations. The organizational structure is divided into nine categories called organizational units (Miller ' Miller ' Zukunen, 2008).
A Project Management project manager is the top-level executive of a project or group of projects, who serves as the project director and liaison to the project manager of the project. Project managers are paid to assist the project manager with planning, design, and execution of the project or group of projects, as well as managing staff and other stakeholders. The projects in Project Management are grouped in the projects of interest, grouped into two categories: Project Management projects and Group Management projects where no project director or liaisons are hired, or Project Management projects where Project Management project coordinators are hired. Projects are organized according to the project project’s needs, project priorities, and performance. As stated earlier, Project Management projects may not involve the development