Project Integration Management Interview Management Essay

brook Integration forethought Interview way EssayTo see a project through to a advantage completion, there are various processes and methods needed to provide a structure within which to work. Based on best practice, the bug out Management Institute (PMI) has open up a general guide to field of operationss, the understanding of which, are essential to the successful, on quantify completion of a project. These areas of expertise are detailed in A Guide to the Project Management torso of Knowledge (2008), published by the Project Management Institute. These areas are known as the Project Management Body of Knowledge or PMBOK and include such topics as the oversight of project integration, scope, time, cost, quality, human resources, communications, risk and procurement.This report covers one knowledge area from both the hollow and Facilitating Functions of the PMBOK in relation to an interview with Jason Duigou, an experienced Project double-decker. This interview is contai ned within the book IT Project Management On Track from Start to Finish (Phillips, J. 2002). The area of Project Integration Management is also considered.The interview illustrates that Mr Duigou considers certain areas of Project Management to be especially important. Foremost amongst his recommendations is ongoing veritable(a) communication among the team members and close supervision from the Project Manager. He recommends that the correct tools be available to the Project Manager to despatch the communication process in the midst of the Project Manager and between the team members.Project Integration ManagementAs the ninth area of knowledge within the PMBOK, successful Project Integration Management is determined by all the another(prenominal) elements of the project. The Project Managers knowledge of PMBOK is essential to the final, timely integration and delivery of the project.The interview emphasises the four core areas of project focal point which need to be integrat ed into a final comprehensive product. In the interview, Mr Duigou strongly recommends that the scope, time and cost constraints are thoroughly discussed amongst all the stake holders at the outset to ensure the final integration of the project goes smoothly and delivers the fourth core requirement, a quality product. Mr Duigou states verify that all questions regarding the plan have been intercommunicate before the implementation and provide a clear understanding of the objectives, roles and responsibilities of all resources during the project (Phillips, J. 2002).Managing the scope of the project is extremely important to the successful completion of the project. some projects may fail as a result of becoming bigger or more complex than was originally planned. The scope of the project has to be accomplished within a finite time span. Time management is one of the three elements referred to as the triple constraints, together with cost and quality. Extending the time on a project usually means the cost will increase. The Project Manager is accountable to the client for keeping within the budgetary constraints of the project. Contingency funds should be built into the financial plan to cover unexpected cost blow outs. Mr Duigou suggests that contracting certain elements of a project is a good way to get to results when working on a limited budget.Core Function CostCost management is one of the core issues covered in the PMBOK. It is one of the major(ip) elements, if not the major element that determines the outcome of the project, for without sufficient funds, the project may falter. Most companies have limited capital to dedicate to their projects and may have other initiatives competing for valuable resources. Mr Duigou suggests in the interview that the project manager must have the right tools for the job to provide dynamic data at any time to enable the project manager to proactively varan the project including budget and expenses as they are reporte d. He states that without such tools and efficient communication, the project manager may be ambushed by unexpected demands made on the original budget by unforseen events outside the control of the project team. There are various cost management tools that screw be employed to help keep control over this area. These tools may include but are not limited to return on investment, payback analysis, net present value, earned value management, cost estimates and baselines.Describe knowledge areaIdentify processes of knowledge areaEstablish connection between interview and knowledge area processesImpact of this area on project managementFacilitating Function CommunicationCommunication is a key success chemical element in all projects. Poor communication often leads to the failure of the project. The PMI has determined that the Project Manager may spend up to eighty nine portion of their time engaged in communication of various forms. The communication process encompasses the collecti on and generation of information together with project information storage. It is critical for the Project Manager to disseminate information during all phases of the project to all stakeholders. Equally, team members need to provide status reports between themselves and the Manager at frequent and regular intervals.The interview with Mr Duigou illustrates that this experienced Project Manager considers communication to be essential to the successful completion of the project. Mr Duigou states continual communication and commitment on the part of each unit is absolutely necessary in order for the data to be current and accurate. He recommends the use of software to assist in communication and to facilitate project integration.He also emphasises in the interview the importance of timely and effective communication to resolve team disagreements and maintain the teams focus on the goal. He feels that disagreements are often the result of inadequate or unclear communication and can be d ealt with by addressing communication issues in a judicious direction before they lead to major problems which may jeopardise the quality and timely delivery of the project.ConclusionThis report has looked briefly at the area of Project Management Integration, the core function of cost and the facilitating function of communication in relation to an interview conducted with an experienced Project Manager. An analysis of this interview shows that Mr. Duigou feels that certain areas of the core functions chance upon a higher priority than others when considering the successful completion of a project. Foremost amongst the most necessary functions is the regular, clear communication between all stakeholders. In the starting of the plan, all questions, from all parties need to be answered as accurately as possible to facilitate the formation of a clear goal. He also recommends that this be followed up by frequent, close supervision by the project manager, either by face to face meeti ngs when teams are in close physical law of proximity or by the use of shared electronic project management tools when teams are separated geographically.Mr Duigou considers that keeping a team focused and motivated can be one of the most challenging aspects of delivering a quality project on time. He states that giving team members positive feedback in the form of citation and praise when they meet or exceed expectations is essential to counteract the tendency to lose motivation, especially on long term projects. This can be considered to be part of good communication.The core function of project cost management is the other issue highlighted in the interview. The management of cost and unexpected budget prove is intertwined with the issue of clear and timely communication of any potential change to the scope and available resources of the project. The project manager needs to be able to proactively monitor expenditures so as not to be taken by surprise, as far as possible, by u nexpected changes to any of the core areas.It would be uncorrectable to determine which is most important communication or budget, for without sufficient funds and resources the objective will not be reached. The same can be give tongue to for communication between the stakeholders. Misunderstandings regarding the four core areas of project management are inevitable if communication is infrequent and close supervision by the Project Manager is lacking.