Team PMP

Topics: Project management, Project, Earned value management Pages: 11 (3308 words) Published: April 17, 2014

Introduction
Project management is an important undertaking when it comes to the issue of implementing any projects may they be developmental, scientific or even technological. This is because in so far as the success of any project undertaking, there has to be a plan and a premeditated road map as the activities and measures that have to be taken into consideration when executing a project. Before delving into the full address of this essay, it is important to have some of the key words defined as they are used. Firstly, a project in general terms is a plan to design to promote the wellbeing of community. It is an undertaking by a person or a group of person with a view to address a certain challenge pertaining to the living condition of people in a given area. A project can also be understood to mean a program initiated with a view to inform or educate society on certain issues pertaining to their livelihoods. In this case therefore, a project can be said to be an activity focused on the improvement of human and possibly non-human life. In more specific terms, a project can be a temporal or a long term activity desired to produce a peculiar result in a particular area of specialization(Rodney, 1999). On that note, a project is understood to be a temporal undertaking because of the fact that it is designed to be run within a specificity of time. In other words, without setting time lines within which to actualize the goals and objectives of a project, it may become hard to run or even evaluate progress of the project. As well, in view of the idea of Implementation of the project, a certain amount of resources is considered for investment in the project. Now, these resources cannot be indefinite. There has to be a limit of the amount of resources that are to be invested in a given project. This is one of the aspects that exhibit the specificity of the timelines within which the project can run. Critical roles and phases in IT projects

One of the most important roles in IT projects is to solve problems. An IT project must be one that resolves a given problem. In fact the basis of any IT project has to be a problem. In coming up with an IT project, one has to identify a problem to which this project will be responding to. In this case the project is supposed to offer a solution or a range of possible solutions to the problem. Over and above that, a project in IT is supposed to be informative. It has to be one that gives more knowledge on the issue that the project is geared to address(Kerzner, 1995). In this case, if for instance, people have traditionally done a certain thing in a certain way, the IT project is expected to give them a new information as the way the practice can carried out in a different way. Besides that, the IT Project need to be one that makes the lives of people more comfortable and convenient.

In terms of phases, IT projects follow a number of steps before they are actualized. The first and foremost phase in an IT project is the one known as Project justification. Before commencement of an IT project just like is the case in other forms of projects, there has to be a sufficient justification as to why the project is good. The project must be one that is viable in terms cost effectiveness and problem resolution. In this case the viability of the project is largely the basis for the justification of the IT project. The second phase in an IT project is the one called- project initiation. This means that the project developer puts in record the project execution methods as well as the project execution costs. At this level, the IT project developer has to get the most basic things for the project in place as this is the basis upon which to get the project going. At this level, the IT project manager has to show the guidelines about how and who will be involved in the execution of the project. In fact, at this level there has to be a clear plan as to the time frame within which the project will...


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Cleland, D. (1998). Systems analysis and project management. New York: McGraw Hill.
Duncan, W. (1996). A guide to the project management body of knowledge.
Fleming, Q. (2000). Earned value project management. Pennsylvania: Project management institute.
Grady, R. (2002). Practical software metrics for project management and process improvement. Prentice-Hall.
Kerzner, H. (1995). Project Management: A systems approach to planning, Scheduling and controlling. New York: Thomson Ltd.
Mcathy, B. (2003). Project management techniques. Journal of management, Vol. 3, Pg. 3-12.
Meredith, J. (2011). Project management: A managerial approach. Wiley.
Rodney, J. (1999). The hand book of Project-based management. London: McGraw.
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