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Management Complex Project

Management Complex Project

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Executive Summary

This report is based on approaching the management of a complex project. This report covers aspects of Project Start-up Activities, Project Implementation, Project Integration, Project Follow-up Activities. These topics are relevant to managing the complex project. It is important to follow a set pattern for the successful completion of the project. Identifying the activities which will be involved in the project, who will be responsible for the different activities, when is the project scheduled to be completed, which tools and processes will be required for the completion of the project. It is important to find a route map that would be done if there are conflicts during the implementation of the project. While implementing the project plan it is important to ensure that the related projects are integrated appropriately for the success of the project. In the end, the report also suggests the appropriate measures for testing the project and the estimate the deliverable of the project.

 

 

Table of Contents

Executive Summary. 2

Introduction. 4

Project Start-up Activities. 4

Project Implementation. 5

Project Integration. 5

Project Follow-up Activities. 6

Conclusion. 7

References. 8

 

 

 

 

Introduction

Due to the budget and the size of the team, the strategic perspectives, the involvement of stakeholders, and the impact of specialized project teams, which can cover one to five years with extensions, could make the projects seem complex (Eriksson, Larsson & Pesämaa, 2017). The management of a complex project poses a variety of greater obstacles than traditional project management does. Management of complex can be done in four phases: while initiating the project, implementing the project, by project integration, and follow-up activities when the project is on the verge of being completed.

Project Start-up Activities

Starting a project is like beginning a new company. The project leader is responsible for developing the infrastructure used for the design and execution of projects (Turner, 2016). In the early stages of implementation of the project, the project management team would need to create trust among the key stakeholders, people who have a motive of involvement in the project. The project manager must have one or two briefing sessions to coordinate the multiple components of the project and launch the team-building process required to function effectively throughout the project. At project initiation the project management team refines the nature of the task and develops a draft schedule on a concrete budget (Agarwal & Virine, 2019). During the start-up, the plan for creating and monitoring the comprehensive timetable, the procurement plan, and the plan for budget building and estimating and monitoring costs are developed. The strategies for IT, communication, and monitoring of customer satisfaction are also all established during the project start-up process.

After working for several hours the project management team can create the initial plan, staffs the project, and establishes customer relations. The project manager sets the project tone and sets goals for every member of the project team (Kerzner, 2017). The start-up phase of the project on complex projects can be unpredictable, and the project manager is the source of knowledge and guidance before the plans are established. The project manager provides an atmosphere in which team members can engage fully in the project and facilitates innovative solutions to the project plan’s development.

Project Implementation

The plan appears in the form during the implementing process. This method includes attaining the actual result as stipulated in the construction project. All the stakeholders of the project start to do their work, the programmers get involved in encoding, the developers are immersed in the creation of graphic content, the contractors start assembling and construction, that is, this stage of project implementation illustrates the real re-organization (Mahfuth et al., 2019). It is through this period that the project looks to observers, who might seem to have just begun the project. It is in this phase that the project manager continuously discusses with the stakeholders of the project about the potential risks they may come across during the implementation phase of the project. Thus, a continuous reference to the risk management, change management, conflict resolution processes are done by the project leader. For ensuring that the stakeholders adhere to the project schedule and there are no delays. It is important to the project manager to involve all the relevant stakeholders in-case any changes are required in the project (Butt, Naaranoja & Savolainen, 2016). Additionally, it is also important for the project manager to document the required changes and ensure that all the stakeholders are communicated about the progress, risks, and changes in the project.  

Project Integration

Projects have all sorts of operations that have to work together for incorporating all its complexities. Project Integration management focuses on the creation of the project charter, purpose statement, and strategy for project transition, management, monitoring, and control (Demirkesen & Ozorhon, 2017). Management of the project integrations is ensuring that the different operations can function together for the accomplishment of the project. For example, the addition of a new resource in the construction project will have an impact on the schedule and cost of the project. Thus, it would be important for the project manager to coordinate with the finance team to ensure that the cost of the resource can be adjusted in the project. Project integration management shall accomplish this cooperation by arbitrage. This suggests that if project leaders expect the project to be accomplished within budget and ahead of schedule, they need to compromise in any other part of the project. Project development management includes making decisions on resource utilization and arbitrage when handling such interconnections in project management knowledge domains.

Thus, to be able to facilitate coordination in the operations of the project, the project manager is responsible for establishing specific deliverables such as: developing project charter which would help in the delegation of the roles and responsibilities of the stakeholders involved in the project, defining the project scope which lists the all the activities which would be completed for the completion of the project, it also includes what should be included in the project and what should be avoided in the project, developing of the project management plan which would include the consolidated plan consisting of the project charter, scope, risk management, stakeholders roles and responsibilities, control measures, and so on. With the help of tools like Gantt chart, project charter, Work Breakdown structures, it can help the project manager in effectively integrating the project activities (Meredith, Mantel Jr & Shafer, 2017).

Project Follow-up Activities

Anything that is required to get the project to a positive end is planned during this process. Follow-up tasks generally include preparing handbooks, delivering guidance and usability support, setting up an assistance desk, managing the outcome, reviewing the project itself, drafting the progress summary, hosting a celebration to celebrate the outcome reached, passing it to the supervisors and removing the project team (Kivilä, Martinsuo & Vuorien, 2017). The impact of the resulted outcome on the environment and the society are also reported. Thus, the activities involved in the follow-up phase of the project are reporting on the control factors of the project, compilation and submission of the final statement, and dissolving of the project team. People involved in this phase are project leaders, team members, management, and the client. The comparisons are made between the completed project and the specified projects for ensuring all the specifications as stated by the client are included in this phase. Finally, a report is generated after testing the project in consultation with the project head, client, and the team. The final statement is shared with the client who then approves or disapproves of the statement and leads the project to a closure. This is an important process that is mostly ignored by the managers of the project. Whereas, if given proper attention, this process would ensure client satisfaction to the maximum.

Conclusion

Project management can often seem overwhelming, breaking things down into the distinct phases will help the project manager handle the more complicated tasks, and more efficiently using time and money. Complex projects are projects defined by containing multiple separate social and technological components that are intertwined and interdependent on several different levels. The Project Manager brings benefits like making the process more productive and effective and reduces the threats along the way by timely identifying them, thus having a project manager is essential in a project. The project manager also takes care of the communication. They are the human shield between the client and the development team, ensuring that without too many interruptions, the team can work effectively. Thus it is concluded that, it is challenging leading a project, however, clear insight through forecasting, arranging and real-time implementation allows constructive, not reactive handling of market instability, thus ensuring the success of the project.

References

Agarwal, R., & Virine, L. (2019). Integration Stages of Project Risk Management (PRM) into Enterprise Risk Management (ERM). International Journal of Risk and Contingency Management (IJRCM)8(1), 13-33.

Butt, A., Naaranoja, M., & Savolainen, J. (2016). Project change stakeholder communication. International Journal of Project Management34(8), 1579-1595.

Demirkesen, S., & Ozorhon, B. (2017). Impact of integration management on construction project management performance. International Journal of Project Management35(8), 1639-1654.

Eriksson, P. E., Larsson, J., & Pesämaa, O. (2017). Managing complex projects in the infrastructure sector—A structural equation model for flexibility-focused project management. International journal of project management35(8), 1512-1523.

Kerzner, H. (2017). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.

Kivilä, J., Martinsuo, M., & Vuorinen, L. (2017). Sustainable project management through project control in infrastructure projects. International Journal of Project Management35(6), 1167-1183.

Mahfuth, K., Loulizi, A., Al Hallaq, K., & Tayeh, B. A. (2019). Implementation phase safety system for minimizing construction project waste. Buildings9(1), 25.

Meredith, J. R., Mantel Jr, S. J., & Shafer, S. M. (2017). Project management: a managerial approach. John Wiley & Sons.

Turner, R. (2016). Gower handbook of project management. Routledge.

 

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