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Hello i have 5 assignments
first 3 assignments need to be in powerpoint around 8 slides each please see presentation format. Each presentation will be about the weeks readings will post to you once your winning bidder
4th assignment is final paper need to be at least 10 pages- please see finalpaper requirements document
5th Assignment 2 pages long
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IT PROJECT FAILURE AND MITIGATION
PROJECT MANAGEMENT ANALYSIS
ASSIGNMENT 1
Presented By:
Professor:
Date:
.
Project Failure
•
How to tell a project has failed:
I.
Late delivery
II.
Surpassing allocated budget
III.
Failure to deliver intended benefits
School Name
Factors that Influence Project Outcomes
•
The following factors hugely influence the final project
outcome:
•
Project Leadership
•
Project Methodology Used
•
Stakeholder Input
.
Literature Review
Different literature provide an intrinsic analysis on possible impacts of
the following on project outcomes:
• Transformational
• Agile
leadership.
Methodologies
• Stakeholder
perceptions
.
Transformational Leadership
➢
Effect on project outcome has empirical support from
various works of literature.
➢
However, less work explicitly narrates mechanisms that
explains such effects.
➢
Majority of the existing work stresses the mediating nature
of team building as biggest takeaway of transformational
leadership in improving project outcomes (Aga,
Noorderhaven & Vallejo, 2016).
.
Agile Project Management Methodology
•
Has been actively used in recent research works compared to other
project management methodologies.
•
Its enthusiasts see it as a remedy to the limitations of the traditional
methodology which heavily utilized front-end methods of planning
(Serrador & Pinto, 2015).
•
The common fear of front-end planning methods approach of
traditional methodology has been the downstream pathologies of
development.
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Cont.…
• Different
works of literature have attach a lot of advantages to
agile methodology such as:
• Puts
emphasis on individuals and interactions rather than
processes as some methodologies do (Serrador & Pinto, 2015).
• Promotes
collaboration among project stakeholders as opposed
to negotiations and strict contracts.
• Scales
responsiveness over strict adherence to planning.
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Cont.…..
• However,
still very few works of literature support the fact that agile
methodology can improve outcomes of project success.
• Skeptics
has always pointed to the fact that the method was developed for
software projects and should remain for use in IT related projects.
• Currently
its success has been tested outside IT domain and results has been
phenomenal.
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Stakeholder Perception
➢
Project stakeholder group includes the senior management, project
core team and project recipients.
➢
The whole idea is relegated to perception because among the
stakeholders, some groups lacks project success factors (Mok, Shen &
Yang, 2015).
➢
The variance in perceptions of the stakeholder groups helps in gauging
project.
.
References
•
Aga, D. A., Noorderhaven, N., & Vallejo, B. (2016). Transformational leadership and project success: The mediating role of team-building. International Journal of Project
Management, 34(5), 806-818.
•
Dybå, T., & Dingsøyr, T. (2015, May). Agile project management: From self-managing teams to large-scale development. In Proceedings of the 37th International
Conference on Software Engineering-Volume 2 (pp. 945-946). IEEE Press.
•
Harrison, F., & Lock, D. (2017). Advanced project management: a structured approach. Routledge.
•
Heagney, J. (2016). Fundamentals of project management. Amacom.
•
Kerzner, H. (2018). Project management best practices: Achieving global excellence. John Wiley & Sons.
•
Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
•
Mok, K. Y., Shen, G. Q., & Yang, J. (2015). Stakeholder management studies in mega construction projects: A review and future directions. International Journal of Project
Management, 33(2), 446-457.
•
Serrador, P., & Pinto, J. K. (2015). Does Agile work?—A quantitative analysis of agile project success. International Journal of Project Management, 33(5), 1040-1051.
•
Schwalbe, K. (2015). Information technology project management. Cengage Learning.
•
Turner, R. (2016). Gower handbook of project management. Routledge.
.
DEVELOPMENT AND PERFORMANCE
IN PROJECT MANAGEMENT
Assignment 2
Presented By:
Professor:
Date:
.
Key Issues
•
Project management benchmarking measures
•
Evolution of project management performance
•
Performance in large-scale projects
•
Development of performance measurement system
•
Success factors
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Benchmarking Measures
•
No particular set of measures applies universally.
•
Organizational strategy determines bench measures through
consideration: type of technology available, size of the
organization, scope of the project and environment of
competition.
•
Majority factors of benchmark measures include return on
investment, cost performance, performance schedule and
requirements satisfaction.
.
Evolution of Project Management Performance
.
The Current State of PM
➢
The modern project management methods owe their origins
to two parallel projects that tested the problems of control
and planning in the US.
➢
Today focus have been shifted from delivery to operational
effectiveness and efficiency thus marking a clear departure
from debates of success or failure.
➢
.
Change in the Discipline Project Management
• Challenges
facing development of the project
management as a discipline.
• Institutionalizing new
thinking about project
management.
• Knowledge
and practice transformation.
• Embracing diversity in
both practice and perspective.
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Performance in Large Scale Projects
•
Case Study of Government projects.
•
Evidence exists that these projects are usually poorly
managed even in cases where established PM principles are
followed.
Ways, methods and practices that can be adopted in
managing government projects to improve performance.
•
•
Project characteristics play major roles.
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Characteristics of the government projects
• Multiple
stakeholders
• Large budgets
• Lack clear definition of objectives
• Longer durations
• Unjustified costs and benefits
• Public scrutiny after or during project process
• Addressing the characteristics me...