The project operations are very helpful for the development of the support and implementation of the improved technologies for the organization (Kerzner, 2013). The development of the project is supported by the implementation of the improved technologies and functions. It is important for using different development models and places for implying improved performance of the project operations and it would form the implementation of the conceptual development.
The following report comprises of development of some analysis for the project operations and development. The selected project for the analysis is “Implementation of ERP system for the organization”. The project would be evaluated in terms of maturity model, required procedural documents, and enhancement of the project management skills. The following assignment would help in developing an analysis of the project management concept and tools that are effective for the realization of the improved operations.
According to Bourne (2016), the Project Management Maturity Model consists of five steps namely Initial, Managed, Defined, Quantitatively Managed, and Optimizing. The project namely Implementation of the ERP system comprises of the development of the project operations and development. The project would help in developing improved functionality for the organization by implementing improved functions of the data processing system.
The project of ERP system implementation can be done by the use of Project Management Maturity Model and it has been explained in the following sections.
1st step of Project Maturity Model for the project of ERP system implementation: The first step comprises of the initial development of the project operations for the implementation of the ERP system. The ERP system is largely helpful for developing the implementation of the improved functions.
2nd step of Project Maturity Model for the project of ERP system implementation: The second step is management of processes and steps for the development of the project operations. The management of the processes would comprise the implication of the ERP functions and development process.
3rd step of Project Maturity Model for the project of ERP system implementation: The third step is definition of the tools and functions required for the implication of the improvement functions. According to Christoph Albrecht and Spang (2014), the definition of the improved functions would help in developing the systematic development of the operations for the organization in implementing the project.
4th step of Project Maturity Model for the project of ERP system implementation: The fourth step is quantitatively management and it would help in forming the modification of the operations for the organization. The appropriate deployment of the project operations is resulted by the development of the project management concepts and features.
5th step of Project Maturity Model for the project of ERP system implementation: The final step is for optimizing the process of the project operations and it would help in developing the improved functions for the project development process. The optimization of the process would be formed by developing the improved functions and processes in the organization.
The implementation of the technological advancement would help in improving the efficiency of operations for the project. The use of advanced tools and options would help in increasing the pace of working for the project. The improvement of the operations had been largely established for developing the improvement of the operations and organization and implementation of the systematic development. The appropriate deployment of the project operations is resulted by the development of the project management concepts and features.
The project is “Implementation of ERP system for the organization” and it would help in developing an analysis of the project management concept and tools that are effective for the realization of the improved operations. The improvement of the operations had been largely established for developing the improvement of the operations and organization and implementation of the systematic development (Dubinsky, 2015). The procedural documents are developed for implanting the improved functions and development of the operations and functions.
The development of the operations is implied for forming the development of the operations and implication of the functional development. The procedural documents include the deployment of the improved functions and operations and it would help in forming the accurate deployment of the project management concept. The change of the operations had been to a great extent set up for building up the change of the operations and association and execution of the precise improvement (Custer, 2014). The procedural records are created for setting in the enhanced capacities and improvement of the operations and capacities. The improvement of the operations is inferred for shaping the advancement of the operations and ramifications of the useful advancement. The procedural reports incorporate the organization of the enhanced capacities and operations and it would help in framing the exact sending of the venture administration idea.
The project is “Implementation of ERP system for the organization” and it would help in developing an analysis of the project management concept and tools that are effective for the realization of the improved operations. The management support is helpful for the project team as it helps in forming support to the development of the project operations (Fleming & Koppelman, 2016). The major importance of developing management support for implanting the assistance to the project team is,
The project management concepts had evaluated the concept of resource driven matrix deployment for the analysis of the project operations (del Moral Perez & Martinez, 2013). The deployment of the improved development would be helpful for forming the accurate and appropriate deployment of the management theory. There are slight possibilities that the deployed operations for the project of implementation of the ERP system in the organization would have to face the issue of the resource shortage when many small projects would compete for same resources.
There are no limitation of how many projects would cause the overlapping of the available resource and formation of the issue of the shortage resources (van der Hoorn & Whitty, 2015). It can be estimated that the supportive deployment of the project operations are not being monitored for the formation of the accurate deployment model. Unless the small projects are not requiring same resource at the same time, the small projects would not cause issue in completion of the project.
The deployment of the control management strategies would be helpful for forming the support to the improved development process (Fleming & Koppelman, 2016). The control strategies are very helpful for integrating the operations and deploying the improved functionalities for the operations of the project. The development of project management control strategies would help the organization for improving stheir operations and deploying better control over the operations of the project.
Dependency of project being project driven or non project driven: The answer is independent of the fact that whether the organization is project driven or non project driven.
As opined by Goldblatt et al. (2015), the course summary for enhancing the project management skills is formed for improvising the effective development and improvement of the project operations and it would also serve the purpose of implying the development of the operations and processes. The enhancement of the project management skills is based on the formation of the improved planning and development. The development of project management skills would be based on the basic set of development of the management skills and processes. The development of the project management skills would be implied for forming the support to the implementation of the improved operations and processes. The deployment of the improved project management skills would be helpful for forming the accurate and appropriate deployment of the management theory (Bradshaw & Schulz, 2014). It can be estimated that the supportive deployment of the project operations are not being monitored for the formation of the accurate deployment model.
The project management maturity model is helpful for implying the development of the project operations and implication of the improved operations (Grechanik et al., 2016). The development of the project management approach would be helpful for integrating the safety and development of the project functions. The benefits of project maturity on the management approach are,
Development of Road Map: The development of the road map is helpful for implying the safety and precaution for the development of the conventional development of the project management concepts and processes (Young, Young & Romero Zapata, 2014). The road map would assist in forming the development of the effective management approach for the project managers.
Monitor Strength and Weaknesses: The use of project maturity model would help in developing the effective and smart processes for the operations of the project. The monitoring of the strength and weaknesses would help in forming the effective processes of the organization.
Conclusion:
The developed report had evaluated the project in terms of maturity model, required procedural documents, and enhancement of the project management skills. The Project Management Maturity Model consisted of five steps namely Initial, Managed, Defined, Quantitatively Managed, and Optimizing. It had helped in developing improved functionality for the organization by implementing improved functions of the data processing system. The improvement of the operations had been largely established for developing the improvement of the operations and organization and implementation of the systematic development. The procedural documents are developed for implanting the improved functions and development of the operations and functions. The project management concepts had evaluated the concept of resource driven matrix and deployment for the analysis of the project operations. The deployment of the control management strategies had been helpful for forming the support to the improved development process. The development of the project management skills had implied for forming the support to the implementation of the improved operations and processes.
References:
Bourne, L. (2016). Stakeholder relationship management: a maturity model for organisational implementation. CRC Press.
Bradshaw, L., & Schulz, W. (2014). Capstone Project Action Plan & Analysis Summary: New Venture for Development Project Clearinghouse With Final Draft of MBA Program Project—Course-by-Course Analyses Appendix.
Christoph Albrecht, J., & Spang, K. (2014). Linking the benefits of project management maturity to project complexity: Insights from a multiple case study. International Journal of Managing Projects in Business, 7(2), 285-301.
Custer, J. (2014). The three D’s of procedural literacy: Developing, demonstrating, and documenting layered literacies with Valve’s steam for schools. Computer Games and Technical Communication: Critical Methods and Applications at the Intersection, 247-63.
del Moral Pérez, M. E., & Martínez, L. V. (2013). Good teaching practice and quality indicators for virtual and blended learning: Project Matrix. In Fostering 21st Century Digital Literacy and Technical Competency (pp. 115-129). IGI Global.
Dubinsky, J. M. (2015). Products and Processes: Transition from “Product Documentation to… Integrated Technical Content”. Technical Communication, 62(2), 118-134.
Fleming, Q. W., & Koppelman, J. M. (2016, December). Earned value project management. Project Management Institute.
Goldblatt, P., Siegrist, J., Lundberg, O., Marinetti, C., Farrer, L., & Costongs, C. (2015). Improving health equity through action across the life course: summary of evidence and recommendations from the DRIVERS project.
Grechanik, M., Prabhu, N., Graham, D., Poshyvanyk, D., & Shah, M. (2016). Can Software Project Maturity Be Accurately Predicted Using Internal Source Code Metrics?. In Machine Learning and Data Mining in Pattern Recognition (pp. 774-789). Springer International Publishing.
Kerzner, H. (2013). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
van der Hoorn, B., & Whitty, S. J. (2015). A Heideggerian paradigm for project management: breaking free of the disciplinary matrix and its Cartesian ontology. International Journal of Project Management, 33(4), 721-734.
Young, M., Young, R., & Romero Zapata, J. (2014). Project, programme and portfolio maturity: a case study of Australian Federal Government. International Journal of Managing Projects in Business, 7(2), 215-230.
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