The paper "Program Management Issues" Is a great example of a Management Case Study. Project management is the planning, managing, and organizing resources in an effort to achieve goals and objectives attributed to a specific project. Basically, a project is a series of activities having a definite beginning and an end designed to attain specific goals and objectives usually to bring forth some beneficial value. For a project to be deemed successful, it has to be completed within the set time, quality, and budgetary limits; hence the need for management. Project management activities entail planning the project in order of priority and resources available, monitoring progress and reviewing the project at different stages, carrying out an evaluation of the project so as to assess the implications of deviations from the project’ s framework, and control activities also referred to as control measures.
Another point is a post-audit review which is done on the project’ s completion with an aim to assess how time quality, and budgetary limits (Williams, 2003, p. 148-149). Inherent nature of projects is that they are temporary and managing them requires distinct technical skills, thus in a practical sense, project management stands in contrast to the management of other business operations which are permanent, semi-permanent, or repetitive.
A basic challenge allotted to managing a project is on how to attain all the project goals and objectives while taking into account the predetermined project constraints (Lester, 2006, p. 1-2). The aim of this paper is to assess project management comprehensively. In particular, the paper will include a case study on two major projects to elaborate and enable a deeper understanding of this subject. Management concepts Prior to carrying out an analysis of two major projects with regards to their construction, it is important to ascertain the key management theories in order to understand how these major projects were executed from a project management point of view.
There are five theories from a management school of thought. First is the management process school of thought which is based on the belief that management is the procedure of executing work by people in organized groups. Those who vouch for this school argue that management as an art is basically indifferent irrespective of where it is applied.
Second is the empirical school of thought which is based on the fact that the approach to management should emanate from managerial experiences. This school of thought aims to derive from observation good or bad experiences against certain organizations which in turn is transferred to management practitioners (Duft, n.d, p 2). The other three theories are highlighted next. The human behavior school of thought revolves around the theory that management should focus on the people’ s interpersonal relations since management involves work execution by and through the people.
The social system is almost synonymous with the human behavior school as it is based on the assumption that management is system of intercultural relationships. This school of thought identifies the nature of social or cultural relationships and evaluates their significance in the performance of the integrated system. Those who advocate for the decision theory school of thought base their argument on what they refer to as the rational approach to decision making. Based on this school of thought, decision theorists usually address basic information for purposes of making decisions, evaluating various value considerations, and integrating both into a broad view of the organization system (Duft, n.d.
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