Module 1: “Directing and managing project work”
The “directing” and “managing” project work has been the method to lead and perform the tasks defined within the plan of project management (Schwalbe, 2015). This has been imposing the changes approved for gaining the aims. It has helped my professional journey by delivering the entire management of project work globally. They key inputs include the “project management planning” and the “approved changed requests”. The techniques and tools used here are the expert judgment and the PMIS or the “Project Management Information System”. The outputs of the project execution have been fairly logical. Ultimately the key output consists of the deliverables and the “work performance information”.
Module 2: “Change control tools and techniques”
For implementing latest products, procedures or other changes in the organization, the change management is required to be understood. This method assured the structure of the organization that includes handling of changes by the employees (Cameron & Green, 2015). This has been the most significant aspect of the project management. In order to manage changes, the whole team must be utilized to help in detection of potential changes. Then the scopes are needed to be defended within a specific time frame. Next a CR process ought to be used. It should be reminded that works should not be performed before receiving the permission.
Module 3: “Quality Assurance and control”:
At first the quality management is required to be planned. The region where the approaches to the quality must be implemented is identified. Within this process the quality metrics are defined. As the products get start generating any kind of deliverables, outputs or imposing change requests then the controlling of quality is performed. This helps in validating that the outcomes have met the requirements. The quality assurance has been very much like an audit process. It investigates whether the quality metrics and measurements have been going out of control or not. It compares that with the predefined metrics in the planning of quality management (O'brien, 2013).
Module 4: “Risk and communication management”
The risk management plan has been one of the subsets of the project management plan. To make sense of the risk management the “Triple constraint” is needed to be understood. It talks about the scopes like deliverables of the project. It also includes the cost or budget and the time or schedule of the project (McNeil, Frey & Embrechts, 2015). This introduces the risks or vice-versa. The risk management includes the process regarding the what-when-who-how to control the risks of the project. Everyone involved here are also required to be aware of the tools in risk management. Ultimately every activity is identified here, that are used to control the risks.
Module 5: “Progress and performance measurement tools”
In the information management it should be kept in mind that whatever have been tracked communicate the outcomes. The positive news enhances motivation. The negative results are needed to be dealt with and corresponding changes are to be made. The information management utilizes the visual displays for encouraging communication. As the projects have not been running according to the plan, issues are raised (Teeratansirikool et al., 2013). This falls under the issue management. These obstacles might or might not result in any alteration within the project. In order to do away with the changes the suggested changes are recorded. Then they are analyzed. Finally the changes are managed by updating the plan and communicating the changes.
Module 6: “Project Closure”
As the project comes to its final phase it is to be handed over to the users and the sponsors feeling delighted. The closeout takes place in two steps. First of is the administration for closing the project. This makes sure that the project is actually closed. The second one is the learning of future projects. As any extra task comes additionally after the project is to be treated as a new project (Havila, Medlin & Salmi, 2013). A specific process of “close-out” has been needed. As this process gets completed with signed-off, the project is declared to be expired. The signing-off indicates a “certificate of acceptance” such as transferring of ownership or triggering final payment by the customer.
References:
Cameron, E., & Green, M. (2015). Making sense of change management: a complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers.
Havila, V., Medlin, C. J., & Salmi, A. (2013). Project-ending competence in premature project closures. International Journal of Project Management, 31(1), 90-99.
McNeil, A. J., Frey, R., & Embrechts, P. (2015). Quantitative risk management: Concepts, techniques and tools. Princeton university press.
O'brien, J. J. (2013). Construction inspection handbook: Quality assurance/quality control. Springer Science & Business Media.
Schwalbe, K. (2015). Information technology project management. Cengage Learning.
Teeratansirikool, L., Siengthai, S., Badir, Y., & Charoenngam, C. (2013). Competitive strategies and firm performance: the mediating role of performance measurement. International Journal of Productivity and Performance Management, 62(2), 168-184.
