rs536: duoji: pm 6000 wk 6

A:

PJM6000 is the course that provided project management practices as a real-world project. The Acme company case study assignments start with the project initiation phase to the execution, controlling and project closing process. It offered the opportunity for me to manage the whole project from the beginning to the end.

From the course, I’ve got three lessons learned from the lectures, assignments and the discussion. First of all, I’ve learned how to manage a “real” project in the organization from the Acme company case studies. As I’ve mentioned above, the case studies provided the opportunity for project management student to experience managing the whole project from the start to the closure. Secondly, I’ve learned a lot from reading the course materials and textbooks. For instance, I’ve acquired the knowledge of stakeholder analysis and change control especially integrated change control. Thirdly, I’ve improved my critical thinking from the overall project management class. I’ve learned how to think from multiple perspectives in project management in cross-functional projects and how to maximize the profile for the individuals and organizations.

The lessons learned from PJM 6000 will help me to improve my knowledge, assist me in stepping out the next Level of project management. I take lessons learned is a life long learning experience for project managers; it will benefit and gain expertise to manage future projects. “Capturing lessons learned should be an on-going effort throughout the life of the project. This mindset should be strongly encouraged by the project manager from day one.”  (Rowe. & Sikes. 2006).

Reference

Rowe, S. F. & Sikes, S. (2006). Lessons learned: taking it to the next level. Newtown Square, PA: Project Management Institute.

B:

We have touched on a lot of topics in PJM6000 these past weeks, there are many new tools I am working hard to already practice in my daily role.  A few stand out as ways to raise my work to a higher standard.

1.  Formal structures of Project Initiation Process:  Defining a Project - Using the Work Breakdown Structure (WBS) is a great tool that I've never formally practiced.  Using a Project Scope checklist (Gray & Larson, 2018, p. 103).  Respecting the hard work needed an the onset of a project; critical thinking, thinking outside the box are all new formal concepts that I enjoyed learning about.  In my career, I haven't been exposed to a formal Project Management structure.  Certainly I've never seen business cases or a project charter published in any of the projects I've worked on.  I initially thought that these tools must be practiced as a whole organization.  After taking this class, I have learned that these tools can be practiced in any size project.  Even if they are used just by me as my own way to stay ahead of the effort.  The Project Charter is already being used in my existing role as Vendor Manager.

2.  Stakeholder Register - bring the people into a project as a primary factor in the effort.  Really examining their importance, this is such a helpful tool to look at how the project manager needs to manage up and manage communication.   This is a useful tool for me to start using as a way to assess how/who to manage the politics of a project.  Formalizing this group will help remind me to stay in communication with folks and not let that drop off and potentially lose a connection with someone.  This also will improve my trust building and connection to other business people.

3. The Project Control Process - respecting change, welcoming change,  documenting and communicating that change to the stakeholders are all tools I have used in limited form, this course has brought these tools to a formal more practical level.  Evaluating changes against the baseline plan, and keeping all of these changes in check with the original, are key to avoid conflicts (Gray & Larson, 2018, p. 461).  I feel this also keeps the original plan in check and allows the business to welcome the new features, or reject. Another example where I have set up systems where I am managing actual performance against plan (Gray & Larson, 2018, p.461), but this goes to whole issue of not allowing items to go undocumented and unacknowledged, but rather identify, evaluate, and take appropriate action.  This is not a formal practice I am disciplined right now to adhere to, I would like to work to improve on this.

REFERENCE:

Gray, Clifford, and Larson, Erik (2018).  Project Management:  The Managerial Process. New York, NY:  McGraw Hill Education.