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PROJECT INITIATION/EXECUTION AND CONTROL

Principle 1: Understand the Problem

Understanding the problem means looking deep to see what the project seeks to achieve.

It is critical to analyze the outcome as it helps keep the problem and see the crucial requirements,

making it keen that every project is different and requires a different approach to solve each

input. Thus, the issue needs to be analyzed from different perspectives to diversify the outcomes

with the project team. The design will only be best if its structure is clear, and no uncertainty can

be applied.

Understanding the project can be applied when keeping the project intact, mainly in

dealing with war-torn societies and project management projects. The outcome becomes clear

when one understands that every project is unique, and planning and implementing

reconstruction in one area can differ from reconstruction in other regions. Thus, stakeholders on

each side need to focus on the constraints. The solution can be done by applying consultation and

coordination between stakeholders and other parties in project involvement. It means having

consistency in communication among post-war communities can help examine the various risk

management options (Earnest, 2019).

The solution input in the project and the execution process can work if the entire team

and the consumer have the same vision and image about the project to save time, empower and

give quality output in time, which is vital in developing sustainable project management. All the

other processes such as monitoring and control, procurement and coordination all rely on the

principle's outcome in understanding the problem at hand which the consumer has and how it

needs to be solved.

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PROJECT INITIATION/EXECUTION AND CONTROL

Principle 2: Focus Relentlessly

The project management output mainly relies on the input of all stakeholders and how

each of the project deliverables will be nailed in the best outcome. It means that prioritization in

the project will be given to reflect on the development of sustainable project management

outcomes and based on the vision and an understanding of why the project is being undertaken in

the first place. Good consideration of how focusing works relentlessly can be explained by

developing the scope, work breakdown structure, and other deliverables in the project

development. Good focus ensures that risks can be noticed early and developed to feature all the

potential changes within the set roadmap of the project development.

Focusing relentlessly can be applied to the project using diversified inputs to apply

different project management and theories such as process control and systems engineering

theory and engineering practices to ensure that project outcomes work at ease. A good example

that can be seen is the managing-by-project (MBP) methodology which shows how as project

outcomes develop, the project needs to transition with its impending change and business

requirements requiring reorganizing and restructuring of the outcomes. Thus, having a dedicated

input on all the factors makes it possible to have positive performance (Parnaby & Towill, 2009).

In conclusion, having a structured outcome of project management through focusing

relentlessly can help reach the final goal through sustainable actions, risk management, change in

scope, and organizational learning in project management in the case study to focus on a

cohesive approach over facing a solution that is not compatible with the proposed outcomes.

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PROJECT INITIATION/EXECUTION AND CONTROL

Application of the principles

The application of the two principles can apply in the project at hand for the creation of a

reward system to feature the problem needs. The company is looking to develop a system that

can see potential input in consumers and offers the required reward system that will offer

inclusivity and deeds to be developed with the option of flexibility with the changes in the

organization. The two principles are set to offer a very diversified approach in the

implementation and execution of the project to feature all the said outcomes from the initial

phase to a conclusion.

In principle one, understanding the problem, the focus is normally attributed more to

knowing what the organization seeks to achieve, aligning the organization's objectives with the

objectives of the team, and ensuring that all concepts are captured. Thus, the implementation

process works best when stakeholder interest and the project team all work together while

steering the project to reach the proposed outcomes. A good example is the development of

scope and work breakdown structure that set the project in line with other adjacent expectations

to see the project through the lanes with all the other interested parties (Earnest, 2019).

In principle two, which is about focusing relentlessly, it means that the project upon

being started and having understood why the company is opting to choose the project in the

reward system and the problem is solved, the focus will be set to see all objectives are realized

all together. As the project team start implementing the project, focusing helps make sure the

project is aligned with the hopes and changes happening within the organization and that

objectivity is highly attributed through the application of theories and changes that make all the

outcomes sustainable (Parnaby & Towill, 2009)

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PROJECT INITIATION/EXECUTION AND CONTROL

References

Earnest, J. (2019). Managing projects in war-torn societies: A case study from Kosovo

principles, practices and challenges of "project management" in conflict zones. Journal of

Management History.

Parnaby, J., & Towill, D. R. (2009). Exploiting the concept of a manufacturing system part II:

Principles and origins of the managing‐by‐projects engineering change methodology. Journal of