Introduction of the report
The Project management institute (PMI) awards the project with the best practices. This report will analyze the best practices of PMI. To be able to capture the best practices, it will use the cases of winners of the years between 2004- 2007.
Executive summary
The Project management institute (PMI) is an organization that sets the standards for good management and awards the practice of good management.
The winners of the 2004, 2005, 2006 and 2007 were The Haradh Gas Plant, The Quartier international de Montreal Rocky Flats Plant and The Fernald Feed Materials Production Centre respectively. They were awarded following their outstanding practices in management in their year.
These companies had done adequate investigations at the initial stage which were followed by planning. The plan covered the scope of the project and was well informed before commencement. The plan was articulated using the best practices of management. The management provided leadership and inspired teamwork.
Communication flow amongst the projects was given priority both within the project and with stakeholders. There were regular reports that were used regularly by the supervisors to monitor the developments as well as inform stakeholders.
The community programs contributed to the setting the agenda in the projects and also gave support to the projects. The use of new technology was embraced as the projects used the internet to communicate with less cost, in a timely manner and reached many people.
Employees were motivated and rewarded according to their performance. Their contributions were welcome and considered. As a result they came up with creative ways of handling tasks and solving projects in the project. Safety measures were observed in all projects. Further training was given to improve on performance and give assurance on the quality.
Challenges that were encountered were dealt with adequately through committees and consulting with the experts. Risk management was given much attention to avoid accidents. The projects were completed and a report given.
The outcomes of the project indicated that the project met the target. They were accomplished ahead of time while saving the cost. The stakeholders commended the project results and gained confidence in the project management firms. There were no casualties of accidents during the project execution.
The best practice and what is PMI
Project Management Institute (PMI) is an organization that sets standards for management and awards certificates that certify that one has successfully gained competence in project management. It provides publications with the newest practices and the best practices in management.
It also conducts training and other educative congress that members and non- members can attend and gain necessary skills. The proposed management practices go hand in hand with the ISO 9000 standards.
PMI recognizes best practices annually by naming the PMI project of the year. According to PMI.com project management can be seen as a process. The process involves using the correct input and articulating the best mechanism to acquire a desired outcome.
The project manager instigates and the plans on the execution of the project. Some people then direct and supervise the project while paying attention to complete it.
For a project manager to be considered to be successful in project management, they have to demonstrate ability to incorporate different aspects of management by all possible means according to the extent of the project.
The project should be able to be completed within the least time possible while saving a lot of money. Furthermore, the performance must be excellent in the quality of work. The human resources must be managed well so that they can perform with motivation.
Communication between the project management and stakeholders as well as employees should be well developed. Additionally, the procurement of the project should be timely. The project manager must demonstrate skills in risk reduction management (The PMI, 2011).
Description and analysis of the 4 cases
The Haradh Gas Plant was named the winner of PMI project management 2004. The project involved the development of a gas plant using modern technology. The quality of the gas was an improvement from the other gas plants. The gas produced was to be delivered to a larger population (Hayness 2005).
The Quartier international de Montreal is a project that involved turning an abandoned express way into a useful route. Among other tasks it executed were increasing the sidewalk for pedestrian and create a new sewer as well as make new networks in the way. It was named PMI 2005 project of the year (Ellis 2006)
Rocky Flats Plant formally used as a plant for manufacturing nuclear weapons had contaminated equipment, soil and water. The task involved decontaminating and destabilizing the plant. It was transformed into a clean environment for the public to use. It won the position of PMI 2006 project of the year (Hansberger 2007).
The Fernald Feed Materials Production Centre project was the PMI 2006 project of the year. The grounds had been contaminated by the uranium which was used during the cold war. The clean up exercise involved decontaminating the environment. The area was transformed into a wet land where members of the public could visit.
Quality management by the PMI winners
Project quality process
The activities that were to be covered to accomplish the task were incorporated in the plan. The activities as planned by the strategy managers must be accomplished within a specified period. For this reason available resources and human resources are used to achieve the task.
There were little or no working days lost. This is because the management had made adequate plans. The plans were articulated that they were ahead of the schedule with motivated and cooperative workers who were part of a team (Hayness 2005, p. 31)
The quality process of every project reveals that the before the project there were initial research that helped in defining the scope of task. They considered recommendations of the previous projects like in the case of Haradh Gas Plant (Hayness 2005, p. 30).
Then a plan was made and articulated. Throughout the project there was supervision and incorporation of ideas that came in through stake holders. The conclusion was done in a way that all stakeholders appreciated the job. This is because the objectives were attained and every aspect that needed attention was attended to.
Safety of the human resources came first as the employees were encouraged to be cautious. Team work was highly encouraged. The employees were encouraged to become innovative a step which led to implementation of approaches that worked very well within a short time and saved the cost.
The projects motivated the employees during the project and ensured that they were safe. They were provided with protective equipments and cloths that were designed specifically for the project. The result of this step was that there were no cases of casualties reported.
Plan quality
When beginning a project investigations were conducted. Rocky Flats Plant used the former employees and experts during the project to gain information about the plant Hansberger (2007, p. 31).
They also employed those who had the knowledge in the nuclear field. Compensation for work done was based on performance, hence the employees worked hard while employing creativity in dealing with challenges that arose.
In the plan of each of the project, they outlined the work to be covered and designed a budget for it. Using the plan they would articulate to meet the targets and utilize the budget. The most outstanding outcome in the projects is that the project were undertaken and accomplished before the expected date and saved a lot on the budget.
The plan was revisited from time to time to adjust on developments depending on funds challenges in risk management and new developments. Planning guided them throughout the project and to be accountable to the stakeholders.
Ellis (2006, p. 32) mentions that the public input on the plan was incorporated. The Quartier international de Montreal project took note of what the public considered to be the ideal image of a modern place. They made recommendation on the kind of art that was used and helped in giving the political will the enabled the project to survive.
Throughout the project the managers demonstrated leadership skills. They implemented the plan as scheduled and encouraged team work. They were accommodative of other ideas and worked with other stakeholders using good communication.
Perform quality assurance
In the area of quality assurance, the projects were keen to have a qualified contractor. Hayness (2005, p. 31) identifies that the Haradh Gas Plant used the services of one contractor who was identified earlier in the project. Such a move enabled them to achieve targets within the time scheduled.
There were regular inspections targeting the quality of work as already agreed on before commencement of project. Any problem that came up was discussed in a meeting and amendments made (Hayness 2005, p. 31).
The involvement of other stakeholders contributed to the quality assurance. Their opinions were a guide to the expected outcome. The fact that more residential houses were constructed near the Quartier international de Montreal when the project was completed means that the quality of work was excellent as many admired the new environment (Hansberger 2007, p. 36).
Experts were used throughout the projects. Depending on area of specialization, they were assigned tasks they had skills on. When the project needed experts in a certain area, it would train or outsource services so that the work done was quality.
Perform quality control
The project winners made it possible to obtain records about the project. Hayness (2005 p. 31) revealed that Haradh Gas Plant provided regular information on the requirements that were expected to be attained from the employees or contractors and other areas. Furthermore arrangements were made for areas that needed extra support. The report was informed of a summary that indicated determinants and indicators of success. There was a clear chain of command so that the quality task was achieved.
Meetings were held to discuss quality control. The managers would discuss progress and standards that had to be obtained. Besides the progress, they also discussed the difficulties they encountered. The contractor was expected to deliver quality and thus most projects preferred to use the same contractor throughout. This helped to avoid the blame game involved when more than one contractor was acquired. The management also agreed on the measures to be used in supervising quality control.
The employees received training, a step that led to improved quality. They also consulted the experts in order to come out with the best results. Hildebrand (2008, p. 38) notes that project enrolled some of the employees to degree programs. Their knowledge and skills at work became competent and hence after the project they would stand to be equipped for other projects.
Although the experts at the project location can testify, the customers play a role in determining the quality of the outcome of a project. The public appreciated the stabilization of the nuclear and the weapon facility since the areas became a social utility. The leaders made arrangements for regular supervision (Hayness 2005, p. 31).
Stakeholders
The stake holders were involved throughout the project. During the project, the managers communicated with the stakeholders by updating progress on the website. Communication with the stake holders was given priority throughout the process. The use of internet services enabled them to email mails about progress. The web pages were also updated to give information on the achievements Hayness (2005 p. 32).
The Rocky Flats Plant project managers made data available to the stakeholders (Hansberger 2007, p. 36). Data that was available indicated the schedule and the dates of accomplishment, the budget and actual expenditure, the stakeholders and other documents considered useful to the clients.
The managers also created time to hold meetings with the stakeholders. They gave their opinions which were also incorporated in the schedule. They asked questions and kept track of the progress to ensure that the project was accomplished (Ellis 2006, p. 32).
In establishing good relations with stakeholders The Fernald Feed Materials Production Centre established a program where it would inform the public about the progress of the project (Hildebrand 2008, p. 38). It also held conference meetings with the public regularly. Political leaders closely gave the project support and followed up on progress. They also had their own ideas that they contributed towards the projects.
Conclusion
The best practices of the PMI are awarded on the basis of the standards that it has set. Projects that observe such practices give quality and satisfy the stakeholders. The projects take a short time and save on resources. Moreover, there are fewer casualties amongst the employees, who gain skills throughout the project.
References List
Ellis, L. (2006). URBAN INN. PM network, 27- 37
Hansberger, K. (2007). Finding closure. PM network, 27-37
Hayness, M. (2005). THE HARADH GAS PLANT. PM network, 30-33
Hildebrand, C. (2008). NUPACT. PM network, 32- 39
The PMI. (2011). Project Management Institute. Org. Retrieved from https://www.pmi.org/