INTRODUCTION TO Task MANAGEMENT
Project management is the planning, organizing and handling of responsibilities and resources to perform a defined aim, usually with constraints on time and cost. Most projects, if they are large and complicated or small and simple, can be designed by breaking the task into small, easily controllable tasks, scheduling the tasks, and then tracking the duties as work advances.
Project management can help you answer questions such as:
What is to be done?
Who will complete the task?
When must it be achieved?
How much will it cost?
What happens if work isn't completed promptly?
Planning the project and developing a schedule
This includes defining the duties and their period, setting up connections between tasks, and, if you are traffic monitoring resource utilization, assigning resources. All later phases of the project are based directly on the information you provide when you initially plan your project.
Handling changes
This can be an ongoing process that starts once you generate a timetable and the job starts off, and ends when the task is complete. It offers tracking and modifying your program to reveal changes that take place as the job progresses.
Communicating project information
This is an essential process which involves communicating job information to clients, job personnel, and management.
Project management software is production software that will help you in each of these steps. Many professionals find it has become the productive tools in their expertise.
In today's business it is in the best interest of companies to own project managers. Good sense isn't always usually completed. For anybody who's ever done a task in a complex setting knows this. Indeed, much of working with others involves solving unexpected problems and learning from problems on the way. Knowing this and having the proper tools a project manager can deal with and complete the most intense job out there.
It seems that people over and over have the incorrect impression of just what a project manager will. It is not about having the ability to create a chemical substance plan to hang on the wall. It is not about setting up conference after seminar. This is about understanding a large business aim, understanding the technology engaged, having the ability to communicate at an assortment of levels, having the ability to encourage and direct people, having the ability to handle the regular get worried and troubles, and being organised enough to make certain the whole thing that must get completed, gets completed. What this boils down to is a project manager can meet or surpass all of the stakeholder's expectations. The project director also must be able to get others to utilize limited power throughout the duration. "Doing the majority of the work yourself is a poor long-term development strategy and can never solve the problem.
In every job there are always some widespread characteristics that'll be shared. They all have a comprehensible and founded purpose and incredibly particular life durations. Overall, all tasks are doing something that may possibly be new or yet a onetime undertaking but have explicit requirements such as; time, price, and performance. "Project management deals with tools, people, and systems. " (Lewis)
The first task of this component is to do a group poster display. We've limited time to carry out research and we were worn off by the intense lectures. That's where I found out how time management and team work play as important elements for success. We allocated the workload among ourselves and set a time frame for conclusion. Group customers were to stick to the time shape stipulated. This is one way we have the ability to complete a straightforward presentation, with many hidden effort behind our success.
A project supervisor should have certain qualities to be able to successfully execute a job and then run them effectively for the job to be always a hit in the market. A project manager should have certain feature for successful in a task and they are
Monitoring and Controlling: Project manger always screens the task done by his team members and has control over the whole project. They also have to be sure about the budget approximated at the beginning of the task.
Self-esteem: Project supervisor should always stimulate his team members to do their work sincerely and help by aiding each and every one at the task.
Leadership skills: Job Manager should have leadership qualities to control the team.
Project closure - The ultimate objective is project closure which includes verifying that of the work has been accomplished, check the Contractual closure of the contract, financial closure of the demand numbers and lastly administrative closure of the paperwork.
Successful job management may then be thought as having achieved the project objectives.
"Job management has improved to plan, co-ordinate and control the sophisticated and diverse activities of modern industrial, commercial and management change and IT projects" (Lock 2009).
Channel Tunnel:
Introduction
The Channel tunnel project performed to make a connection between England and France via underground tunnel, presents one of the most significant privately funded construction projects ever under used. It required the assistance of two nationwide government authorities, bankers underwriting the financing for the tasks, numerous contractors and many regular agencies. The engineering and executive of the tunnel required the utilization of new technology and required significant changes during the project due to surprising conditions and changes required by various celebrations.
This research study demonstrates the numerous factors which performed during the course of the task that has significant effects on the entire span of the project. At the end Caunnel project was completed, but it was past due and over budgeted.
The campaign of and investment in the Channel Tunnel was a challenging multinational affair drawing in establishments from several countries. With this paper, I concentrate on the advertising of the abortive tunnel job of 1957-1975 and the eventually successful venture ten years later, concentrating on governments and companies in Britain, France, america, and Japan. I identify the management and showing of risk as the critical elements in the Tunnel's political economy. Here, the down sides produced by the "quadripartite quilt" of negotiations involving two governments (Britain and France) and two tunnel companies are at center level, though I also dispute that American participation was important in the first job, and Japanese financial support was critical in the second. The debates concerned the type of crossing, questions of ownership versus licensing and regulation, and the value of making open public investment in related and promoting infrastructure. The Route Tunnel has significance as a prototype of public-private collaboration in Britain, and I bring lessons from the experience, referring specifically to the challenges presented by the "infrastructure job circle. "The paper draws on materials put together for Terry Gourvish, THE STATE History of the Channel Tunnel (London, 2006).
It all were only available in 1802 when French forwards a proposal to tunnel under the British Channel, which would be lighted using oil bulbs, horse-drawn instructors for transport and also an manufactured mid-channel foe changing horses. But, the task was postponed for an extremely long period
In 1955 both British and French government authorities supported research and in 1974, a government-funded the twin tunnel project with car shuttle wagons.
Later in 1975 United kingdom government possessed no fascination with funding the project so they had no objection for a privately funded project. And therefore the project was given in to the hands of the private companies.
On 2 july 1985, both France and British created a group Route Tunnel Group/France. The design and engineering was done by this company as the job was performed by private companies. The Chunnel Tunnel is a build -own- operate- copy task with a concession. Plus the British and French governments will contain the control on final engineering and basic safety decisions, now those were in the hands of Route Tunnel Safety Power.
Eleven tunnel boring machines, which were working from both factors of the tunnel slash through two rail tunnels and the service tunnel, this started in 1988, and 1994 operating of the tunnel began. And it was believed that the price of the building was 4. 650 billon. 15000 people were hired with daily expenditure over 3 million. And ten workers were killed during the engineering process.
The Eurotunnel completed tunnel boring promptly, hence the tunnel was finally opened officially by British Queen Elizabeth II and France Chief executive Francois Mitterand in a wedding ceremony performed in Calais on 6th may 1994.
The Chunnel Tunnel also called (French: Chunnel tunnel source ls manche) is a 50. 5-Kilometer undersea rail tunnel linking Folk rock, Kent near Dover in the United Kingdom with coquilles, Pas-de-Calais near Calais in north France. At its least expensive point, it is 75 meters (250 foot) deep
1802
Channel tunnel proposal was brought across by Albert Mathieu
1875
The beginning of Route Tunnel Company Ltd
1882
Abbot's Cliff acquired reached 897 yards (820 m) and Shakespeare Cliff was 2, 040 back yards (1, 870 m) in length.
January 1975
British-French government discontinued there backed scheme support in 1974
February 1986
They proceeded the task with the agreement of Treaty of Canterbury
June 1988
In France the First tunneling was started
December 1988
Tunneling procedure was started in UK
December 1990
Broke down of the service tunnel under the Channel
May 1994
The formal inauguration by Queen and President(France)
Mid 1994
Passenger and Cargo's started using the trains
November 1996
Due to flames there was huge damage in the tunnel
November 2007
After the renovation the tunnel was re exposed for the public.
Fig. SOME IMPORTANT Schedules.
Challenges:
Communication Gap
Communication plays a very vital role in a task, not limited to the project managers also for all of those other team members. This is one of the factors traveling a project to success or failing. Britain and France will be the two groups of men and women who had been working together and there have been communication difference between two clubs, which causes major hold off of the job.
Planning
There was no proper planning for this task as this is the first job towards Chunnel, none of them were aware how to go about it and what are the different types of challenges they will come across in this project and they were unable to task on anything. In every level they use to create different problems and that use to take time this use to echo time factors and because of this budget use to go high.
Strengths
Technically firmly built, hence an effective 'Quality Management' integrated. Back office support was excellent. Good team work between two groups. A winning proposal under 'build owner transfer' granted to CTG and overall quality of work impressive, workplace car accident rates were below the industrial average and execution of effective change management.
Weakness
Time delay and over budget, project had not been well planned, poor change management, risk management was not in place, change in design led to project hold off, litigation and promises was saturated in the project, lack of team work and communication, financial model positive resulted in cost increase, scope was not well identified and rolling stock and technical specs weren't the same between British and People from france.
Lessons to be learnt:
Due to proper planning there was delay at work provide adequate identified scope and a planned changed management system, the audio risk management approach and enough planning and research techniques to be put in place. Good coordination between two governments and try minimizing the litigation and cases by brining proper planning set up.
We had an enjoyable experience doing this task. Enough time and investment property on Route tunnel encouraged all associates to vacation through the Euro-France Eurotunnel. While getting ready a poster me and other team memebers got an oppurtunity to watch a documentary video recording on Euro tunnel filmed by Breakthrough route. Project management theories of team control was a major lesson I got to learn while doing this poster. One of the team members needed control when the team dynamism was arriving to a stand still. Observing him giving course to team and motivating various team members to execute was as i understood leadership jobs. I played a role of organiser in the team. I got responsibility to keep track of every ones work in the team. I also offered their work done to almost every other team member, and recognized that member. Display skills was of most importance in poster making even as were not allowed to explain the posters, whereas the posters had to speak for themselves. All of the team had to place their thinking caps on and rack brains to feature a good display idea. Initially we planned to place everything we'd into the poster but later realised that would over masses the poster. Hence then we sorted the info we'd and then easened our poster with a partitioned look and a name in the middle.
Project Life Cycle
As can been seen in the strategy lifecycle graph shown in the poster and also fastened in the appendix, our poster making activity was a easy run. Our module leader Michael Snelgrove assigned we Jaguar with Chunnel Tunnel case study. To make a poster on Chunnel Tunnel task research study wasn't a easy activity. I signed up with the team later hence in the second week the team introduced me to the research study and we all decided to meet again with highlighted requirements. The week directly after we all discussed and sent out essential task among ourselves every Niaz created us to the name "Everything BOILS DOWN To Money" just as the Chunnel Tunnel task the blotted budget was the big concern. Everyone arranged with the title and started out with further data collection, Niloy one of the associates provided me the resources for research materials and there on we finalized the total data and content to be offered in the poster. We reviewed reaming time cost of printing, specification of poster and threat of displaying some required data on the poster. Every one confirmed their acceptance towards work posted by each team member. The printing cost of the poster were one of the issues in one of the data conferences but the component leader Michael Snelgrove resolved the problem by taking responsibility for poster producing costs, as we were nearing the data submission we talked about our use the module leader and wanted for ideas to improve the poster then more amendment jobs were sent out among ourselves we then finally sat jointly and finalized the poster. Evaluation and Communications were the major skills we used for the successful conclusion of the given task. We received positive reviews on the wisdom day of poster except for our criticism on displaying the "Hitler's "photograph in the poster.
Conclusion
After doing the poster makings the group has a whole understood that no past experience and invisible technical costs resulted in late compellation of the job with the bloated budget.
