Success Factors in Project Management Experience

Success Factors in Project Management Experience Order Instructions: Project Management As You See It In any profession, you can hardly do better than to learn time-tested fundamentals and groundbreaking concepts, apply them across a variety of real world situations, and be inspired to continue to learn and teach as you go forward.

Success Factors in Project Management Experience
Success Factors in Project Management Experience

As you consider the totality of the information presented in this seminar, do you feel prepared to apply what you have learned? Do you think you have benefitted professionally from this course? Are there concepts that simply do not ring true in your experience?

Explain two best practices for project portfolio management and why they are most relevant to organizational success. Discuss at least two concepts presented in this course that surprised you. Identify a particular concept that seems particularly relevant to your research, “EFFECTS OF HRM PRACTICES ON EMPLOYEE PERFORMANCE”. explain why, and discuss your next steps for your doctoral study.

Success Factors in Project Management Experience Sample Answer

Project Management Experience

The project management course has contributed significantly to my knowledge and played an imperative role in developing my future potential professionally. At this juncture, I feel like I am ready to apply what I have learned. The course has not only introduced me to new concepts but also helped me put some of the organizational processes that I have observed into context. In essence, I absolutely understand the importance of various fundamental functions that are executed to enhance business success. I can undoubtedly say that I have advanced professionally and this course will contribute greatly to my future performance.

Despite understanding a majority of concepts however, I still came across some concepts that did not immediately tally with my experience. An example is the concept of employee ownership, which calls on organizations to put employees at the core of the implementation to promote effectiveness. In my previous experience, project portfolio management has been a reserve of the management, where major decisions are made at the top and employees are given direction from there (Harvard Business Review, 2013). Requiring the contribution of each employee during development appears like a workable idea, which I can project at my workplace. This is because it promotes ownership and consequently improves performance.

I found two best practices, namely the strategic alignment of objectives with organizational strategy and effective management of aggregate resources as the most relevant for organizational success. In order for project management to work effectively, it is imperative that the objectives resonate well with the organization’s goals in order to reduce chances of a conflict of interest and divided goals (Neverauskas and Čiutienė, 2011). Effective resource management ensures that the company can achieve optimal performance by achieving as much as possible using the limited resources.

Two concepts in this course really surprised me. The first one is that poor communication is a more common contributor to project management failure than to lack of adequate skills. It is important for the management team to foster effective communication as this ensures that information is disseminated properly and that the team can work together to deliver the desired outcomes (Besteiro, de Souza Pinto and Novaski, 2015). The second concept is that project completion is not adequate to gauge the successful implementation of a project. Monitoring and evaluation, which may be conducted over a long period of time after completion of the project ensures that the project any shortcomings can be addressed; and thus ensure the complete success of the project (Martinsuo and Killen, 2014).

The concept of project team management seems particularly relevant in my research, ‘Effects of HRM practices on employee performance’. Through this course, I have learnt that the HRM has a role to play in developing the project team through a sequence of actions that includes planning for human resource management, acquiring a project team, developing the project team and finally managing the project team (Stulgienė and Ciutienė, 2012). Following this pattern ensures that employee performance is exceptional, the HR has played the role of managing the project team to ensure that it possesses the right skills and capabilities to execute strategy. In this regard and in relation to my doctoral study, I intend to explore the importance of project team management as a prerequisite for effective project management. This means that the concept should be given greater priority that it has currently.

Success Factors in Project Management Experience References

Besteiro, É. C., de Souza Pinto, J., & Novaski, O. (2015). Success Factors in Project

Management. Business Management Dynamics, 4(9), 19-34. Retrieved from

Harvard Business Review. (2013). HBR Guide to Project Management.  HBR Guide Series.

Cambridge, MA: Harvard Business Press.

Martinsuo, M., & Killen, C. P. (2014). Value Management in Project Portfolios: Identifying and

Assessing Strategic Value. Project Management Journal, 45(5), 56-70. doi:10.1002/pmj.21452. Retrieved from

Neverauskas, B., & Čiutienė, R. (2011). The Theoretical Approach to Project Portfolio Maturity

Management. Economics & Management, 16845-851. Retrieved from

Stulgienė, A., & Ciutienė, R. (2012). HRM Challenges in Transition to Project Management

(Project-Based Organization). Economics & Management, 17(3), 1214-1218. doi:10.5755/j01.em.17.3.2145. Retrieved from

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