Reflective Writing
1. The Relative Importance of Knowledge Areas
In project management, usually nine knowledge areas are considered to be crucial to project success. These areas are time, scope, integration, human resources, cost, communications, risk, procurement and quality. It has been observed that influence of each of these knowledge areas on project success vary greatly among industries. In class, we analysed and discussed several specific case studies handpicked from a list of case studies from diverse industrial sectors. In each of these case studies, the importance and criticality of each knowledge area was recognized and relative weights were awarded to each category. The final score of each knowledge area was adjusted according …show more content…
The Role of Bodies of Knowledge in Project Management
In general, professions are mainly defined around their area of specific expertise/competence. Usually, project managers are former practitioners in the field promoted to supervise projects. The question is, can we create a position/profession of a project manager who is not competent in the project’s specific area but is equipped with the “Bodies of Knowledge” (BOKs) in project management? Without overemphasizing on didactic knowledge can he be interpretive (use the BOKs as a guide) and implement those BOKs (keeping in mind the relevance and scope of the BOKs) to the specific project?
Before this course, I was convinced that a person who had limited or no competence in the project’s area of expertise could not be an effective manager. Now, after undergoing this course, I remain unconvinced by what some of the case studies claim. However, I now believe that the BOKs can instil management and leadership skills in a person. But, that necessarily won’t make him/her an effective project manager. A project manager without experience/competency (or reputation) in the field might not be respected by an experienced practitioner who is working under him. Any attempts by the project manager to reform the traditional methodology of project execution might be perceived as hostile, resulting in management problems. Maybe, I have to find and study more research papers to change my
1. The Relative Importance of Knowledge Areas
In project management, usually nine knowledge areas are considered to be crucial to project success. These areas are time, scope, integration, human resources, cost, communications, risk, procurement and quality. It has been observed that influence of each of these knowledge areas on project success vary greatly among industries. In class, we analysed and discussed several specific case studies handpicked from a list of case studies from diverse industrial sectors. In each of these case studies, the importance and criticality of each knowledge area was recognized and relative weights were awarded to each category. The final score of each knowledge area was adjusted according …show more content…
The Role of Bodies of Knowledge in Project Management
In general, professions are mainly defined around their area of specific expertise/competence. Usually, project managers are former practitioners in the field promoted to supervise projects. The question is, can we create a position/profession of a project manager who is not competent in the project’s specific area but is equipped with the “Bodies of Knowledge” (BOKs) in project management? Without overemphasizing on didactic knowledge can he be interpretive (use the BOKs as a guide) and implement those BOKs (keeping in mind the relevance and scope of the BOKs) to the specific project?
Before this course, I was convinced that a person who had limited or no competence in the project’s area of expertise could not be an effective manager. Now, after undergoing this course, I remain unconvinced by what some of the case studies claim. However, I now believe that the BOKs can instil management and leadership skills in a person. But, that necessarily won’t make him/her an effective project manager. A project manager without experience/competency (or reputation) in the field might not be respected by an experienced practitioner who is working under him. Any attempts by the project manager to reform the traditional methodology of project execution might be perceived as hostile, resulting in management problems. Maybe, I have to find and study more research papers to change my