Project Management
You are to read all the background reading and then focus on the article below. The abstract from that article states: "The US Army Medical Command (MEDCOM) annually manages 250 projects, with a scope of $300M, at 26 different sites. Due to current events and initiatives, MEDCOM is anticipating an increase in construction requirements. As a result, MEDCOM is seeking for a more efficient project management model that can optimize each project manager's function as well as the organization. The hypothesis is that the entire organization is merely a summation of the project managers, and that the organization's bureaucracy problem is a magnification of the internal problems of a project manager. The new project management model must overcome the constraints of the lack of perceived information and expertise and bureaucracy of the environment."
You are to assess the extent to which this project is transformational and what "lessons can be learned" from this new approach. What are the elements of this approach that would make for more effective project execution in any project? What recommendations would you make to the Army to further improve their project management approaches, particularly in the execution phase? Are these components or lessons from the other readings which could benefit projects like the one described in this article?
Assignment Expectations
Be sure to answer all questions fully, and pay special attention to your recommendations. Your paper will be evaluated on how well you apply the concepts from the background reading into your analysis. Think critically as you prepare this assignment, emphasize both the strengths of the new model as well as potential drawbacks. Your recommendations should reflect areas of concern raised in your critical analysis.
Write a 3- to 5-page essay and upload your paper when finished.
Kashiwagi, Jacob, Sullivan, Marie, Sullivan, Kenneth T. & Kashiwagi, Dean . (2008). Transforming an Organization by Using a New Project Management Approach PM World Today. Vol. X, Issue VII.