Implementation of a Property Management System
Implementation of a Property Management System in a Hotel Organization
Project Plan
Willie J. Broussard Jr.
Project Management/MGT 573
Instructor: Paul Levine
Submitted on: May 15, 2006
Introduction
"Project management is the discipline of defining and achieving targets while optimizing the use of resources (time, money, people, space, etc)" (Wikipedia, n.d.). In essence, the project management processes and methodologies are used to align resources with the company 's or organization 's mission(s) in order to achieve predictable results. In order for one to be an excellent project manager, she or he:
"Must show enthusiasm for project.
Must be flexible in order to manage change effectively.
Must possess a tolerant attitude toward ambiguity as excellent teambuilding and negotiating skills.
Must put the customer first. and
Must adhere to the priorities of the business.
Must be knowledgeable of the industry or technology" (Baker, Baker, & Campbell, 2003).
Prior to starting a project, a project manager (PM) should assess the risks of her or his project in order to successfully complete a project whether it simple or complex. The PM should be able to forecast how various problems, issues, and/or concerns might affect key areas of the project whether it is considered to be a constraint or risk. Constraints as well as risks can bring a project to a subtle halt or an abrupt halt depending on the situation. It is important for the PM to know the difference between the two. For example, budget can be a constraint as well as a risk.
Furthermore, it is imperative to define the project, justify why the project is taking place, know the scope of the project, know what the project is suppose to achieve, determine how to measure the success of the project, and determine some best practices to facilitate the success of the project. This paper will briefly discuss the tasks and milestones, identification, assessment and mitigation of risks,
Project Plan
Willie J. Broussard Jr.
Project Management/MGT 573
Instructor: Paul Levine
Submitted on: May 15, 2006
Introduction
"Project management is the discipline of defining and achieving targets while optimizing the use of resources (time, money, people, space, etc)" (Wikipedia, n.d.). In essence, the project management processes and methodologies are used to align resources with the company 's or organization 's mission(s) in order to achieve predictable results. In order for one to be an excellent project manager, she or he:
"Must show enthusiasm for project.
Must be flexible in order to manage change effectively.
Must possess a tolerant attitude toward ambiguity as excellent teambuilding and negotiating skills.
Must put the customer first. and
Must adhere to the priorities of the business.
Must be knowledgeable of the industry or technology" (Baker, Baker, & Campbell, 2003).
Prior to starting a project, a project manager (PM) should assess the risks of her or his project in order to successfully complete a project whether it simple or complex. The PM should be able to forecast how various problems, issues, and/or concerns might affect key areas of the project whether it is considered to be a constraint or risk. Constraints as well as risks can bring a project to a subtle halt or an abrupt halt depending on the situation. It is important for the PM to know the difference between the two. For example, budget can be a constraint as well as a risk.
Furthermore, it is imperative to define the project, justify why the project is taking place, know the scope of the project, know what the project is suppose to achieve, determine how to measure the success of the project, and determine some best practices to facilitate the success of the project. This paper will briefly discuss the tasks and milestones, identification, assessment and mitigation of risks,
References: Baker, S., Baker, K., & Campbell, G. M. (2003). The complete idiot 's guide to project management (3rd ed.). New York: Penguin Group. Douglas, B. (2005). A Guide to Section 404 Project Management. Internal Auditor, 62(3), 61-67. Gray, C. F., & Larson, E. W. (2006). Project management: The managerial process (3rd ed.). New York: McGraw-Hill Irwin. http://home.att.net/~nickols/change.htm. Retrieved April 27, 2006. Van Hoof, H.B, Collins, G.R, Combrink, T.E. & Verbeeten, M.J. (1995). Technology needs and perceptions: An assessment of the U.S Wikipedia (n.d.). Project management. Retrieved November 4, 2005, from http://en.wikipedia.org/wiki/Project_management.