"The application of projects in various organizational settings and for multiple purposes is accelerating at a rapid pace. Increasingly public and private sector institutions and enterprises appreciate the value of projects to render services and products on time, within budget and according to quality specifications. The ultimate success of projects is, however, dependent on the professional expertise of dedicated support staff. The role and responsibilities of project administrators are therefore rapidly growing to establish administrative support structures, systems and processes, as well as adequate project controls, document management, and stakeholder communication. Project host organizations, project managers and governance bodies, such as steering committees, need to be strongly supported to ensure that the hands of key role-players are strengthened through accurate record-keeping, archival services, project management information systems, control systems, and team support. For this purpose, organizational arrangements such as project management units, project support offices, and project management offices are established to facilitate institutional memory and to embed the principles of a learning organization as far as project best practices are concerned. The body of knowledge of Project Management is also highly dynamic and is expanding to incorporate the exciting world of project support services. The purpose of this publication is to provide an overview of the nature of project support services with particular reference to the roles and responsibilities of project administrators. The publication covers the following key areas: the fundamentals of project management including concepts, principles, life cycle phases, PMBOK, and methodologies;the nature of project support services, including the typical job profile and responsibilities of project administrators; support through organizational and project governance arrangements; project planning support; project controls, reviews, and reporting support; and project team support and self-management. This publication is a must-read for project practitioners in the field of project support services and business administration, and also serves as an invaluable text book to train project support staff. Various self-assessment exercises and practical examples are included to aid this purpose"--
Author(s): Gerrit Van Der Waldt
Series: Marketing and Operations Management Research
Publisher: Nova Science Publishers
Year: 2020
Language: English
Pages: 232
City: New York
The Project Administrator
Perspectives to Project Support Services
The Project Administrator
Perspectives to Project Support Services
Contents
Preface
Purpose Statement
Chapter 1
Project Management Essentials
1.1. Introduction
1.2. The Nature, Scope, and Context of Projects
1.2.1. Components of Projects
1.2.2. The Project Context
1.3. Key Stakeholders in Projects
1.4. Project Life Cycle
1.4.1. Phase 1: Conceptualization and Initiation
1.4.2. Phase 2: Project Planning
1.4.3. Phase 3: Project Execution
1.4.4. Phase 4: Monitoring and Controlling
1.4.5. Phase 5: Project Termination or Closure
1.5. Project Knowledge Areas
1.6. Project Management Methodologies
1.6.1. Conventional Approach
1.6.2. Contemporary Approaches
1.7. Project Management Standards
Conclusion
Quick Review Questions
References
Additional Reading
Chapter 2
Project Support Services and the Role of the Project Administrator
2.1. Introduction
2.2. Project Support Services: An Overview
2.3. Support Services during the Project Life Cycle
2.3.1. Conceptualization or Initiation
2.3.2. Planning
2.3.3. Execution
2.3.4. Monitoring and Control
2.3.5. Termination or Closure
2.4. Support Services Per Project Knowledge Area
2.5. The Role and Responsibilities of a Project Administrator
2.5.1. The Project Assistant
2.5.2. The Project Coordinator
2.5.3. The Project Manager
2.5.4. The Project Director
2.5.5. The Project Administrator
2.5.5.1. Qualifications
2.5.5.2. Responsibilities
Conclusion
Quick Review Questions
Additional Reading
Chapter 3
Support through Organizational and Project Governance Arrangements
3.1. Introduction
3.2. Fundamental Organizational Perspectives
3.3. Typical Organizational Structures
3.3.1. Functional or Hierarchical Structures
3.3.2. Matrix Structures
3.3.2.1. Pure Project-Based Structures
3.4. Project Governance Bodies and Support Arrangements
3.4.1. Project Steering Committees
3.4.2. Project Sponsors
3.4.3. Program Managers
3.5. Project Support Structures
3.5.1. Project Offices (PO) and Project Management Units (PMUs)
3.5.2. Project Support Offices (PSO)
3.5.3. Project Management Offices (PMO)
3.6. Administrative Support in Organizational Structures and Governance Bodies
3.6.1. Organizational Project Capacity Support
3.6.2. Office Administration
3.6.3. Project Data Capturing
3.6.3.1. Manual Data Capture
3.6.3.2. Automated Data Capture
3.6.4. Contract Administration
3.6.5. Conducting Administrative Audits
3.6.6. Establishing Project Resource Centers
Conclusion
Quick Review Questions
References
Additional Reading
Chapter 4
Support Services for Project Planning
4.1. Introduction
4.2. Project Planning Essentials
4.2.1. Product-Based Planning
4.2.2. Phased-Based Planning
4.3. The Role of Project Administrators in Planning
4.3.1. Selecting and Prioritizing Projects
4.3.1.1. Organizational Readiness
4.3.1.2. Service Providers (External Suppliers)
4.3.1.3. Contractual Assessments
4.3.1.4. Technical Assessments
4.3.2. Preparing Project Proposals
4.3.3. Staff Planning, Support, and Advice
4.3.4. Planning Technique Support
4.3.4.1. Calculating Duration
4.3.5. Procurement Planning Support
4.3.6. Risk Planning Support
4.3.7. Quality Planning Assistance
4.3.8. Communication Planning Assistance
4.3.8.1. Reporting
4.3.8.2. Communication Plan
4.3.9. Assist with Project Budgeting
Conclusion
Quick Review Questions
Additional Reading
Chapter 5
Project Controls, Reviews and Reporting Support
5.1. Introduction
5.2. The Nature of Project Controls
5.2.1. Control Information
5.2.2. Task-Tracking
5.2.3. Team Controls
5.2.4. Cost Controls
5.3. Project Review and Status Support
5.3.1. Formative Phase Reviews
5.3.2. Change Reviews
5.3.3. Risk Reviews
5.3.4. Quality Reviews
5.3.5. Summative or Post-Implementation Reviews
5.4. Document Administration
5.4.1. Project Team Documentation
5.4.2. Budget Administration Documentation
5.4.3. Meeting Administration Documentation
5.4.4. Technical Document Administration
5.4.5. Project Outline, Brief and Charter Document
5.4.6. Project Feasibility Documentation
5.4.7. Project Business Plans
5.4.8. Project Change Documentation
5.4.9. Progress Report Documentation
5.4.10. Project Closure Reports
5.4.11. Impact Assessment Documentation
5.5. Project Administration Reviews
Conclusion
Quick Review Questions
Additional Reading
Chapter 6
Project Team Support and Self-Management
6.1. Introduction
6.2. Supporting Project Team Development
6.2.1. Characteristics of Effective Project Teams
6.3. Team-Building Support
6.3.1. Phases of Team Development
6.4. Dealing with Team Conflict
6.4.1. Causes of Conflict
6.5. Supporting Team Performance
6.5.1. Team Assessment and Performance Appraisals
6.5.2. Monitoring Project Progress Per Milestone
6.5.3. Identifying Developmental Needs
6.6. Supporting Project Management Across Cultures
6.6.1. Overcoming Cultural Stereotyping
6.7. Self-Management
6.7.1. Self-Awareness
6.7.2. Self-Motivation, Personal Goal-Setting, and Prioritization
6.7.3. Positive and Productive Work Habits
6.7.4. Stress-Resistance
6.7.5. Time Management
6.8. Personal Values, Ethics, and Professionalism
6.8.1. Project Codes of Ethics and Professional Conduct
6.8.2. PMI’s Ethical Decision-Making Framework
6.8.3. Conflict of Interest
Conclusion
Quick Review Questions
References
Additional Reading
Glossary
Project Process Concepts
Project Role-Players
Project Governance and Support Structures
About the Author
Index
Blank Page
