Chain management, or SCM, is the management of the stream of products and services. SCM entails the shipping and stockpiling of principal (raw) materials as well as final brands from the point of manufacturing to the customer. Several mediums and adjustable organizations are committed to supplying products and offerings required by clients, resulting in tremendous interrelations. SCM is also responsible for operations such as regulation, organizing, implementation, layout, and tracking in order to establish net worth, influence the international supply chain, and match supply with consumption. Supply chain management is predicated on four primary variables: business process governance, transportation, purchasing, and information technology, all of which strive for an incorporated strategy.
Aside from the general interpretation of SCM, there is also a consumer-based description of SCM, which states that “supply chain practices necessitate an overall systems perspective of the connections in the sequence that operate competently collaboratively to establish customer contentment at the final stage of distribution to the customer.” As a consequence, expenses must be reduced all through the supply chain by eliminating wasteful expenditures, movements, and managing. The principal emphasis is on effectiveness and expanded valuation or the perspective of worth by the consumer. Efficiency must be improved, and constraints must be eliminated. The purpose of this article is to explore the best practices from chain management when managing high-profile projects, challenges that supply chain management poses to project managers and ways in which PMBOK can help project executives effectively obtain the essential resources to manage high-profile initiatives.
Discuss at least three best practices from supply chain management that project managers should use when managing high-profile projects.
When overseeing high profile initiatives, project executives should take a variety of strategies. This is due to the fact that the initiatives are typically sensitive and are intended to produce more outstanding achievement scores. The first best practice necessitates the formation of a controlling chain committee by the project leader. The primary goal of this is to offer the essential path to aid in the execution of the corporation’s principal strategic approach. The committee’s partnership should involve the supply chain group’s supervisor, organizational directors, corporation unit executives, and other highly impactful representatives within the entire corporation. The ruling committee’s articulate establishment offers a discussion board for efficacious functional interactions (Jennex, 2008). When a corporation has an influential ruling committee, project leaders establish a chance to offer supply chain monitoring with the necessary governance and relevant data regarding prospective approaches and projects.
The second-best technique is to allocate staff and organize the supply sequence appropriately. High-end project management can be a challenging task for project supervisors. Correspondingly, it can be challenging to coordinate supply chain operations in a way that maximizes efficacy and brings a start-up gain to the corporation. Developing the finest supply chain assists the corporation in managing its employees as well as its stockholders. Arranging the supply chain encourages a more centrally controlled and efficient mode of working. Several corporations that have formed substantial improvements have used this type of establishment and established a hybrid strategy to achieve the decentralized implementation required for improved service delivery.
Developing technology to task for the corporation is another crucial best practice. Project executives should choose apps and software’s that is easy to use and create an organized workflow centred on the innovation of choice. To achieve the objectives of technology usages in a venture, executives should first evaluate the operation that requires improvement before selecting a technology that perfectly suits and appeases the practice. Smoother and more regular connectivity unquestionably facilitates business processes. Also, cell phone technologies and meaningful communication can foster a more vital perception of unification and advancement from the ground to main departmental offices. Managers are frequently on the move, but enhanced information sharing and accessibility to meaningful information can help managers stay in touch with what’s going on in the supply sequence.
Discuss at least three key challenges that supply chain management poses to project managers who are managing high-profile projects.
A dearth of supply chain endorsement High-level Management. The absence of endorsement from supply chain senior administrators is one of the most significant difficulties that supply chain management presents to project executives handling huge initiatives. The acquisition of the required devices is required for any project to proceed. As a result, the project leader must have the backing of senior management. Initiatives that do not appear to be critical are often overlooked. Such initiatives can easily fail due to a shortage of assets. When trying to compete for resources within the corporation, the project leader should prioritize high-profile initiatives so that they can be completed first.
The 2nd obstacle that project leaders may encounter is a lack of communication stream from the supply chain unit to the project management department. Due to the initiative’s lower priority, supply chain leaders may have restricted communication with project supervisors. This implies that if the initiative requires additional assets, the leader may find it challenging to obtain them due to the interaction failure. A lack of involvement from the supply chain leads to a collapse in information exchange. Communication should invariably be consistent because it is one of the most critical variables in a venture’s achievement.
Inadequate project group outsourcing. Another issue is a lack of group and machinery outsourcing. It is the responsibility of supply chain administration to make sure that the initiative obtains all of the resources required for an effective outcome. If the supply chain unit does not efficiently interact in obtaining the required details, the initiative may struggle to meet its strategic goals.
Discuss how PMBOK can help project managers to properly acquire the necessary resources to manage high-profile projects.
The Project Manager Body of Knowledge is a tried-and-true conventional technique that is broadly utilized to supplement a variety of developments. It arises with broad agreement on its worth and utility. PMBOK is required for executives to obtain the techniques needed for high-end initiative administration. This is due to the fact that the specifications utilized to acquire accreditation are predicated on the initiative reviews from a variety of corporations. The primary benefit of employing this approach is that the assets have already been conditioned. This procedure is beneficial for several purposes. Project managers can use this approach to centralize project processes throughout all specializations. This implies that those extracting the initiative can perform so in the same way as those distributing it. The 2nd benefit is that it allows project executives to operate with a more formalized framework in the workplace. Someone who works for one corporation can conveniently shift to another or a varying unit within the same corporation. It also demonstrates what performs finest for the corporation in terms of a venture (Ayers, 2013). The techniques that have been recorded are simple to implement. It can also help the project group comprehend the risks linked with specific initiatives. Any project executive who is totally conversant with this framework can personalize and adjust their project procedure to meet the corporation’s necessities.
The PMBOK structure
The structure comprises five significant clusters, ten knowledge areas, and 47 project managerial mechanisms. Initiation, organizing, tracking, accepting, and controlling are the knowledge area groups.
Initiating
During this procedure, the operations of the group teach people the abilities they require to delineate and start the project efficiently. It entails obtaining all necessary approvals, establishing job directives, and establishing a safe and efficient rational advancement of the initiative. This practice lays the groundwork for the succeeding project’s accomplishments.
Planning
The ultimate and most important phase is planning. It establishes the overview of the procedures required to describe the entire context of the venture. It entails developing an organizational strategy, optimizing workflow, and afterwards starting to gather the preferences required. For project executives, the process categorization identifies and categorizes all venture objectives and aspirations. Executives must abide by the PMBOK framework in order to obtain the essential assets to handle a high-profile initiative because the framework informs executives what will be required at any phase of the initiative. The framework encourages the efficient administration of any initiative with no omissions. Several initiatives may be highly complicated, and the executive may not be prepared to accurately predict what will be required to ensure the venture’s accomplishments (Meng, 2012). As a result, project executives should utilize the PMBOK framework to project the assets that must be obtained prior to the initiative’s start.
References
James B. Ayers. (2013). Supply chain project management: A structured collaborative and measurable approach eBook.
Murray E. Jennex. (2008, January 1). Knowledge management: Concepts, methodologies, tools, and applications (6 volumes). IGI Global: International Academic Publisher. DOI: 10.4018/978-1-59904-933-5
Xianhai Meng. (2012). The effect of relationship management on project performance in construction. ScienceDirect.com | Science, health and medical journals, full-text articles and books. https://doi.org/10.1016/j.ijproman.2011.04.002
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