Integrated Project Management

Enterprise environmental factors are the methods which deal efficiently with the political, cultural and legal environments in which the project is functioning inside the corporation. The organization chosen is Quasar Communication Inc.

Factor 1 - Organizational Culture, Governance and Structure

The project managers of this organization are liable to control and monitor all the projects functioning in the corporation. To prevent all the inner corporational disputes and various hurdles like organizational structure and culture which are needed to be implemented by the corporation. Hence, the method of hierarchical management openly affects the details of the project management (Mesa, Molenaar & Alarcón, 2019).

Factor 2 - Research and Development for Handling the Project

To handle the project of the organization, the project manager is held liable to launch the novel projects that can be introduced in the market. The project manager is cooperating with the quality manager, auditing, and monetary manager to ensure that the engineering requirements are met.

Factor 3 - Large and Small Customer Project Management

To manage the large and small consumers personally greater advertising tactics should be implemented and assessed by the project managers of the particular organizations. The commerce tactics established by the corporation was constantly emphasized more on a large segment of the customers than small customers, therefore, exceptional marginal partial misfortunes are to be determined (Vanhoucke, Coelho & Batselier, 2016). The ongoing human resource management system of the corporation should rely upon the correspondence networks.

Factor 4 - Capital Equipment for Project Management

The company needs to assess its all the vital projects needs such as adequate finances for the devices which should be determined by the project executives. The project needs to determine the adequate organizational correspondence method to deduce the inner corporation and inter corporation faults (Zhang, Cao & Wang, 2018).

Propose a Tool, Techniques Intended to Use for Qualitative or Quantitative Impact Analysis of EFF

Proposed tool

The company is fronting foremost correspondence concerns to deduce the correspondence stage faults for this specific situation the opted technique is discussion boards. It is assumed that through discussion board the project manager and the associates will be capable enough to interchange their opinions with one another.

Proposed technique

Moreover, the proposed method for the adequate correspondence tool for the corporation is interactive open communication. With the implementation of this precise correspondence method, the project lead will be capable to interchange their ideas of thoughts with one another (Project Management Institute, 2017).

Justification on The Reason for Which the Selected Tool or Technique Is Appropriate

The corporation is a $350 million segment of communication system international which comprises of 340 individuals in where there are more than 200 staffs who are engineers by profession. For the training of all the team associates of the project, the corporation is emphasized to establish dignified project management training and development program for the staffs who are operating for the corporation. To achieve the competitive advantage and operational business income, the corporation has emphasized on four aspects i.e. appointment of four employees to manage 12 extensive numbers of customers, the appointment of five associates for squat customers, three employees are appointed for research and development and one staff is appointed for the persistence of capital equipment projects.

References for Enterprise Environmental Factor

Mesa, H. A., Molenaar, K. R., & Alarcón, L. F. (2019). Comparative analysis between integrated project delivery and lean project delivery. International Journal of Project Management, 37(3), 395-409.

Project Management Institute. (2017). A guide to the project management body of knowledge (PMBOK Guide) (6th ed.). Newtown Square, PA: PMI.

Vanhoucke, M., Coelho, J., & Batselier, J. (2016). An overview of project data for integrated project management and control. Journal of Modern Project Management, 3(3), 6-21.

Zhang, L., Cao, T., & Wang, Y. (2018). The mediation role of leadership styles in integrated project collaboration: An emotional intelligence perspective. International Journal of Project Management, 36(2), 317-330.

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