BQM 444 – Project Management
June 22, 2014
Mr. Jerry A. Mosier
Southwestern College Professional Studies
Projects come in different sizes and range from developing software to building a skyscraper. Every project regardless of size or industry needs to have a project management system in place. Aphale (2014) explains “Project management has emerged as a crucial factor that determines the success of an organization” (para 3). A project management system can be efficiently and effectively used to manage a project while meeting the time, budget and scope requirements in the contract. Project management involves planning, scheduling, executing, monitoring, and terminating a project. Within these five phases or stages of project management are other tasks that must be completed. Project management is difficult and project managers have to develop systems to assist project team members in their assigned tasks. One of the systems in project management, which falls under monitoring, but is actually in effect from the planning phase, is control systems. Control systems make certain that the project manager is in control of the project’s processes and aligns reality with what was planned (Mantel & Meredith, 2012, p. 475). This paper will examine project management and control systems; it will also highlight how Hueblein, Inc. implemented project management and controls systems to improve the way they managed all of their projects.
Hueblein Inc., develops, manufactures, and markets consumer food and beverage products domestically and internationally. Hueblein Inc. had a 10 step “capital project process” to oversee projects in the organization. The organization realized this process was not working and they had to develop and implement project management and control (PM&C) systems. Heublein Inc. did not want to implement a project management system that was already in place in another organization or a basic template for project management. They wanted a project management system that reflected the diversity of their business (Mantel & Meredith, 2012, pp. 268-269). Hueblein Inc. understood that the staff did not have any experience in project management or control systems, so they decided to hire a consultant that was knowledgeable in these two areas and had experience dealing with this type of organization. According to Mantel & Meredith (2012), “[the consultant for this task must have] the requisite knowledge, compatibility with the style and goals of the firm, and the ability to communicate to all levels and types of managers…..because of the diversity of the engineering department structures and personnel involved” (p. 269). After the consultant was selected, the program manager was selected from inside the organization. Once the right staff was in place, they established several ground rules concerning the project management and control systems implementation process.
The consultant was instructed that the project management and control systems were to be developed as unique as the individual groups in the organization. The consultant was also notified that the directors of each group would be hands-on in the design and implementation of the project management and control systems. This would ensure that directors have a sense of ownership and since they have experience in the systems and also understand what each system needs (Mantel & Meredith, 2012, p. 269). When developing these systems, Heublein Inc. ensured the systems would reflect the way the company was structured, the types of projects that they will undertake, and the personnel in each group. Mantel & Meredith (2012) explains:
“The emphasis was to be project planning as opposed to project control. The purpose of PM&C was to achieve better performance on projects, not catch mistakes after they have occurred. Success was the goal, rather than accountability or