The following Course Learning Objectives relate to this assignment: · Learning Objective 1: Understand Project Management methods and metrics, and how they contribute to Project success. · Learning Objective 2: Recognize that ongoing improvement requires the implementation of process changes through disciplined projects. · Learning Objective 3: Provide leadership to Supply Chain departments, teams and partners to achieve productive and enthusiastic teamwork. · Learning Objective 4: Measure the performance of both technical and human resources and put in place the changes necessary to ensure long-term Supply Chain excellence · Learning Objective 5: Make management decisions with full awareness of ethical and environmental obligations, understanding that success is measured across a wide spectrum of criteria. This third individual assignment paper for the course will require you to assess and apply Enterprise Project Management (EPM). Using EPM provide an example of a project you completed professionally, academically or personally and apply the four components of EPM (process, people, technology, and organization). Also, consider the five project success factors and how they apply to your example. Paper should be 2-5 pages in length, follow APA format, 12pt font and double-spaced. (125 Points) This paper is your opinion based upon and substantiated by the research you have conducted primarily through reading the course text and supplemented by any additional resources. You should add a reference(s) to the text within your paper to add context and support to your key points. Remember you must cite your sources at least once in the paper and you must use APA. For additional information on how this paper will be graded, please see the assignment rubric in Blackboard. The questions and comments below are designed for you to read and consider before turning in your work. Your paper should address the following items (not necessarily in this order): · Discuss the four components of EPM · Provide your example which aligns with the concepts of EPM · Analyze how your example relates to the five project success factors · Summarize your thoughts in the form of an introduction and conclusion paragraph

Enterprise Project Management is a newly integrated concept that focuses on place, processes, technology, and organization to adopt a successful business strategy. This system operates on a well-integrated and holistic approach to achieve optimal success. This paper explores the critical elements of Enterprise project management and reviews its role in ensuring the success of a project.

At the top of the list is the people part. People are the key drivers of success as they orchestrate the path for all other resources. Without the people aspect, there would be no projects and services due to a lack of services (Brandi, 2010). As a result, people are located at the top of the hierarchy. For a project to be successful people capitalize on technology, curate processes, and manipulate time to make informed decisions that protect the interests of the consumer. In this light, people should be part of the Enterprise Project management process planning and design.

Another significant component of the golden triangle is the technology element. Technology plays a crucial role in achieving success in Enterprise projects, especially in today’s competitive world of business. With the advent of new and advanced technologies, information processing, storing, securing, and displaying have become a critical part of enterprise project management success despite the industry.  In addition, the drastic changes in the cyber environment can be attributed to the huge reliance on accurate, relevant, and timely information to make informed decisions backed up by data projecting the current and future expectations of a company. In this regard, technology has been classified as a pertinent factor in Enterprise Project Management.  Given the immense benefits of timely, relevant, and accurate information on the business’s success, it is pertinent that technological techniques be allotted as a priority during the strategic design and planning process.

Traditionally, the process is defined as the systematic approaches taken in chronological order to achieve particular goals. In today’s contemporary world of business, processes are critical features in determining the success of a project. EPM inconspicuously relies on identifying problems, prioritizing activities, making necessary adjustments, foresee risks, and allowing for contingencies when planning. Processes serve as primary building blocks in enterprise project management; therefore, they are liable to changes by stakeholders during the design and planning. For a process to be implemented in a project, it must align with the stakeholder’s goals and objectives and merge emerging gaps and issues (Cathy, 2016). In this regard, processes should be installed throughout the life cycle of an enterprise management system. It is paramount for organizations to abide by the design processes, implemented in the initial stages to enhance continued success.

The organization provides a platform for the implementation and execution of enterprise project management. With the continuous advancement in technology, organizations are creating more platforms to host enterprise project management. In this regard, project managers partner with multiple organizations to set up structures that accommodate and support EPM (Kirstie, 2020). These structures should be designed to promote organizational efficiency in the preliminary stages to enhance successful enterprise project management. However, project managers should employ extra caution to consider any limitations or constraints that organizations can impose on the EPM. Traditionally organizations act as a building block for the EPM systems but do not interfere with the planning and methodology at the design phase. Most of the organizational functions operate on a short-term basis and allow the EPM systems to be autonomous.

A classic example of a project initiated and executed by EPM is a technology project for a multi-national company aiming at cutting costs on production and labor, using a standard software development lifecycle. Initially, this project involves designing the enterprise methodology and plan to execute the project. During the design phase, people will be the first point of contact to plan the key roles and responsibilities. This process will also encompass a review of existing and relevant technologies and the appropriate organization to host the EPM systems.

Project success is evaluated based on team composition, change management, communication, management support, technical implementation, business plan, and vision (Nah & Delgado, 2006). These key performance indicators factor all types of a project. For example, in technological restructuring, the project undergoes the change management phase. All parties involved must be ready to smoothly transition and upgrade to different technological components to achieve their goal. In technology, projects exhibit feature slips that should be solved through an effective and efficient communication channel. There is also a need to implement robust technological features and techniques to achieve the intended functionality. The technology project also deploys a business plan and vision to ensure all the processes are fully supported and orchestrate the path to success (Westered, 2003).

In surmise, Enterprise Project Management is a detailed concept that focuses on people, time, technology, process, and organization to enhance the success of a project. Through a concise design, planning of these critical elements, EPM allows organizations to run multiple projects effectively and efficiently. Today, many organizations use well-established EPM systems such as standard software development lifecycle to manage resources with the continuous advancement in technology.

References

Brandi, N. (2010). Technology Trinity” for Project Managers: People, Process, and Technology. Retrieved from PM: https://www.projectmanagement.com/contentPages/article.cfm?ID=284397&thisPageURL=/articles/284397/-Technology-Trinity–for-Project-Managers–People–Process–and-Technology#_=_

Cathy, B. (2016). People, process & technology – why is it important to consider all 3? Retrieved 2021, from Analyze: https://analyze.co.za/people-process-technology-important-consider-3/

Kirstie, M. (2020). People, Process, Technology (and Partners): An Introduction. Retrieved from BMC: https://www.bmc.com/blogs/people-process-technology/

Nah, F. F. H., & Delgado, S. (2006). Critical success factors for enterprise resource planning implementation and upgrade. Journal of Computer Information Systems, 46(5), 99-113.

Westered, E. (2003). The Project Excellence Model®: linking success criteria and critical success factors. International Journal of project management, 21(6), 411-418.