Dramatic Growth Demands Spur Unisia
PRMSTM V. 8.4 Support---YangHui(1000819060)


3. According to the article, there were more problems discovered during the whole project implementation. Do you think this project was successfully managed? In your own opinion, what caused these discoveries to occur (in other words,” what went wrong?”), and what do you think should be done to avoid these?

Frankly speaking, I cannot say this project was successfully managed absolutely.
But actually there are many respects can be consummated.
There are many factors to determine the success of a project, such as executive support, user involvement, and experienced project manager. Project manager must not only strive to meet specific scope, time, cost, and quality goals of the project, but facilitate the whole process to meet the needs and expectations of the people involved in or affected by project activities, which means the human resource, communication, risk and procurement management.
I think these discoveries occurred because of the drawbacks of the project planning and the neglect of the relation of the process groups and the knowledge areas, which finally due to the manager’s influence.
In my opinion, to avoid these, the relationship between the process groups and the knowledge areas play an important role. Every stage of project management process groups can be related with the knowledge areas, which can make the project more detailed visible. And the manager must take the triple constraints into account.

4. The SCL consulted the UGC in previous project in 1998, and it turned out to be a successful project. Instead of repeating the same success, this PRMS project produced a lot of issues during the implementation. In your own opinion, why SCL could not repeat the same success (without any problems) during this second round? Explain your points; you can suggest solutions to better elaborate your points.

As everyone knows, things are changing all along, as well as the development of a company. As the SCL consulted the UGC in previous project in 1998 successfully, the SCL can treat it as a useful experience, but they did not repeat the same success. Because after that success, there were really many changes internal or external in both of these two companies. SCL must take the development of itself, the needs of its clients and also the external environment into account, as well as the improvement of the use of PRMS. After a long period of development, the needs for UGC to the PRMC have reached a higher level.
What’s more, a project should be developed using progressive elaboration.
Considering the above factors, we can see the SCL focused on the integrated change control, which involves identifying, evaluating, and managing changes throughout the project life cycle. If SCL repeat the same success during the second round without any improvement, though there are no any problems, it cannot improve that the company has developed in any areas. So in a project integration management, the manager in a company must know the changes and analyze, then control them. And offer the project depends on the clients’ needs.
So in order to satisfy the needs to the project PRMS for UGC currently, SCL could not repeat the same success, but must make some improvements.