Project management methodologies

visualise counseling methodologiesPart 1A methodological analysis is a regulate up of guide derivations or principles that can be tailored and employ to a unique(predicate) situation (Jason P. Charvat, 2003). IT see to it solicitude Methodology is characterized as a collection of methods to perform highly structure planning, scheduling and scoping of IT figure in indian lodge to deliver welcoming products or function to clients (Jason P. Charvat, 2003). A softw atomic number 18 package education methodological analysis refers to the frame sketch that is enjoymentd to structure, plan, and control the turn of developing an entropy system (Selecting a Development Approach, 2008). A successful scheme commission methodology aims to structure the processes of pencil lead cat to a satisfied callinal by undertaking certain ripe perspectives and logical sequences of processes inwardly the rove increase aliveness cycle.A reasonable plan counsel methodology is cru cial to bridge the cap among rough intent plans and particular propositioned technical matters. According to the figures from KPMG International, 81% of companies reported an increase in the number of new IT att give the sacks in the past 12 months(2006), and 88% reported an increase in the complexity of cyphers (Ann Bednarz Denise Dubie, 2006). Generally speaking, IT check is relatively to a greater extent complex and technical than in former(a) disciplines. During the life sentence cycle of IT send, the methodology is used to observe the post of get ahead at each phase. At the same time, due to diverse nature of information technology dispatch, acceptable IT watch focus methodology ensures the wide-cut device on the right trail and consistency of process, and reviews the further possible modifyments by evaluating current strategies and progresses. Regardless, clear IT solicitude methodology is a small process to manage the ascertain activities precisely an d greatly increase the odds of jut success (Stephen B. Page, 2002). learning technology p casetariat forethought methodology commonly consists of five major components, which ar initiating, planning, executing, controlling and terminal of toil (Kathy Schwalbe, 2006). The five phases be interrelated, and each of these components represents a specific phase of barf evolution life cycle. For example, planning processes involve several comprehensive aspects of the find place, such as order of business focal point plan, scope direction plan, cost estimates, possible training and procurement plans, and so on, defining each related knowledge playing atomic number 18a at that point in time (Joseph Phillips, 2004 Kathy Schwalbe, 2006). From the big picture, the executing processes require the closely imaginations and time, following by the planning processes (Kathy Schwalbe, 2006).Softw are development is a phase of software production. It includes all stages of activiti es to develop software which meets the of necessity of clients and potential user groups. The term Software development is divergent from take to instruction, as software development usually falls under the execution phase of get word heed. In former(a) word, software development is a subset of project focusing. However, they still have whatsoever other overlaps. For software development lifecycle, it still incorporates close to sections from planning processes, monitoring and controlling processes. In addition, the software development cannot be self-sufficient and independent from project focusing as the development process is the inner cycle of IT project. Furthermore, the software development methodologies and IT project precaution methodologies are to a fault inter link up save differ from each other. The aim of software development methodologies is to provide a frame accomplishment to assist and clarify each unmarried phase of development lifecycle from the start t o completion, and improve overall performance of software product. Whereas IT project counselling methodologies focus on the entire procedures of activities refer in the project life, an IT project itself not only contains certain amount of software development tasks exclusively also other correlated preliminaries and later stage finalizations. For instance, an IT project could be split into distinguishable streams, deployment component is part of the project and it operates under the project management methodologies. The software development methodologies only monitor the stage of software development, hardly IT project management methodologies are also employed to assist the running of the full-page project (Kurt Bittner Ian Spence, 2007). In general, IT project management methodologies widely spread on the project management template. They are the guidelines to assist software development kind of technical activities and planning stage kind of administration activities.Pa rt 2The competent tar of IT projects means the project is capable of using optimized amount of identified and allocated resources to deliver products or services to clients. It mainly focuses on the integrated resource use by the project whereby time and budget are two indexs. The minimized acquisition cost of project from start to completion defines the basis of efficient delivery. The term Triple Constrains is defined as scope, time and budget. The scope factor is used to measure the legalness of the project. The efficacious delivery of IT project suggests that the project provides desired take aim of quality and enables clients to use the products or services effectively (Wim Van Grembergen, 2001).The use of IT project management methodologies is considered important in the efficient and effective delivery of IT projects. In general legal injury, the balance of scope, time and budget is al charges crucial for IT projects success. It helps to reduce the cost of a project by effectuateing more workload with lower amount of resources and a shorter time frame with kayoed every get down of quality (Stephen B. Page, 2002). This goal is pass ond only by applying enamour methodologies to project management. Moreover, a clear methodology ensures the entire operation of project is following predetermined sequences of processes and enables monitoring the project in terms of cost, timing and schedule (Jason P. Charvat, 2003). Since the operation of project is capable of optimize using allocated resources, the project maintains a good balance spatial relation in terms of time and budget. Budget control, shock deadlines and fulfill the general client requirements are demand to reach the scope of high quality project (Stephen B. Page, 2002). At the same time, a clear comment of scope is very important to successful completion of project and positive feedbacks from users in order to accomplish the aims of effective delivery of IT projects.A standard IT pro ject management methodology enables different parties in the project team up to unify interdepartmental activities. Although it is inevitable to encounter conflicts and possible confusion between team members during the project life-cycle stages, an appropriate methodology should be applied to resolve the technical or non-technical conflicts by certain approaches. For instance, the methodology authorizes project manager to acquire sufficient information virtually the conflicts by looking by means of the contrary parties point of views (Stephen B. Page, 2002). If the conflict is a technical issue, the resolution process could be done by involving both parties and a technical expert to search for an ideal resolution which is indentified and agreed by all parties (Stephen B. Page, 2002). However, for non-technical conflicts, project manager or other senior managers should attempt to help it out as soon as possible via different ways (Stephen B. Page, 2002). As mentioned above, redu ction of internal conflicts is able to cut back the hazard cost, which has assisting effects on efficient and effective delivery of IT project. In general, conflicts would result in consuming senseless resources of the project, but it could still be proficient to the project as the resolutions whitethorn produce more effective ways of performing tasks (Manjeet Singh), or possibly reduce the risks of failure.Furthermore, an early introduction of formal IT project management methodologies adds critical values to the project itself. It is extremely important to clarify all intended processes, procedures and documents required in each phase in advance kick-off (Stephen B. Page, 2002). Early stage of methodology notification provides a roadmap to all stakeholders. This produces interactive effect, which could possibly minimize the total amount of resources committed to the project (Harold Kerzner, 2004). In addition, the methodologies are enhanced by means of the valuable insights f rom the pre-discussion at the beginning of the project (Harold Kerzner, 2004). Otherwise, delay in obtaining the information about methodology leads to redundant waste of time and efforts. It is unclear for each party involved in the project to produce demanded deliverables. assertable tranquilityart or backtrack to initial start point would be required in order to reproduce intended consequences.To sum up, appropriate use of IT project management methodologies bring various kinds of benefits maculation undertaking IT project. bulge managers also need to aware of the proper time to introduce the methodologies to team members.BibliographyAnn Bednarz Denise Dubie, November 15 2006, hear management software can curb IT inefficiencies, Network World, viewed 18 March 2010, .Harold Kerzner, 2004, Advanced project management best practices on implementation, John Wiley Sons, Inc.,Hoboken, upstart Jersey, p. 116.Jason P. Charvat, 2003, devise management methodologies selecting, im plementing, and stakeing methodologies and processes for projects, John Wiley Sons, Inc., Hoboken, New Jersey, p.3. pp.10-11.Joseph Phillips, 2004, IT project management on track from start to finish, The McGraw-Hill Companies, pp.459-406.Kathy Schwalbe, 2006, Information engineering parturiency Management 4th Edition, Thomson Course Technology, p. 72, p. 95, p.110.Kurt Bittner, Ian Spence, 2007, Managing iterative software development projects, Pearson Education, Inc, p.550.Manjeet Singh, Resolving conflicts, drawMinds, viewed 21 Mar 2010, .Stephen B. Page, Aug 14 2002, the key to meet a successful project manager, TechRepublic, viewed 21 Mar 2010, .U.S Department of Health Human Services, March 27 2008, SELECTING A DEVELOPMENT APPROACH, U.S Department of Health Human Services, viewed 17 March 2010,.Wim Van Grembergen, 2001, Information Technology Evaluation Methods Management, Idea Group Publishing, p. 214. throw away Management Methodologies cast Management Methodologies LITERATURE REVIEW2.1 insane asylumIn this chapter the literary information of this interrogation are analysed and discussed leading to the unanswered question which this study answers finished the research and data analysis. This chapter is analysed thorough a research done using numerous books and journals related to this research area.Project management (Woodward, 2007) is a key to companies adopting business improvement methodologies such as Six Sigma, which improve their efficiency and competitiveness in the market. Project management is a core capacity for a gild to maximize the effect of the methodologies to be used for the research. In the past Organizations have been mainly focused on the development of their products lifecycle and ensured that their project management practitioners have had the required knowledge in the form of procedures, tools and techniques. Companies have seek to improve their project management competency through structured training programs.In this chapter the project management methodologies used for developing the project in an fundamental law is discussed in this chapter. The process of project management methodology in a project is analysed in depth ground on PRINCE2 methodology and the process of Project Management department is evaluated by investigating project management department in Infosys technologies limited. The project management team roles are investigated and their responsibleness in a project is analysed by the author in this chapter.2.2 Project Management MethodologiesKerzner (2005) defines a methodology is a set of guidelines that can be applied to a specific situation during a project. In a project environment, these guidelines might be a list of things to do. A methodology is of a specific approach, templates, forms and even checklists used over the project life cycle.The project methodology is the work of all team members involved in the project end-to-end the life cycle of a project to for the project success. The project management methodologies (OGC, 2005) arePRINCE2PMBoKMethod123TenstepsCOBITPRINCE2 is a true framework developed and instituted in the UK under the Office of Government Commerce (OGC) a government agency System Development sprightliness Cycle (SDLC), the classic waterfall approach and Solutions-based Project Methodology and a simplified approach for the consultants to work for the clients. The Ten Step methodology comes to project management frameworks and appear to be only two or three that are generally relevant. The Development Methodologies, i.e. management of the technology including information technology and software development in particular are suitable to complete the project. The process includes the project management methodologies and classic mental synthesis development by a way of comparison.The Office of Government Commerce (OGC) adopt the principle of do its copyright materials such as PRINCE2 widely available to use for developing th e project, the only cost incurred is the buy of the manual. OGC has encouraged supplier organisations to provide a competitive range of tools, training and other services to support the users. With the development of PRINCE2, OGC is keen to ensure the best package of products and services that are available to the users. OGC has also established collaboration partnerships with a number of organisations specifically to provide support for PRINCE2 and the related areas of Programme Management and the Management of Risk. (OGC, 2005)PMBoK, Method123 and COBIT (Lewis, 2002) focus on the technology and focus more on a generic project management approach. The methodology to use based on the organizational requirements is of Light and Heavy methodologies, the project surface and complexity ordain affect the type of methodology to be selected. Managing the project and managing the technology is by applying the appropriate methodology, project managers are likely to deliver the solutions based on the client requirements. The two types of methodologies are Project management methodologies and Development methodologies. The project framework of project management methodologies consists of eight chapters as follows (Lewis, 2002)1. Understanding Project Methodologies2. Project Methodologies Explained3. Project Management Frameworks4. Development Methodology Selection and Utilization5. Implementing Project Methodologies6. Supporting the Methodology7. Project Templates and Techniques8. Project Processes and TrendsA methodology (Nicholas, 2001) of managing projects observed that projects have common characteristics that can be formalized into a structural process to manage projects more effectively. The project development process and the development methodology are the means of getting from segment to segment. The methodology provides a means for selecting the degree of project management appropriate to the project. Each phase can typically be brought to pulley-block in some logical way ahead the following project phase begins and each phase results in discrete deliverables which provide the starting line point for the near phase. Cost and schedule estimates plans, requirements and specifications are evaluated at the end of each phase, sometimes before deciding whether to continue with the project. Adopting an incorrect methodology or having no project framework in an organisation might cause a (Pinto, 2000) Schedule and cost slippages, Mis discourse in spite of appearance the team, Wasting time on administrative tasks that have no purpose, Reliance on technical wizardry to get projects done, and Project management burnout.The project management department get the message crosswise senior management which briefly explains the capability maturity exemplification (CMM) and its five levels in it as sets of strategies for improvement. The CMM levels are Initial, Repeatable, Defined, Managed and Optimized. The project management methodologies ta ke a leading role in a company and it needs to be good in a fewer areas (Cleland and King, 1998) Project management philosophy is firmly entrenched Project management is a core competency The company is focused on making projects succeed Processes and infrastructure are in place stiff reporting is established Both project methodology and development methodologies are well documented Project staff is provided continuous training Project information is communicated continuously Projects are monitored against performance note and delivery excellence are built in Projects are routinely auditedDifferent methodology proponents use different labels, perhaps to differentiate their products. In all the methodologies described while the offset several items in the list are dealt with, the remainder is absent. It is almost as though the author was interrupted in mid flying and never returned to the same spot. Similarly, some methodologies are mentioned but not described and others are des cribed but not listed in explanatory tables. (Meredith and Mantel, 2005)2.3 PRINCE2 Project Management MethodologyCCTA (1996) defines a PRINCE2 as a management environment for the purpose of delivering one or more business products according to a specified worry field is needed to produce a unique and predefined result at a pre-specified time using predetermined resources. A PRINCE2 project consists of the following characteristics (Wearne, 2006)A finite and defined life cycle,Defined and measurable business products,A corresponding set of activities to achieve the business products,A defined amount of resources,An organisation structure,with defined responsibilities, andto manage the project.A PRINCE2 project is driven by its business case which describes the organisations defense, commitment and rule for the projects outcome. The business case is regularly reviewed with the projects progress to ensure the business objectives, which may well diversity during the life of the p roject till the objectives are met. The projects are of different groups of good deal involved, including the customer, one or more suppliers and the user. PRINCE2 is knowing to provide a common language across all the people involved in the project. convey customers and suppliers together generally involves contracts and contract management. The aspects of PRINCE2 recognise the need to provide projects with necessary controls and breakpoints to work successfully in spite of appearance a contractual framework. (Burke, 1999)PRINCE2 (Colin, 2005) is a method for managing projects and it helps to work out who should be involved and what leave alone be their responsibilities to complete the project successfully. It gives a set of processes to work through and explains what information should be gathered along the way. PRINCE2 is a process-based approach to project management. The processes define the management activities to be carried out during the project. PRINCE2 describes the components that are applied in spite of appearance the appropriate processes and recommends a number of techniques to be utilised for the process.The PRINCE2 process model consists of eight distinct management processes and the activities from setting the project on the right track through controlling and managing the projects progress through to project completion. The innovationning process is triggered by many of the other processes. The key to successful use of the process model is in tailoring it to suit the needs of the individualistic project. (Bradley, 2005)2.3.1 Directing a Project (DP)This process is performed by the Project maturate (Project omnibus, Project coordinator and project officer) and describes the direction and key decision making of the project. This is the only process performed by the project board. Whenever a decision is made, the Project Board leave the descent Case, Project mean and Risk Log as the basis for that decision. (Bradley, 2005)The DP pr ocesses are managed by the project board passim the project from start-up to project closure. The DP process has five major steps (Baguley, 2004)Authorising the preparation of a project plan and business case for the projectApproving the project go-aheadChecking that the project remains justifiable at key points in the project life cycleMonitoring progress and giving advice as requiredEnsuring that the project comes to a controlled close2.3.2 Starting up a Project (SU)SU (Bradley, 2005) gives an idea about the project whether it is viable and worthwhile to process. It is classed as pre-project work and includes the activities with definition and distinguishment of the Project Management aggroup Preparation with a brief idea about the project. According to (Baguley, 2004) starting up a project is a pre-project process with five objectivesDesign and appoint the project management teamEnsure that the aims of the project are knownDecide on the approach which will be taken indoors th e project to provide a solutionDefine the customers quality expectationsPlan the work needed to draw up the PRINCE2 between customer and supplier.2.3.3 Initiating a Project (IP)This process prepares the information on whether there is sufficient justification to proceed with the project, establishes a sound management basis for the project and bring forths a detailed plan for as much of the project as management are in a position to authorise. (Baguley, 2004)IP is the first stage of the project. It lays the groundwork for the project and creates the Project Initiation Document (PID). The information contained within the PID expands on that contained within the project brief and will define in detail the project that will be delivered including standards which will met or maintained the Business Case and Project Plan. The following activities are all carried out during IP prior to assembling the PID. Refining the Outline Business Case and risks with information gathered or forecast during the creation of the Project Plan Identifying and agreeing an appropriate level of control for the project and defining the project communication plan creation of the project files, the Issue Log and Lessons Learned Log. If the project is managed in stages, the next gunpoint Plan will be created when assembling the PID. (Bradley, 2005)2.3.4 Controlling a arrange (CS)CS covers the periodical management of the project and it is where the Project Manager does their job. This involvesHanding out work to the teams,Monitoring that the work is progressing within gross profit margin and to the correct level of quality,Creation of Highlight Reports to send to the Project Board at a oftenness agreed when the controls were set during IP,Risk management,Logging and analysing the impact of issues, andResolving any problems or deviations within tolerance. (Bradley, 2005)2.3.5 Managing Stage Boundaries (SB)In order (Bradley, 2005) to maintain control over the project larger, complex or more godforsaken projects should be divided into stages. Each planned stage is approved by the Project Board before it is delivered. The Project Manager willCreate the next Stage PlanUpdate the Project Plan, Business Case, and Risk LogAnd any other information as appropriatePrepare an End Stage Report for presentation to the Project BoardSeek authorisation from the Project Board to deliver the next Stage Plan2.3.6 Managing Product Delivery (MP)MP (Bradley, 2005) covers the work of the Team Manager and a role dedicated to work with the specialist teams ensuring that their work is completed within any constraints defined within the spirt package agreement. In simple terms, MP coversAccepting the work from the Project Manager,Creating a Team Plan if appropriate,Getting the work done,Reporting Checkpoints at an agreed frequency,Carrying out any necessary quality checks, intensify the issues which has the work package tolerances, andReturning the completed work back to the Project Mana ger.2.3.7 Planning (PL)PL (Bradley, 2005) is triggered whenever the Project Manager or Team Manager appropriate and creates a plan. The process describes the production of a plan includingThe initial identification of the required plan formatIdentifying and describing the products that must be created together with any additional activities dependencies adherence and the scheduling of eventsCreation of the plan narrative.2.3.8 Closing a Project (CP)CP (Bradley, 2005) ensures that everything has been delivered to the customers satisfaction and ties-up any lose ends. It also ensures that the products produced are handed over to those responsible for their on going and future operation. All of the closure activities are subject to the Project Board confirmation that they are happy for the project to finish. Once the project closure has been completed the following information will have been created End Project Report Including the Post Project review Plan Follow-on Actions Recommenda tions and for each open Issue. For those currently open risks which may impact has been delivered during its operational use with lessons learned report both positive and negative lessons and Project file archive. The Post Project Review Plan will identify appropriate times for measures of benefit achievement.2.4 PRINCE2 in an governing bodyPRINCE2 (OGC, 2005) provides benefits to the managers and directors of a project and to an organisation through the controllable use of resources and the ability to manage business and project risk more effectively. PRINCE2 proven best practice in project management and it is widely recognised to provide a common language for all participants in a project in an organisation. PRINCE2 (Scott, 2002) encourages formal recognition of responsibilities within a project and focuses on what a project to deliver. PRINCE2 provides projects with a controlled and organised start, middle and end stock reviews of progress against plan and against the Business Case flexible decision point and management control of any deviations from the plan.The existence of a viable Business Case is confirmed at the start of the project, and verified throughout the project to form the basis of every decision made by the Project Board. The Business Case is a statement of reasons for doing the project and the benefits of carrying out the project balanced against a summary of the cost, timescales and risk involved in achieving the benefits (Turner, 2004). If the Business Case is no longer considered viable then the Project Manager will ask to close the project.The involvement of management and stakeholders at the right time and place during the process of a project plays an important role for the success of a project. Managers using PRINCE2 are able to establish terms of reference as a pre-requisite to the start of a project. A defined structure for delegation, authority and communication divide the project into manageable stages for more accurate plannin g ensure resource commitment from management is part of any approval to proceed provide regular but brief management reports and wait meetings with management and stakeholders to a minimum but at the vital points in the project. Those who will be at present involved with using the results of a project are able to participate in all the decision-making on a project involved in day-to-day progress and provide quality checks throughout the project and ensure their requirements are being adequately satisfied. (Kerzner, 2003)PRINCE2 suggests the projects that should be broken down into stages and the sub-processes dictate how each individual stage should be controlled. It includes the way in which the process is authorized and received. It also specifies the way in which progress should be monitored and how the highlights of the progress should be reported to the project board. A means for capturing and assessing project issues is suggested together with the way in which corrective act ion should be taken. This covers the things that should be done at the end of a project. Project is formally de-commissioned and follow on actions are identified in the project itself be formally evaluated. (Kerzner, 2003)A good project management (Maylor, 2005) method guides the project through a controlled, well-managed, visible set of activities to achieve the desired results. PRINCE2 provides the projects withA controlled and organised start, middle and endRegular reviews of progress against plans and against the Business Case limber decision pointsAutomatic management control of any deviations from the planThe involvement of management and stakeholders at the right time during the projectGood communication channels between the project management team and the rest of the organisationAgreement on the required quality at the outset and continuous monitoring against those requirements.PRINCE2 (CCTA, 1996) is intentional to be used on all type of projects in any environment. It con tains a complete set of concepts and project management processes that are the minimum requirements for a properly run and managed project. The way in which it is applied to each project will vary considerably and tailoring the method to suit the circumstances of a particular project is critical to its successful use. PRINCE2 projects are always focused on delivering pre-defined products to meet a specified Business Case. It enables the project to capture and retain a definition of the business benefits that are the operate force behind the project itself. The customer and supplier environment assumes that there will be a customer who will specify requirement and pay for the project. A supplier will provide resources and skills to create that product successfully. The customer and supplier normally come from separately managed areas. Stakeholders have an interest and will be impacted by the project with its outcomes.The stakeholders include (Healey, 2003)Customers, who have commiss ioned the work and will benefit from the end results on the Project Board by Project Executive,User(s) will be impacted by the outcome as they will use or operate the final product and represent on the Project,Board the Senior User(s), the customer and user may be the same group of people,Suppliers provide specialist resource or skills to the project with goods and services represented on the Project Board by the Senior Suppliers,Suppliers appoint Sub-contractors to provide products or services to them.PRINCE2 (CCTA, 1996) offers a series of plan levels that can be tailored to the size and complexity of a project. Each level of plan consist of the needs and recommend planning technique based planning, but the planning process includes the identification of activities and their dependencies. PRINCE2 facilitate the principle of management by expulsion and provide each level of management with information allowing them to assess progress to make appropriate decisions based on accurat e information.2.5 Project management methodologies risk management processPRINCE2 (Bradley, 2005) defines risk management in two phases, risk analysis and risk management. Risk analysis covers the identification and evaluation of risk through the identification and selection of appropriate responses for the process. Risk management is of planning and the selected actions for monitoring and reporting on their status. prize within PRINCE2 begins by establishing the Customers Quality Expectations and agreeing associated Acceptance. These will be detailed within a Project Quality Plan together with any external standards which will need to be met. It will also detail the change control processes and will contain the Configuration Management Plan.The Project Quality (Shtub and Bard, 2003)Plan defines how the project will achieve the required quality. Configuration Management defines how the assets of the project are identified, protected and controlled. It also identifies how it links w ith other PRINCE2 components and techniques to describe the role. The Configuration Management plan is identified within the Project Quality Plan. PRINCE2 emphasises the need for the controlled management of change and this is enforced with a change control technique plus the identification of the processes and responsibilities for change control. convince is inevitable and often serious to uncontrolled change causes project failure. Controlling change ensures that all changes are documented and analysed. revisions will be authorised only when their impact is fully understood and deemed to be beneficial or acceptable to the project.PRINCE2 is a generic project management (Baguley, 2004) method and recognised for using different techniques. Product Based Planning describes a framework, which can be applied to any type of project. PRINCE2recognises that most organisations will have their own defined change control processes to recommend an approach that treats each change request d uring the project development. The change control technique identifies the process and responsibilities for handling a change requests from its initial entry onto the Issue Log through its analysis and implementation.Bradley (2005) defines a number of activities which must be carried out in order for the project to be defined, developed and closed. PRINCE2 consists number of components which contain further detail on specific project management issues. Various components covered by PRINCE2 areBusiness CaseOrganisationPlansControlsManagement of RiskQuality in a Project EnvironmentConfiguration ManagementChange Control.Project management (Kliem, et al., 2002) maturity models are designed around the companys own environment, structure and needs in to four levels of maturity1. The first level usually reflects an informal and individualistic approach to project management with poor project definition and co-ordination,2. The next level reflects a more functional application with some pro ject co-ordination and where project management is mainly viewed as a tool or technique,3. The third level addresses project management as being practiced with some degree of excellence either in a transitional or matures state,4. The final level addresses portfolio management and may not be applicable to all types of patience depending on their project types and numbers.The project management (Churchhouse, 1999) maturity models are effective in an organization and this ownership is shared across the executive management. Implementation and deployment will generally be responsibility of a dedicated team assigned, preferably to a central department or group within the organization who work as a team and provide strong sponsorship, guidance and commonality across the organization. This management team is supported by a network of project management practitioners within the organization. organize methodology and documentation use across all levels of the organization, incorporating th e companys cultural and operational characteristics aligned with the companys quality system, complies with industry and professional standards and is effectively applied in operational use. Project management tools, whether technical or non-technical, endeavour wide need to meet the needs of the project management community with defined methodology. (Thayer, 2000)The project management (Harrison, 2002) needs are defined, measured, understood and developed to a visible career structure that has formal recognition, status and reward. Organizations from time-to-time need some direct intervention, whether its mentoring executive and senior management, coaching project and line managers, assisting project team members carry out their roles, assessing and bringing back on-track in-trouble projects, recruiting project managers for permanent or temporary assignments, creating a project management office (PMO), measuring workforce performance, or improving the visibility of project managem ent within the organization.Management development of all the management layers is critical to success, whether an executive briefing, senior program or line management course needs to fully understand their roles and responsibility in supporting the environment, coaching behaviours and mentoring individuals. Managers are to be aware of the development and investment of the procedures, tools, training and competency with the investment manifests itself into the behaviours of the workforce across the whole width of the company. (Earl, et al., 1995)2.6 Project Management department processMeasuring the behaviours in the upper management levels provides a clear demonstrable metric to the improvement of project management within Infosys Technologies Limited. The behaviours are categorized into the five areas that constitute a project manager leaders role (Raz, et al., 2003)1. Planning.2. Organizing and staffing.3. Directing and leading.4. Controlling.5. Reporting.The improvement is meas ured in two ways (Gray and Larson, 2002), firstly a percentage improvement between before and after rack up and secondly the percentage increase. PRINCE2 is documented to get the maximum benefit for an organisation and it accredits training organisations and registered consultants able to work to tailor and focus PRINCE2 on requirements. Each PRINCE2 project consists of a Project Board made up of the customer, someone who can represent the user side and someone to represent the supplier. In PRINCE2 these people are called Customer, Senior User and Senior Supplier respectively. The Project Manager reports regularly to the Project Board, guardianship them aware of progress and highlighting. The Project Board is responsible for providing the Project Manager with the necessary decisions for the project to proceed and to switch any problems.On some projects (Kerzner, 2003) the assurance is done by a separate team of people called the Project Assurance Team, but the assurance job can be done by the individual members of the Project Board themselves. On most projects there is a lot of administrative work needed, keeping everyone informed, arranging meetings, keeping plans up-to-date, chasing things up and keeping files. Project Managers often do all the work themselves, specially on smaller projects. But if there are a number of projects going on at the same time, a Project Support Office can be setup to help the Project Managers in the process.One of the simplest yet most effective things upper management can do is to set out the companys policy for project management. This establishes the vision for how the company wants to best utilize project management concepts and gives a clear downwards communication. A useful starting point for considering the need to model project management performance is making the distinction between project performance and PM performance. These two are interlinked, but different and it is important not to confuse the two. PM perform ance might focus on delivering a project within budget, yet if the overriding success criterion or key performance indicator (KPI) for the project is delivering future benefit to the organisation. (Courtney and Hugh, 2001)The impact of success criteria on a number of Information Technologies (IT) projects the customer and other stakeholders, such as users, will define what they mean by quality. This focus on meeting customer and other stakeholder requirements corresponds with definitions of quality in the quality management literature and makes a link between quality, project performance and PM performance. The customers definition of what is quality in a project environment will be based upon attributes linked to the quality of the management process as well as attributes linked to the quality of the end product delivered by the project. (Jan Van Bon, 2006)The developing models of project (Woodward, 2007) performance can be provided in two ways. First, models that help organisation s provide effective PM performance can lead to beneficial outcomes regardless of the success or otherwise of the project being managed. Second, as elements of PM performance may influence overall sat