The important criteria of modern management System

In Modern project management system ‘PRINCE AND SSADM’ is a part of Information system which helps management ‘Information technology’ and for what they actually are - authoritative and precious tools, but not has any magical aspects. When applied solicitously, these tools can bring important benefits for individuals, organisations, and customers as a tentative flow. When misinterpreted, they can fritter away remarkable amounts of time, effort, and money’.

          The UK, a developed country that is economically and technologically advanced, designed PRINCE AND SSADM, to meet their own requirements. It cannot be expected that these structured methodologies would equally suit the resource scarce developing countries. But the above discussions surmise that there is potential scope and rationale for applying PRINCE AND SSADM that would facilitate the developing countries for better project management and system development. But again, these methodologies should not be considered as the “solutions”, rather these frameworks should be used thoughtfully, tailored to manage projects efficiently and to develop effective information systems to cope with the challenge of change.

 The PRINCE model for projects is based on two main principles:

n The project is a joint responsibility between users, the developers and    the organisation for whose benefit the end-product is being developed

n In order for projects to succeed, a special structure is demanded to manage the project throughout its life - from conception through build to handover.  This structure is distinct from normal line management.

Using these principles, the model defines three levels of activity:

n Overall project management and major decision making

n Day-to-day management

n Production of end-products

                                                                                                                                   

These three levels of activity are assigned respectively to the Project Board, to the Project and Stage Managers, and to the Technical Teams.

A key element of PRINCE is shown in the following Diagram:           

In PRINCE, an approach to planning based on products rather than activities and the use of this approach for the benefits. It also emphasises that projects needs to define the ‘shape’ or manageable phases of a project to promote sound business control. Stages are characterised by the production of specific products.