Should an organization have a formal project management process for all its major Projects?
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Yes it should.  The only possible source of discussion should be degree of "formality".  Some organizations go overboard with the formal nature of their project management processes, and end up creating too much paperwork and bureaucracy.
694556
to run the organization in a organised manner in which u take care of everybody without forgetting
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a test plan should normally be written once per project (for the whole project end-to-end).  \n\nBut it depends.  There can be good reasons for writing one every phase.
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Event management is the application of the management science of project management to the creation and development of festivals and events.\n\nThe recent growth of festivals and events as an industry around the world, means that the management can no longer be ad hoc. Events and festivals, such as the Asian Games or the Dubai Shopping Festival, have a large impact on their communities and, in some cases, the whole country. Therefore governments are concerned that the management is competent. It is too late to wait until the event begins.\n\nHence, many event organizations need a management system that can show risk management, compliance with laws and regulations and at the same time, organize the event. In some cases, the use of a transparent and accountable management system is a requirement for the tender to manage a large event.
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Explore http://en.wikipedia.org/wiki/Project_management.
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Learn about project managment. It helps with all of the other parts of IT i.e. Business analysis, process mapping etc. It will also help you move in to management if you so wish. Wish I had learned about it sooner. Good luck.
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There are many places to find project management related templates on the web.  Some are free, some are not.\n\nSince it sounds like you are new as a project manager, my recommendation would be to start with a project charter document, which will help you to define and understand the scope of your project.  \n\nI'll include a link below to a project charter template. (other forms are also listed on this page.)\n\nYou may also find the second link a useful description of the project management process.
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You can go with a project management system wherein:\nthe user should be able to manage multiple projects,\ndelegate tasks, \nhave deadlines, \nadd employees to a project, \nassign tasks, \ncheck work efficiency of employees, \ncreate Non-Conformities, \nhave employees sign in their attendance \nand so on.
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Job done, from a project management point of view.
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1. solving technical problems at site.\n2. assure specifications compliance\n3. planning , time and cost control\n4. reporting to the project manager\n5. issue weekly, monthly reports\n6. arranging site meetings
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What do you mean? As in project groups? like a project team?
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"Planning, Performing, and Controlling Projects" by R. Angus, N. Gundersen, and T. Cullinane
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Business Process Reengineering is a management approach that examines aspects of a business and its interactions, and attempts to improve the efficiency of the underlying processes. It is a fundamental and radical approach by either modifying or eliminating non-value adding activities. The key steps involved in a BPR are: 1. Defining the purpose and goal of the BPR project; 2. Defining the scope of the project so as to include (or exclude) activities; A flowchart of the activities can assist to define the scope of the project; 3. Identifying the requirements that will meet the needs of the clients; 4. Assess the environment - the position of competitors, prospective changes in technology, legislation or socio-economic factors; 5. Redesign the business processes and activities in light of the above; 6. Implement the redesigned processes; 7. Monitor the success/ failure of the redesign.\n\nBusiness process reengineering is also known as BPR, Business Process Redesign, Business Transformation, Process Change Management.\n\nHistory\n\nIn 1990, Michael Hammer, a former professor of computer science at the Massachusetts Institute of Technology (MIT), published an article in the Harvard Business Review, in which he claimed that the major challenge for managers is to obliterate non-value adding work, rather than using technology for automating it (Hammer 1990). This statement implicitly accused managers of having focused the wrong issues, namely that technology in general, and more specifically information technology, has been used primarily for automating existing work. rather than using it as an enabler for making non-value adding obsolete.\n\nHammer's claim was simple: Most of the work being done does not add any value for customers, and this work should be removed, not accelerated through automation. Instead, companies should reconsider their processes in order to maximize customer value, while minimizing the consumption of resources required for delivering their product or service. A similar idea was advocated by Thomas Davenport and J. Short (1990), at that time a member of the Ernst & Young research center, in a paper published in the Sloan Management Review the same year as Hammer published his paper.\n\nThis idea, to unbiased review a company’s business processes, was rapidly adopted by a huge number of firms, which were striving for renewed competitiveness, which they had lost due to the market entrance of foreign competitors, their inability to satisfy customer needs, and their insufficient cost structure. Even well established management thinkers, such as Peter Drucker and Tom Peters, were accepting and advocating BPR as a new tool for (re-)achieving success in a dynamic world. During the following years, a fast growing number of publications, books as well as journal articles, was dedicated to BPR, and many consulting firms embarked on this trend and developed BPR methods. However, the critics were fast to claim that BPR was a way to dehumanize the work place, increase managerial control, and to justify downsizing, i.e. major reductions of the work force (Greenbaum 1995, Industry Week 1994), and a rebirth of Taylorism under a different label.\n\nDespite this critique, reengineering was adopted at an accelerating pace and in 1993, as many as 65% of the Fortune 500 companies claimed to either have initiated reengineering efforts, or to have plans to do so. This trend was fueled by the fast adoption of BPR by the consulting industry, but also by the study Made in America, conducted by the MIT, that showed how companies in many US industries had lagged behind their foreign counterparts in terms of competitiveness, time-to-market and productivity.\n\n[edit] Definition of BPR\n\nWhile there are almost as many definitions of BPR as there are authors publishing on the topic, we can identify multiple aspects that they have in common. Let us first review a number of definitions.\n\nHammer and Champy (1993) define BPR as\n\n
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Depends how similar you need it to be.  There is a lot of free project management software out there, but most of it doesn't look like MSP, even though it may have some similar features.  I've linked to a list of open source PM software below.\n\nTurboProject is a MSP knock-off which comes in a number of flavors - and starts cheaply - but is not free.
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Why would MS Project not work ?  It's essentially designed to do what you're looking for.\n\nThere are other similar, but more basic tools out there.  I've included a link to project management software tools.  Some of these are subscription based - some are web-based, which may or may not help.  Some will be much more that you need.\n\nMost poeople who don't want to use a PM tool end up using Excel.
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Project management is the application of knowledge, skills, tools and techniques to a range of activities in order to meet the requirements of the particular project. A project is a temporary endeavor undertaken to achieve a particular aim.\n\nWhereas general management simultaneously involves management of multiple aspects like Science/Engineering, Technical Support, Logistics and Infrastructure Support, Information Technology, Manufacturing, Human Services, and Business development in a business unit or enterprise.
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The strategies for large companies might be a bit more vague. Also the implementation might involve hiring more people or moving other projects out of the way.