...PROJ 598 Professor Samuels Answers to Questions in the ZAP Scenario 1. Understanding and Assumptions: Since John is not in the position anymore to explain what happened during the negotiation and contract signing, the following scenarios are assumed: a) The memo signed by John that Bear Construction Company indicating that ZAP is responsible for all permits and inspections had transpired during the negotiation portion, and prior to the finalizing and signing of the contract for this project. b) The fact that it happened prior to signing the contract is deduced from what the building manager, Iris said during the project team meeting. c) It is implied that during the finalization stage of the contract, the agreements probably changed thus the condition in the memo no longer holds as it did prior to this. Thus, as it was approved in the contract, it is Bear Construction’s responsibility to get all of the inspections and permits necessary to complete the job/project. Analysis Based on the assumptions stated above, it could be noted to be correct that ZAP Pharmaceutical Company to point out that it is Bear Construction’s role to speak with local township, and obtain all of the required inspections and secure all of the needed permits, as documented, agreed to, and signed for in the contract between the two parties. If the memo was to be considered as an amendment to the final contract, then that should have been noted in the memo originally as such, and have...
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...Project Management Competencies in the Project Oriented Organization In the project-based organization, project management (pm) competences are not only required by individuals, but also by project teams and by organizations. As project management has to be considered as a core competence of the project-based organization (called in this document the project-oriented organization, POO), this competence has to be explicitly developed by the organization. Source: People in Project Management Copyright: Roland Gareis and Martina Huemann Copyright statement This white paper is a chapter taken from a Gower book and provided free of charge to visitors to the website of the National Centre for Project Management. You may download it freely from the website www.cs.mdx.ac.uk/ncpm/about.html. You may also share it with colleagues, either in printed or electronic form (via e-mail), as long as you include this copyright page, each time you do so. Please respect the copyright of the author and do not publish the material in any form (printed or electronic) or circulate the material to any e-mail network. For permission to include this document in a website, intranet or extranet, please visit the Gower website (www.gowerpub.com) and contact our e-marketing manager, Elaine Hill, through the website. Gower Publishing, Gower House, Croft Road, Aldershot, Hants, GU11 3HR, UK. Tel: +44 (0) 1252 331551 e-mail: sales@gowerpublishing.com web: www.gowerpub.com 3 Project management competences...
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...SUCCESSFUL VS. UNSUCCESSFUL PROJECT MANAGER Project management is a very important powerful tool and technique used in firms for starting projects and completing goals. Project management is a process that entails, initiating, planning, executing, controlling and finishing a particular plan or project. As projects are increasingly becoming part of the daily business of many companies, they recognize the need for well-trained project managers with the capabilities of delivering complex projects successfully. Project Managers operate in firms of all sizes that is continuously faced with product development, processes and time constraints; combined with the need for cross-functional expertise because it is critical for the company’s success. As Project Managers strive to meet specific goals of a particular project, they need to be proficient in facilitating the entire process of meeting the needs and expectation of all stakeholders involved in or affected by the project activities. Projects fail for many reasons but they are typically management based. Not only do project managers need the right qualifications and commitment for the delivery of a successful project, but also poses great leadership skills. At each stage, this paper identifies several reasons why project managers succeed and fail at implementing projects successfully. Goals and Vision: Great project managers are leaders that...
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...[pic] Project Human Resource Plan Template This Project Human Resource Plan Template is free for you to copy and use on your project and within your organization. We hope that you find this template useful and welcome your comments. Public distribution of this document is only permitted from the Project Management Docs official website at: www.ProjectManagementDocs.com Human Resource Plan Company Name Street Address City, State Zip Code Date Table of Contents Introduction 2 Roles and Responsibilities 2 Project Organizational Charts 3 Staffing Management 4 Introduction This section explains the purpose and importance of having a human resources management plan. It should provide a general description of what the plan includes and explain how the project manager and project team can use the plan to help them manage the project effectively. Human resources management is an important part of the Software Upgrade Project. The human resources management plan is a tool which will aid in the management of this project’s human resource activities throughout the project until closure. The human resources management plan includes: • Roles and responsibilities of team members throughout the project • Project organization charts • Staffing management plan to include: a. How resources will be acquired b. Timeline for resources/skill sets c. Training required to develop skills ...
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...Workers | Sharon Wellman | BUS 375 Project ManagementProfessor George Dollar | | 4/29/2013 | Case Study: The Reluctant Workers Three Core Skills: Identifying and Analyzing After reading the case study entitled, “The Reluctant Workers,” I have identified the following three core skills of the project manager that were not being fully utilized: Leadership, Team Building, and Management Support. The PM, Tim Aston, did not appear to be able to be able to motivate his team, and therefore had no ability to control their work ethics or habits. His Leadership skills were not fully realized or accepted by his team, possibly due to the age conflict and his “freshman” status, and he therefore lacked the capacity to even influence them to remain at work until afternoon meetings had concluded or ask him for help. He also seemed to lack confidence in his PM position, as evidenced by his failure to require his project staff to change their programmed vacation days when a test was scheduled and the customer’s management team was flying in. It appeared to me as if he presumed he could not order the project staff to make this change, and instead was relying on the staff to make the “right” decision and cancel their vacation days (Kerzner, 2009). Although it is hard to fully ascertain the type of team framework that exists from this short excerpt, I got the distinct impression that Tim is on one side of his team and the project staff are all on the other side, squaring...
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...and Risk Management (graded) | Both the PMBOK® Guide and the ATOM process discuss the role of stakeholders in risk management. How does a project manager identify stakeholders for a project? How does a project manager involve these stakeholders in risk management? | This section lists options that can be used to view responses. Collapse All | Print View | Show Options | Responses Responses are listed below in the following order: response, author and the date and time the response is posted. | | Sort by Response | Sort by Author | Sort by Date/Time* | (an instructor response) | | Question 1 ..Stakeholder Identification ?? | Professor Hiegel | 1/10/2015 3:46:03 PM | | | How does a project manager identify stakeholders for a project?orHow does a project manager know which stakeholders are more important to a project? | | | | RE: Question 1 ..Stakeholder Identification ?? | Phillip Murray | 1/11/2015 7:26:56 AM | | | If a stakeholder register has been executed as part of the initial plan then this will simplify this step greatly. I would revisit the register and "scrub" it for a comprehensive list of internal and external stakeholders. PMBOK chapter 13 on pgs 395-396, para 13.1.2.1 Stakeholder Analysis, describes several classification models that can be used to identify stakeholders. I also found a small article that says some of the same things in a simpler manner. http://www.projectmanager.com/identify-project-stakeholders...
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...Top Project Manager Challenge: Team Motivation Yevhen Grinman Executive Summary Practice to hire profession project manager (PM) to lead projects is becoming more and more popular in organizations. However, project managers’ scope of responsibilities is usually misunderstood. Yet the belief in that project manager is responsible for project’s success and failure is common among researchers. According to PMBOK (2008) successful project is the one that achieved on time, on schedule, and within the budget; this definition of success identifies only variables that need to be addressed, while there are more pieces to successful project management. According to common definition PM is responsible to ensure project’s “timely delivery, adherence to budget constraints, scope, and quality specifications” (PMBOK, 2008). However, successful project management is more than just following presumed project management methodologies and techniques. PM may have necessary skills to guide project team through various stages of project while lack basic people skills that in the future can cause project’s failure. Herein lays major scope of project manager’s responsibilities in meeting project objectives as well as fulfilling team members’ behavioral needs. Some project managers along with researchers tend to overlook less tangible elements of successful project which is team motivation. Top PM Challenge In Fundamentals of Project Management Heagney (2012) reveals that project...
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...recommend that Stacey Thomas select to serve as project manager? Why? • What are the characteristics of the candidates that you would attribute to a competent project manager? • What important skills do you think the candidates are lacking? Why are they important? Organizational Project Management or OPM is where an organization’s culture, style, and structure influence how its projects are performed & managed by accomplishing its purpose throughout its project lifecycle by how it is conducted and progress (Institute 20). The competencies of a manager are knowledge, performance, and personal. In (Institute 17) defines it as follows: •Knowledge - what the project manager or PM knows about the project. •Performance - what the PM is able to do while applying his or her knowledge. •Personal – the effectiveness of the PM core characteristics (leadership, communication, technical skills) & attitude which provides the ability to guide the project team. The characteristics of the candidates, Bill & Andy that contribute to a competent PM: They have organizational, technical, & management skills, communicates with senior management, a problem solver, service & goal oriented, and most importantly deliver project on time (Jr. 74). Bill: promoted to CIS department (functional) manager, friendly competition with staff while working long hours, maintain projects budget. \ Andy: completed Quantum management training in various departments, a highly...
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...Helpful Tools for Project Management Christopher Benson INF 337: Integrate Cost & Schedule Control Instructor: Shane Lauber September 22, 2014 The past 30 years have witnessed a dramatic increase in the number and variety of organizations engaged in project-based work. In addition to “traditional” project-oriented industries, like construction, aerospace, and pharmaceuticals, service industries as diverse as finance, utilities, telecommunications, and insurance are beginning to embrace project based ventures. This paradigm shift is due to growing recognition that projects and their effective management can provide organizations with a significant competitive edge through cost reduction, enhanced responsiveness, and overall value to customers. Consequently, a number of organizations have adopted many of the well-known techniques of project management, and professional project management organizations have witnessed marked increases in membership. Despite this enormous interest in projects and project management practices, success rates in many industries are at alarmingly low levels. In addition, bad news about high-profile projects continues to dominate the headlines – in both the public and private sectors (Venkataraman & Pinto, 2008). A lot of this bad news comes from the PM (Project Manager) not being educated on all the tools at his/her disposal to be better prepared to prevent the project from failing. In order for anything to succeed, it must...
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...executives were not willing to listen to their sales and marketing employees, but eventually, they did listen to a consultant. First, their culture didn’t include project management, second the executives were unfamiliar with project management strategies and outcomes, but lastly they were familiar with how things were done there way and simply were resistant to change. After viewing the consultant’s presentation they were still hesitant about obtaining a PM. Thus, “Historically project management resided only in the project-driven sectors of the market, but in the Non-project-driven sectors of the marketplace, corporate survival was based upon products and services, rather than upon a continuous stream of projects. Profitability was identified through marketing and sales, with very few projects having an identifiable P&L. As a result, project management in these firms was never viewed as a profession.” (Kerzner, 2012 pg. 59) Three Strategies by the PM Consultant The three strategies that the PM consultant felt necessary to use to help the executives at Levon Corporation understand the benefits and advantages to having a project manager are listed below: • “Cost Benefit analysis” (Heldman, 2011 pg. 13) • “Profitability will increase and help reduce power struggles” (Kerzner, 2012 pg. 51) • “Project management makes the organization more efficient and...
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...2.A.1, 2, 3: HRIS Project Team Roles, Recommended Team Members, and Justification. Role | HRIS Project Organization | Team Member | Justification | HRIS Project Sponsor | PM reports directly to HRIS project sponsor. | Ashley Burrici, Director of Human Resources | Responsible for the HRIS project’s business case, justification of same, is held accountable for realizing the HRIS project benefits. Also required to provide oversight of the HRIS PM and Sr. stakeholder management. | HRIS Project Manager | Reports directly Project Sponsor. | PM | Required to ensure project is executed and delivered on-time and with-in budget. The HRIS PM is responsible for achieving the HRIS project goals as defined by the Project Charter. The HRIS PM role is justified because it is required for planning, executing, and closing the project. Also for managing resource allocations, tracking budgets, resolving issues and mitigating risk. | HRIS Contracting - Procurement | Reports to PM | Drew (Procurement) | Required to ensure the HRIS system procurement portion is defined and implemented correctly. Drew is experienced in leading procurement efforts for previous successful projects. | HRIS Programming | Reports to Ashton’s HRIS Engineering Team | Kendall (IT) | Required to review HRIS Vendor software from a code perspective to ensure compatibility with existing GenRay software, ease-of-use, and stability. Ashton’s MS Engineering degree should provide the project with graduate level...
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...2013 | [Head Start or false start] | A strategy to adequately plan projects in the intense and rapid changing healthcare setting of today is imperative to implementing successful projects. | Executive Summary Currently, healthcare is one of the leading topics across the nation ranging from quality improvements to cost reductions. No matter the public focus, projects have become a major part of health systems large and small. As complex projects trend upward in the healthcare industries, the implementation for project management best practices has become a necessity. Many organizations lack experienced project management methods and may even neglect to see the importance of such principles. These factors along with the extreme pressures to execute projects quickly and effectively has given light to increased project false starts. A project false start negatively impacts the project, the organization morale, and ultimately the company’s bottom line. Causes can range from lack of project management knowledge, simple neglect, or tight deadlines. Whatever the cause, there are preventive measures available. In elementary terms, the best defense is to PLAN first. But, even more so, your organization must complete proper project selection and initiation phases before progressing into the next phases of the project lifecycle. Introduction New ideas often bring excitement and momentum; however, rushing into project execution may actually increase the likelihood of a failed projected...
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...Nearly Free.com HR Orientation Project Leadership Assessment U10a1 Project Assignment TS5335 – Project Leadership and Management March 16, 2012 Submitted By Richard Lesh Table of Contents Abstract 3 NearlyFree.com EOLMS Project Summary 4 Project Description 4 Project Scope 4 Team Members 5 Budget 6 Schedule 7 Risks 7 Organizational Assessment 9 Leadership Aspects 9 Project Effectiveness 9 Leadership vs. Management 11 Organizational Leadership Assessment (OLA) and Team Effectiveness Questionnaire (TEQ) 13 Assessing NearlyFree.com using the OLA and TEQ method 14 Leadership Assessment Metrics 15 Traditional Leadership Assessment 15 Using Myers-Briggs for Leadership Assessment 15 360° Feedback Assessment 16 NearlyFree.com Approach 17 Best Practices and Measuring Success 18 Learning Development Best Practices 18 Instructional Design Best Practices 18 Measuring the Project’s Success 20 Effective Project Teams 20 Team Diagnostic Survey (TDS) 20 Conclusion 22 References 24 Appendix A 26 Abstract Successful project outcomes are in large part dependent upon the leadership skills of the project manager. As project management students, we have been taught the management facets of our profession. We have learned how to produce a project’s scope, schedule, and budget. We have learned how to recognize and mitigate potential risks factors. However, leadership skills are often overshadowed...
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...Project Kick-Off Meeting Dwayne A. Blanchette BUS 611: Project Planning and Management Dr.: Donald McKay April 25, 2016 Recently the project charter for transitioning the Quick Drop 100 (QD100) from New York to Florida received final authorization. I was awarded the project and assigned as project manager (PM) to lead a team of qualified individuals and complete the task of relocating the QD100 program to the state of Florida. The next step in the preparation phase is to hold a project kickoff meeting. This meeting will be used to acclimate team members, clients, and other attendants to ensure everyone understands the key players and their respective roles. As the PM I plan to generate enthusiasm, motivation, and excitement while maintaining a guided discussion regarding the content, schedule, and duration of the project from start to finish. To prepare for the meeting I will accomplish several preliminary tasks. The most important areas to consider during preparation include identifying stakeholders, communication methods, team building, accountability and code of conduct. Once the tone has been set and key points discussed the meeting will conclude by first reiterating member expectations and responsibilities followed by a summary of all pertinent information. The bottom line is this kickoff meeting will be presented as such to ensure all relevant attendants and stakeholders are provided a transparent achievable list of goals. Stakeholders A significant...
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...improvement mexico city ------------------------------------------------- project Management plan Team 2: Lisa Vidal Joshua Aaron Emhoff Valeria Kolison 10/23/2012 Table of Content 1. Executive Summary……………………………………………………………………………………………………………3 2. Introduction………………………………………………………………………………………………………………………3 3.1 Purpose of Project Management plan 3.2 Marketing……………………………………………………………………………………………………………………..4 3. Scope management……………………………………………………………………………………………………………7 4.3 Work breakdown structure…………………………………………………………………………………….7 4.4 Deploment plan……………………………………………………………………………………………………………9 4. Schedule/time managemnt……………………………………………………………………………………………11 5.5 Milestones……………………………………………………………………………………………………………………12 5.6 Gantt chart…………………………………………………………………………………………………………………12 5. Cost/budget management…………………………………………………………………………………………….12 6. Quality management………………………………………………………………………………………………………14 7. Human resource managemnt……………………………………………………………………………………….15 8. comunicationmanagement……………………………………………………………………………………………20 9. risk Management………………………………………………………………………………………………………………21 10.7 risk log………………………………………………………………………………………………………………………….24 10. issue management……………………………………………………………………………………………………………28 11. procurement management……………………………………………………………………………………………34 12. appendix a project management plan approval……………………………………………………….37 13. appendix b references………………………………………………………………………………………………………38 ...
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