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Contents
Task 01 ................................................................. ....................................................................................................................................... ................................................................................... ............. 3 1.1.
Principles of Project Management............................................................... .......................................................................................... ........................... 3
1.2.
Project Success or Failure Viabilities ............................................................ ....................................................................................... ........................... 5
1.2.1. 1.3.
Project Management System ............................................................ .................................................................................................. ...................................... 7
1.3.1. 1.4.
Other Factors that cause Success and Failure ........................................................... ................................................................ ..... 6
Functions of a Project Management System ............................................................. .................................................................. ..... 7
Project Termination .............................................................. ................................................................................................................ .................................................. 8
1.4.1.
Types of Project Termination: .............................................................. ......................................................................................... ........................... 8
1.4.2.
Reasons why project termination is carried out: ............................................................ 8
1.4.3.
Ways Projects can be terminated: ..................................................................... .................................................................................. ............. 9
1.4.4.
Responsibilities of a Project Manager when Terminating a Project ............................... 9
1.5.
Post Project Appraisal ........................................................... ........................................................................................................... ................................................ 10
1.5.1.
How to Conduct Post Project Appraisal .......................................................... ........................................................................ .............. 10
1.5.2.
People involved in when Conducting Post-Project Appraisal ....................................... 11
1.5.3.
The key Elements to be covered when doing Post-Project Appraisal .......................... 11
Task 02 ................................................................. ....................................................................................................................................... ................................................................................. ........... 13 2.1. Organization Structure ............................................................... ............................................................................................................... ................................................ 13 2.1.1. Organization Structure of Mubasha rake Liners L iners .............................................................. ................................................................. ... 15 2.1.3. Organization O rganization Structure for the t he Projects .............................................................................. .............................................................................. 16 2.2. Project Roles and Responsibilities ............................................................................................. ............................................................................................. 17 2.3. Difference D ifference between Manager and Leader ...................................................................... ................................................................................. ........... 19 2.3.1. Qualities required r equired for a Project Management Leadership ................................................. 19 2.4. Human Resource R esource Planning ......................................................................................................... ......................................................................................................... 21 2.4.1. Team Building........................................................... Building...................................................................................................................... ........................................................... 22 ......................................................................................................... ................................................ 24 2.4.2. Adam’s Equity Theory ......................................................... 2.4.3. Maslow’s Hierarchy of Needs ......................................................... ............................................................................................. .................................... 25
Task 03 ................................................................. ....................................................................................................................................... ................................................................................. ........... 27 3.1. Project Plan ................................................................................................................................ ................................................................................................................................ 27 3.1.1. Work Wo rk Breakdown Structure ................................................................................................ ................................................................................................ 27 3.1.2. Project Scheduling.................................................... Scheduling............................................................................................................... ........................................................... 28 3.1.3. Cost Controlling.................................................................... ................................................................................................................... ............................................... 29 3.2. Measuring Project P roject Performance .................................................................................. ................................................................................................ .............. 30 1
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3.2.1. Methods used to Measure Project Performance ............................................................ ............................................................... ... 30 3.3. Project Change Control ................................................................................................... .............................................................................................................. ........... 31 3.4. Competitive Advantage through P roject Management............................................................. 32 3.4.1. Ways W ays Projects Support Business ......................................................................................... ......................................................................................... 33 3.4.2. How the P roject of “Layola” Hospital Support for Business ............................................... 33 Reference ............................................................. ................................................................................................................................... ................................................................................. ........... 34 Bibliography .................................................................... .......................................................................................................................................... ...................................................................... 35
Table of Figure, Graphs and Tables
Table 1: Project Success Succ ess Factors ............................................................................................................. ............................................................................................................. 6 Table 2: Project Failure Fai lure Factors............................................................................................................... Factors............................................................................................................... 6 Table 3: Project P roject Roles and Responsibilities .................................................................. ........................................................................................... ......................... 17 Table 4: Project Change Control Procedures ........................................................................................ ........................................................................................ 31 Figure 1: Tetrad-Trade off of f ...................................................................... ....................................................................................................................... ................................................. 3 Figure 2: Project Life Cycle ..................................................................... ...................................................................................................................... ................................................. 4 Figure 3: 3 : Post Project Appraisal Procedures ................................................................ ......................................................................................... ......................... 10 Figure 4: Hierarchical Structure ............................................................................................................ ............................................................................................................ 13 Figure 5: 5 : Flat Structure ........................................................................................................... ......................................................................................................................... .............. 13 Figure 6: Functional Structure .............................................................. .............................................................................................................. ................................................ 14 Figure 7: Divisional Structure ................................................................. ................................................................................................................ ............................................... 14 Figure 8: Matrix Structure ...................................................................... ..................................................................................................................... ............................................... 14 Figure 9: 9 : Tuckman Model ..................................................................................................................... ..................................................................................................................... 22 Figure 10: Adam’s Equity Theory .......................................................... .......................................................................................................... ................................................ 24 Figure 11: Maslow’s Hierarchy of Needs .......................................................... .............................................................................................. .................................... 25
Graph 1: Organization Structure for the Projects ...................................................................... ................................................................................. ........... 16 Graph 2: Work Breakdown Structure - Layola Hospital .......................................................... ........................................................................ .............. 27 Graph 3: Gantt Chart - layola Hospital .............................................................. .................................................................................................. .................................... 28
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3.2.1. Methods used to Measure Project Performance ............................................................ ............................................................... ... 30 3.3. Project Change Control ................................................................................................... .............................................................................................................. ........... 31 3.4. Competitive Advantage through P roject Management............................................................. 32 3.4.1. Ways W ays Projects Support Business ......................................................................................... ......................................................................................... 33 3.4.2. How the P roject of “Layola” Hospital Support for Business ............................................... 33 Reference ............................................................. ................................................................................................................................... ................................................................................. ........... 34 Bibliography .................................................................... .......................................................................................................................................... ...................................................................... 35
Table of Figure, Graphs and Tables
Table 1: Project Success Succ ess Factors ............................................................................................................. ............................................................................................................. 6 Table 2: Project Failure Fai lure Factors............................................................................................................... Factors............................................................................................................... 6 Table 3: Project P roject Roles and Responsibilities .................................................................. ........................................................................................... ......................... 17 Table 4: Project Change Control Procedures ........................................................................................ ........................................................................................ 31 Figure 1: Tetrad-Trade off of f ...................................................................... ....................................................................................................................... ................................................. 3 Figure 2: Project Life Cycle ..................................................................... ...................................................................................................................... ................................................. 4 Figure 3: 3 : Post Project Appraisal Procedures ................................................................ ......................................................................................... ......................... 10 Figure 4: Hierarchical Structure ............................................................................................................ ............................................................................................................ 13 Figure 5: 5 : Flat Structure ........................................................................................................... ......................................................................................................................... .............. 13 Figure 6: Functional Structure .............................................................. .............................................................................................................. ................................................ 14 Figure 7: Divisional Structure ................................................................. ................................................................................................................ ............................................... 14 Figure 8: Matrix Structure ...................................................................... ..................................................................................................................... ............................................... 14 Figure 9: 9 : Tuckman Model ..................................................................................................................... ..................................................................................................................... 22 Figure 10: Adam’s Equity Theory .......................................................... .......................................................................................................... ................................................ 24 Figure 11: Maslow’s Hierarchy of Needs .......................................................... .............................................................................................. .................................... 25
Graph 1: Organization Structure for the Projects ...................................................................... ................................................................................. ........... 16 Graph 2: Work Breakdown Structure - Layola Hospital .......................................................... ........................................................................ .............. 27 Graph 3: Gantt Chart - layola Hospital .............................................................. .................................................................................................. .................................... 28
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Task 01 1.1.
Principles of Project Management
Cleland and Kerzner define the word ‘principle’ as a “fundamental rule or law of action based upon
desirable ends or objectives. A principle is more basic than a policy or a procedure and generally governs both.”
There are certain principles which needed to be followed when handling projects. As per R. Max Wideman, in his article “Fundamental Principles of Project Management” illustrates that there are
seven principles of project management. 1) Success: The final results of any project should not only be based on finishing in time and not going over the proposed budget. When undertaking any sort of project, we should always target for the success of the project. Success is hard to measure without any base. Therefore, before starting a project, it is a must come up with key criteria that can indicate success. This could include the scope, quality and relevance. 2) Commitment: The leader/management and the team members must be committed to the project before it comes into action. There must be an adequate level of commitment. This means there must be an agreement regarding the goals, scope, quality, time frame and the cost of the project between everyone. 3) Tetrad-Trade off (Iron Triangle): This principle simply means that scope, quality, time, and cost must be attainable and they must exist in a balanced state for a project to achieve its success. Any one of these factors cannot be changed without affecting the others.
Figure 1: Tetrad-Trade off
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4) Primary Communication Channels: A single channel of communication must exist between the project sponsor and the project team leader for all decisions affecting the product of the project. Even if the owner is represented by several individuals (a board), it is a must that he or she must speak with a single voice. This is the same for the team. One person must be the sole point of responsibility. This person should have the attributes necessary for a successful project. 5) Cultural Environment (suitability): The method of management must match the type of project and the current status of the project, so that the team can produce its best of output. The team must be managed in a way that enables and supports them. 6) Process: For any project to succeed, procedures and policies must be clearly mentioned and must be documented. It should state the roles, responsibilities and delegations must be included in policies. These policies serve as guides throughout the lifespan of the project. 7) Life-Cycle: This principle involves the planning and the implementation phases of the project. Fundamentally, planning comes before implementation. This ensures a clear path and determines significant milestones in the project. By following this, we can get a clear picture on determining when the project starts and when it should end.
Figure 2: Project Life Cycle
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Project Success or Failure Viabilities Not all projects which are implemented and carried out ends successfully. There are three
criteria which that project should meet.
Scope:
These are the functional elements and feature that, when completed, make up the finishing deliverable for the project. Resources:
Resources here are the cost and the budget allocated for the particular project to be completed. Schedule:
This refers to the actual time required and allocated to produce a deliverable. This in this scenario would be the end result of the project.
When all these criteria are met, the success rate of the project will be met. If the resource and time are more used than the allocated amount and when the scope of the project is not met, it will cause the project to meet failure. As you can see in the above figure, even one of the criteria going out of the desired level will affect the overall quality of the project. Below figure will be the level of quality if these criteria are not met. Scope
Resource
Schedule
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Other Factors that cause Success and Failure
Apart from the three success criteria, there are other factors which play a part in the end result of the project. Table 1: Project Success Factors
Success
Strong and visible leadership support
Committed team and team members
Clear vision
Proper distribution of information and data
Accountability and responsibility
Benefits shared among everyone
Motivation
Support from higher management
Table 2: Project Failure Factors
Failure
Unreliable leadership
Lack of resource
Unclear goals and objectives
No proper communication
No one to take on responsibility
Lack of encouragement
Winners and losers are pointed out
No support from higher management
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[HND IN BM | HUMAN RESOURCE MANAGEMENT] 1.3.
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Project Management System
A project management system will be a tremendous help when an organization is carrying out a certain project. Project management system is software used for project planning, scheduling, resource allocation and change management. It allows project leader and stakeholders to coordinate costs and manage budgeting, quality management and documentation. If the organization which carries out the project;
Needs to scale and coordinate multiple teams or projects
Needs clear visibility of the project
Has log that includes hundreds or thousands of work items
Requires clear communication and participation
Needs simple and intuitive bug tracker
A project management system will be used to carry out the actions. 1.3.1.
I.
Functions of a Project Management System
Project planning: To define a project schedule, a project manager uses the software to point out project tasks and visually describe task importance and priority.
II.
Task management: The system allows the project manager allo cate tasks, deadlines and status reports.
III.
Document sharing and collaboration: Productivity and efficiency will be increased when the reports and documents related to the project are accessed by project stakeholders. These systems will allow a safe gateway to share documents with ease.
IV.
Calendar and contact sharing: All the details regarding project meetings, activity dates and updated contacts of the stakeholders should be shared among the necessary people. A project management system allows automatic update of these which will be fast and accurate.
V.
Bug and error management: Project management software facilitates bug and error reporting, viewing, notifying and updating for stakeholders of the project. This will help to take quick action to remove that bug or error.
VI.
Time tracking: Project management systems have the ability to track time for all tasks and maintain proper records for consultants.
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[HND IN BM | HUMAN RESOURCE MANAGEMENT] 1.4.
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Project Termination
Every project which was undertaken has to officially end at a point of time. Project termination does not only refer to project failure or premature abandonment. A project might be terminated for a various reasons, including successful completion of the task. 1.4.1.
Types of Project Termination:
1. Natural termination: This is when the project is terminated after being successful and achieving the desired outcome. This is an expected outcome from the beginning of executing the project. 2. Unnatural termination: This when the project is forced to be terminated because it is considered to be a failure. This is an unexpected outcome and will be decided during the process. There are various reasons for it to occur.
1.4.2.
Reasons why project termination is carried out:
Technical reasons The expected outcome of the project becomes outdated and is no longer required Project cost is higher than the profit The project does not support the new strategy Natural disasters that cause immediate shutdown When there is not required amount o f support from the management Lack of customer support Project is completed ahead of schedule and handed over to the management. Premature abandonment because of technical grounds that hinder achievement of core
goals. It is suddenly found that another group publishes results in same core area of interest. The principal investigator suddenly quits and the project cannot continue as planned and the
project has to terminated, as putting on hold will be counter-productive. Unexpected loss of human, funding and o ther valuable resources. A variety of uncontrollable problems may force termination of the project. When analysis result that the project wil l not help achieve the desired objectives.
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Ways Projects can be terminated:
Extinction The project might have end because it has been successful and achieved its goals or might have been stopped because it is unsuccessful.
II.
Addition If a project happens to be a major success, it may be terminated by establishing it as a formal part of the parent organization. Project team members, property and equipment are often transferred from the dying project to the new project or department.
III.
Integration When the project results in a major success. The project outcome is integrated to the operations of the client. The resources which were used will be released and distributed in the parent organization. This is the most common way of terminating a project.
IV.
Starvation When the management decides that the project is unsuccessful or obsolete, the project is terminated by budget decrement. Resources will be taken away; organization will cease to invest on the project.
1.4.4.
Responsibilities of a Project Manager when Terminating a Project
Ensure completion of the work, including tasks performed by subcontractors
Notify the client of project completion and ensure that delivery is accomplished
Make certain that documentation is complete including a terminal evaluation of the project deliverables and preparation of the project’s Final Report
Clear for final billings and oversee preparation of the final invoices sent to the client
Redistribute personnel, materials equipment, and any other resources to the appropriate places
Clear project with legal counsel or consultant
Determine what records to keep
Ascertain any product support requirements, decide how each support will be delivered, and assign responsibility
Oversee the closing of the project’s books
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[HND IN BM | HUMAN RESOURCE MANAGEMENT] 1.5.
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Post Project Appraisal The purpose of the post-project appraisal is not to indicate the faults of individual
performance, but to capture all project team members' input on what would help the organization improve its capabilities for accepting, planning and implementing any future projects. By obtaining everyone's feedback on all aspects of the project's operation, the successes achieved, the lessons learned, and the future actions that should be taken to improve the next project. 1.5.1.
How to Conduct Post Project Appraisal
Step 1
Step 2
Step 3
Step 4
•Plan the post-project appraisal beforehand. Include it as a crucial part of the project management plan. Schedule the post-project appraisal shortly after implementation of the project, for this allow for immediate feedback, but allow enough time to gather data on the strengths and weaknesses of the project.
•After defining the scope of the post-project analysis, allows us to determine which elements need to be reviewed and which activities will be conducted as part of the post-project appraisal. We should also decide which documents, data and actions need to be examined.
•Review key documents and conduct all activities needed to gather the data that will be part of the post-project report. Analyze all gathered information and create a final post-project report. Include elements such as methodology, key findings, recommendations and conclusions. Ask for colleagues to review the report before making it final, to ensure all points of view have been considered.
•Share the key findings and main recommendations from the post-project appraisal and determine a plan of action for implementation of chosen recommendations.
Figure 3: Post Project Appraisal Procedures
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[HND IN BM | HUMAN RESOURCE MANAGEMENT] 1.5.2.
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People involved in when Conducting Post-Project Appraisal
1. Project Manager 2. Facilitator 3. Meeting Participants: a) Project Team Members b) Project Sponsor c)
Project Stakeholders
d) Vendors e) Contractors f)
Independent Reviewer i. Quality Assurance Representative ii. Process Improvement team member
1.5.3.
The key Elements to be covered when doing Post-Project Appraisal
There are eight key elements which should be covered when a post-project appraisal is being conducted. 1. Overall Project Assessment
Did the project meet all the goals and objective which were expected?
Was the stakeholder feedbacks regarding the outcome were in positive manner?
Whether project was completed within the timeframe and c ost
2. Scope Management
Whether the project delivered all the scope which was agreed
Was the change request documented and approved?
Was the time and cost adjusted as per the change of scope
3. Quality of Deliverables
Stakeholder satisfaction on the quality of the results delivered
Any exceptional deliverable added value to the business
Whether any deliverables met but not completed
4. Key Accomplishment
Discussion of the project strength such as; team work, effective and efficient ways of equipment usage and any other positive accomplishments
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5. Lessons Learned
Discuss areas which were problematic and how it were settled or could have been settled
Discussion of successful areas and how they managed to be successful
Determine which actions that can be implemented to prevent future problems
6. Opportunities for Improvements
Any opportunities which were and are available to further improve on the projects which were carried out.
7. Future Consideration
Discussion of future actions which could be taken regarding the project
Discussion of any project maintenance procedures that needs to be managed
8. Best Practices
Identify the best practises that were established during the projects and how those practises were formalized.
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Task 02 2.1. Organization Structure Every organization has its own structure in order to operate efficiently and effectively. For an organization, the organizational structure is a hierarchy of people and its functions. The organizational structure of an organization clearly shows an individual the character of the organization and the values it believes in. Therefore, when we do operations with an organization or become part of it, it is always advisable to learn and understand their organizational structure. An organisation can be structured in different ways:
By function
By region
By product
In work teams
Types of Organizational Structure
Hierarchical Structure The hierarchical organisation structure is top-to-bottom communication flow structure. At the very top of the structure lies a single person, who has a small number of people reporting directly to them. Each of these people has several people reporting into them and the number of people at each level increases as you move down the structure.
Figure 4: Hierarchical Structure
Flat Structure In this organizational structure, there is one person at the top with everyone else reporting to him on an equal level.
Figure 5: Flat Structure
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Functional Structure Functional structure is set up so that each sectors of the organization is grouped according to its purpose. The functional structure works very well for large scale businesses in which each department can rely on the talent and knowledge of its workers and support it.
Figure 6: Functional Structure
Divisional Structure In this structure, organizations divide the functional areas of the organization to divisions. Each division is equipped with its own resources in order to function independently. There can be many bases to define divisions. (Geographical basis, products/services basis)
Figure 7: Divisional Structure
Matrix Structure Matrix structure is a hybrid of divisional and functional structure. Typically used in large multinational companies, the matrix structure allows for the benefits of functional and divisional structures to exist in one organization. In this structure the organization places the employees based on the function and the product.
Figure 8: Matrix Structure
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2.1.1. Organization Structure of Mubasha rake Liners
As per the organizational structure of Mubasha break liners, the available detail implies that it follows a hierarchical organization structure. Advantages of Following Hierarchical Structure
The chain of command is clearly visible and the employees would know who are in charge of them and to who they should be reporting.
The power and authority of each individual is clearly shown.
All the staffs would have a clear idea of the career advancement path.
Everyone is assigned to a specific task in the specific unit which will allow them to specialize in that field.
Disadvantages of Following Hierarchical Structure
The organization which follows this structure are inflexible and the process/actions as to go in an order which will result in too much time consumption.
The communication is limited since there is an order where the communication flows. This sometimes will also result in misleading communication.
Unity would not be seen in this structure for each departments work for their own goals and benefits.
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2.1.3. Organization Structure for the Projects
The below structure is a simple drafted project management organizational structure for Mubasha company.
CEO
PA of CEO
Project Manager
Functional O erators
IT Manager
Administrator
Human Resource
Graph 1: Organization Structure for the Projects
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2.2. Project Roles and Responsibilities When an organization undertakes a certain project, there will be certain individuals assigned with specific roles and responsibilities to carry on the project. It is a must that each and every individuals to know what their role is and what their responsibilities are. Table 3: Project Roles and Responsibilities
Project Role
Responsibilities
Project Manager:
The individual responsible for developing, in conjunction with the Project Sponsor, a definition of the project. The Project Manager then ensures that the project is delivered on the agreed time, to budget and to the required quality standard.
Project Team Members:
The team members are the ones who actively work on the project, at some stage, during the lifetime of the project. Some individuals may have a specific role.
Managing and leading the project team. Recruiting project staff and consultants. Coordinating with the partners and the team engaged in project work. Detailed project planning and control Managing project outcomes in line with the project plan. Recording and managing project problems and focusing where necessary. Solving cross-functional issues at project level. Managing project scope and change control Monitoring project progress and performance. Providing status reports to the project sponsor. Managing project evaluation and dissemination activities. Final approval of the design specification. Working closely with users to make certain the project meets expected needs. Identifying team training needs
Provide functional expertise in an administrative process Work with subordinates to ensure the project meets business needs Documentation and analysis of current and future processes Identification and mapping of information needs Defining requirements for reporting and interfacing
User training
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Project Sponsor:
The person who commissions others to deliver the project and supports the cause throughout the project. They will normally be a senior member of staff with a relevant area of responsibility that will be affected by the results of the project. They are involved from the start of the project. Once the project has been launched they should ensure that it is actively reviewed.
Acts as a supporter Is accountable for the results of planned project. Ensures resolution of issues created by the Project Manager or the Project Board. Sponsors the communications programme Makes core organisation decisions for the project. Assures availability of essential resources. Approves the budget
Ultimate authority and responsibility for the project
Project Board:
This group, normally containing management grade personnel, is responsible for overseeing the progress of the project and reacting to any strategic problems. The group is optional.
Steering Committee:
The role of the Steering Committee is to act as a guiding and facilitating safety.
System Administrator:
Management and support of the IT system environments.
Supports the project and raising awareness at senior level Approving strategies, implementation plan and project scope Resolving issues Managing change through the organisation Prioritising project goals with other ongoing projects Communicating with other key organisational representatives Ensure links with other similar activities Provide advice on key technical aspects To provide advice and guidance regarding planning and development of the succeeding project To provide advice and guidance in the identification of priorities and management of risks within the overall scope of the project To monitor the progress and outcomes of the project To provide advice on the quality of deliverables and maintain a high quality To facilitate that the outcomes of the project Management and support of the various environments. Network operating systems management and support. Database management and support. Back-up and disaster recovery measures. Contributing to technical strategy, policy and procedure. Development and operation of technical testing programmes.
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2.3. Difference between Manager and Leader
A manger can always be a leader, but a leader is not always a manager. Who is a manger?? Management is an authority, meaning a manager is the person responsible for planning and directing the work of a group of individuals, monitoring their work, and taking corrective action when necessary. Management is the organizational process that includes strategic planning, setting; objectives, managing resources, deploying the human and financial assets needed to achieve objectives, and measuring results. Who is a leader?? Leadership is an ability, meaning a leader is interpreted as someone who sets direction in an effort and influences people to follow that direction. Good, effective leaders have: a knowledge and understanding of a range of types and methods of leadership, sensitivity to the environment within which they are working, and self-awareness and understanding of others that allows them to moderate their leadership behaviours appropriately. 2.3.1. Qualities required for a Project Management Leadership
Vision A leader should always have a vision when he/she is working. Visionary leaders allow people to feel that they have an important part in the project. They empower people to experience their vision on their own.
Communication Project leadership must be able to communicate about goals, responsibility, performance, expectations and feedback to his/her subordinates. The projects leader is also the team’s representative to the management. The leader must have the ability to
effectively negotiate and use persuasion when necessary to ensure the success of the team and project.
Integrity The project manager needs to have honesty, loyalty and also integrity. His/her actions set an example for the rest of the team members. The project manager should practice what they preach and in turn earns trust.
Enthusiasm Enthusiastic leaders must be enthusiastic and committed to their goals. They should express this commitment through optimism. Enthusiasm is contagious and effective leaders know this. A team always follows a leader who is positive and move forward with a can-do attitude.
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Empathy A good project manager needs to understand his/her subordinates, that there is life outside the workplace which they require attention to. By doing so he/she will develop a personal relationship with the team members that will help increase the performance of each and every individual.
Competence The team must believe and know that the project manager has the knowledge which is required. The ability to challenge, inspire, enable, model and encourage must be demonstrated if leaders are to be seen as capable and competent. Project management qualifications are greatly recognised in this day and age and expand a project managers’
knowledge further.
Delegation The project leader should be able to recognise skills and expertise of his/her team members and delegate the tasks according to those. Trust is an essential element in the relationship of a project leader and his or her team. Individuals who are unable to trust other people often fail as leaders.
Composure Whenever a project is being undertaken, there are times when things do not go as expected. In such situations, the project manager must maintain their cool and be composed no matter what level of pressure they face.
Team Building A team builder can best be defined as a strong person who delivers the substance that holds the team together in common purpose toward the right objective. Keeping the sense of team spirit alive despite the many problems in the project execution is another crucial quality a project manager should have.
Problem Solving An efficient project manager should be capable of solving any or all problems, either with the team or the project itself. The team members should trust them to solve their problems but also involve the team in problem solving also.
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2.4. Human Resource Planning The key component of all projects is the human resources on the project. The Human Resource Plan is a tool which aids in the management of all projects. It is the process of identifying and documenting project roles, responsibilities, and reporting relationships, as well as creating the staffing management plan. Defining Roles and Responsibilities:
The roles and responsibilities of each and every individual are needed to be defined and presented.
Role – set of responsibilities, authorities and c ompetencies
Responsibilities – work what is expected from team member to get a result
Authority - right to apply project resources, make decisions and sign approvals; right to choose work method, accept quality and respond to project disagreements
Defining Reporting Relationship:
Defining of report relationships is in other words putting in place project control and information flow structure expressed in organization chart. These charts can be hierarchical or matrix based structure. Define Project Staffing Management:
Project staffing management plan describes when and how human resource requirements will be met and includes factors such as staff acquisition, training, development and rewarding.
Also human resource planning involves team development and motivations, which is the core to meet the project objectives and success. There are many team building theories and motivational theories which can be followed to ensure that the team is efficient and effective.
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2.4.1. Team Building
We cannot expect a team to be without any problems, it could be either internal conflict or external conflict or even both. Even successful teams in the present have had many conflicts in the beginning, they are successful now because they have overcome their conflicts. There are many ways to overcome the conflicts which affect a team, but in order to overcome them we must first find them after that only we can solve them.
Team Building Using Tuckman’s Theory:
In order to develop the customer care opera tion team, I will be using Bruce Tuckman’s team building theory.
Figure 9: Tuckman Model
Forming:
This is where the company recruits a team based on human resource requirement for organization development. As per the details, the forming stage has been completed. They have selected a team for the project.
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Storming:
This is where the employees or the team mates meet but are isolated in thought, word and need. According to the details, it is assumable that the team is currently in this stage. This is the stage where the team will have internal conflicts with each other. They could be:
Language barriers
Personality
Ideas
Socio-economic backgrounds
Attitude
There are more causes which could arise team conflicts other than this. Norming:
This is where the team finds their feet by overcoming their conflicts and gets familiar with their job and colleagues. Now it is time for the team to overcome and find solve their conflicts. This can be done by;
Make sure each team member involved has a chance to explain the problem as he or she sees it.
Establish clear ground rules so that people can have their say without being interrupted, rushed, mocked, or intimidated.
Encourage employees to solve problems themselves when they can so that no one else has to be in the middle of every conflict between team members to solve. However, if they cannot solve them, it’s important that they can count on someone to coach them through a
problem-solving framework that allows them to build conflict resolution skills for the future. We cannot expect the team to perform well as soon as they have overcome their conflicts. Now they must create a strong relationship and understanding among them. To accomplish this;
We must make the team’s purpose clear. Take time to educate team’s performance, goals and how the team contributes to the company’s success.
Make sure every team members interact at meetings. Must encourage t eam members to ask each other for help and to offer it to each other.
Define each person’s job in terms of its contribution to the group’s and companies overall
goals. Performing:
Here employees are comfortable and clear about the expectations from the management and team. Now the team is ready for its performance. They will be ready to accomplish the assigned task with the expected outcome or even more
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2.4.2. Adam’s Equity Theory As per Adam’s Equity Theory state that it is vital to have a fair balance between employee’s input
and the output the employee receives from the organization. According to the theory, finding this fair balance (between input and output) helps to ensure a strong and productive relationship is achieved with the employee, with the overall result being contented, motivated employees.
Figure 10: Adam’s Equity Theory
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2.4.3. Maslow’s Hierarchy of Needs
According to humanist psychologist Abraham Maslow, our actions are motivated in order achieve certain needs. Maslow first introduced his concept of a hierarchy of needs in his 1943 paper "A Theory of Human Motivation" and his subsequent book Motivation and Personality. This hierarchy suggests that people are motivated to fulfil basic needs before moving on to other, more advanced needs. (Maslow, 1943)
Figure 11: Maslow’s Hierarchy of Needs
The above pyramid (Maslow’s Hierarchy) shows the needs of everyman in stepwise. As per Maslow,
these needs have to be fulfilled for a person to be motivated. But when it comes to a workplace, employees expect different needs on the above categories.
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As per the above two theories; Adam’s Equity Theory and Maslow’s Hierarchy of needs, we able to
come to two major conclusions that helps in rewarding employees as per their performance. 1. All the employees of an organization expect something in return (rewards) for all the hard work they pour into completing their tasks. (Adam’s Equity theory)
2. There are people with different needs and the same type of rewards does not motivate all the employees. (Maslow’s Hierarchy of Needs) e.g.: a person who works at a higher position might not require financial rewards while most of the time a low level employee would go for a financial reward. Hence it is very crucial to analyse the linkage between the rewa rds and the employee’s performance and the different types of employees.
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Task 03 3.1. Project Plan A project plan is an official document drafted to guide the control and execution of a project. A project plan is the key to a successful project and is the most important document that needs to be created when starting any business project. This will include;
Work Breakdown Structure
Project Scheduling
Cost Controlling
3.1.1. Work Breakdown Structure
A work breakdown structure is a key project deliverable that organizes the team's work into manageable sections. It is a deliverable oriented hierarchical decomposition of the work to be executed by the project team. The work breakdown structure visually defines the scope into manageable chunks that a project team can understand, as each level of the work breakdown structure provides further definition and detail. Below is a WBS for the project implemented at Layola Hospital Project Implementation
Selection
Request for
Contract
Agreement
Installation
Configuration
Hardware
Screen
Application
Interface
Training
Info Request for Proposal Graph 2: Work Breakdown Structure - Layola Hospital
Four Key Benefits of having WBS 1. forces the team to create detailed steps 2. lays the groundwork for schedule and budget 3. creates accountability 4. breeds commitment
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3.1.2. Project Scheduling
Project scheduling is concerned with the techniques that can be employed to manage the activities that need to be undertaken during the development of a project. Scheduling is carried out in advance of the project commencing and involves:
Identifying the tasks that need to be carried out;
Estimating how long they will take;
Allocating resources
Scheduling when the tasks will occur
Project scheduling can be shown through graphical graphs such as; I.
Milestone Charts
II.
Gantt Charts
Below is a scheduling created for Layola Hospital using Gantt chart. Month Week
January 01st
02nd
03rd
February 04th
01st
02nd
03rd
March 04th
01st
02nd
03rd
Task Selection Provide Requirment Purchase of Software Software Configuration Coversion of Existing Data On-Site Resources Training Go Live
Graph 3: Gantt Chart - layola Hospital
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3.1.3. Cost Controlling
Cost control is not only monitoring of costs and documenting huge quantities of data, but also analysing of the data in order to take proper action before it is too late. Cost control should be performed by all personnel who incur costs, not merely the project office. Cost control implies good cost management, which must include:
Cost estimating
Cost accounting
Project cash flow
Company cash flow
Direct labour costing
Overhead rate costing
Cost Controlling Techniques 1. Planning the Project Budget Before implementing the project, we should draft a budget at the beginning of the planning session with regard to the project at hand. It is this budget that you would have to help you for all payments that need to be made and costs that you will incur during the project life cycle. 2. Keeping a Track of Costs Keeping track of all actual costs is also equally important as any other technique. Here, it is best to prepare a budget that is time-based. This will help you keep track of the budget of a project in each of its phases. 3. Effective Time Management Another important technique would be effective time management. Although this technique does apply to various management areas, it is very important with regard to project cost control. When a project is being dragged on for quite a long period of t ime it will increase the cost. Hence the deadlines should be met on time. 4. Project Change Control Change control systems are crucial to take into consideration any potential changes that could take place during the course of the project. This is due to the fact that each change to the scope of the project will have an impact on the cost directly or indirectly. 5. Use of Earned Value Similarly, in order to identify the value of the work that has been carried out thus far, it is very helpful to use the accounting technique commonly known as 'Earned Value'.
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3.2. Measuring Project Performance Performance measurement is an important function which should be carried out for each project, based on the project restraints which are; scope and the goals and objectives of the stakeholders. Because performance measurements are specific to each and every project, they are more open to interpretation than time and budget. 3.2.1. Methods used to Measure Project Performance
1. Performance reviews Performance reviews are meetings scheduled weekly, bi-weekly, or monthly to assess project status and to keep the management team abreast of the project's status. By conducting performance reviews, variances are detected and can prevent further deviation from the plan. 2. Trend analysis This involves examining project results over several reporting schedules to determine if performance is improving or decreasing. This will allow management to determine whether schedule performance is progressing or regressing. Companies use trend analysis for long-term projects, to compare status over several periods. Companies also use trend analysis data to plan future projects that are similar in nature. 3. Earned value analysis This is the most commonly and frequently used technique of performance measurement. It integrates scope, cost, and schedule measures to assist the management team in measuring project performance. Earned value analysis compares the amount of planned work to what was actually accomplished. This involves calculating three key values for each activity that is performed.
Planned Value (estimated cost to be spent on the project)
Actual Cost (the total cost involved in the project)
Earned Value (the value of work completed)
4. Information distribution tools and techniques These techniques make necessary information available to project stakeholders in a chronological manner. Information regarding a project's performance is essential to lead towards project success. Clear communication and shared information retrieval and distribution methods are the basic tools and techniques for ensuring that important information is distributed. The sender must ensure that the information is clear and complete while the receiver confirms that it is properly understood.
Using methods and techniques to determine whether a project is performing as planned will help you maintain a concise and controlled project schedule.
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3.3. Project Change Control “Change Control” is a formal process. It is set up to help project teams to change the scope of the
project using specified controls and policies. Change can include anything that would impact the project; time, budget, scope, all of which can impact quality. Most of the time, it is scope that impacts the other factors. Project Change Control Procedures Table 4: Project Change Control Procedures
Step 1
Whenever a change or issue has been taken place, it should be categorised and entered in the issue/change register to be documented.
Step 2
An impact analysis should now be carried out and it should consider the change or issue impact (positive or negative) on a variety of projects factors such as: Time Cost Quality Scope Business Case Benefits Risk The change or issue should be prioritised, first, by the originator, and second, after impact analysis. It is important when carrying out the above impact analysis, project leaders, sponsors and team members are full y involved so that a balanced decision can be reached.
Step 3
Having understood the full effect of the change or issue, the next step is to consider alternative options and proposing the suitable actions to take in order to solve the issue or implement the change. A balanced view i s needed and consideration should be given all these options on the projects duration, cost, quality, scope, benefit and risk performance targets.
Step 4
The final action is to decide whether or not to implement the change. During implementation, the project manager should make sure that its status is reported to the Project Committee up to the point when the issue or change has been fully implemented.
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3.4. Competitive Advantage through Project Management A competitive advantage is the superiority that a company/business gets over its competitors. This advantage enables the firm to produce greater sales or margins and to keep a hold of more customers than its competitors. For years many companies have been trying to achieve competitive advantage through project management. Many of the project which were undertaken lead to success and result in competitive advantage as well as the other way around.
How project management deliver successful projects which leads to competitive advantage? There are two aspects to project management:
Selection of project – Project management allows us to analyse and choose the appropriate project which will alight with the business strategy. The organisation needs to know which activities it should engage in, which are the important ones for it competitive advantage and then, that drives the selection of projects. The selection of the project is the foundation of competitive advantage.
Implementation of the project – This is where you implement the selected project and manage that project. How you manage the selected project is a crucial factor, for you can only gain competitive advantage when you manage your projects better than others. In order to manage your projects efficiently and effectively, the experience and judgement and the knowledge which is built up over time of managing projects is necessary.
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3.4.1. Ways Projects Support Business
1. Increased efficiency in delivering services: When a project is successfully completed it will increase the efficiency in the service provided by the organization. 2. Enhanced customer satisfaction: One of the most important factors, which are customer satisfaction, will be increased when the project becomes successful. 3. Effectiveness in delivering services: The same strategies that allowed you to successfully complete one project will serve you many times over. 4. Growth and development within the organization: When a project ends up successfully, it will motivate the employees to perform even more efficiently and achieve more success. 5. Opportunities to expand your services: Great performance leads to more opportunities in the future to succeed. 6. Increase in quality: The quality of the service or the product produce will be increased which will result in more revenue.
3.4.2. How the Project of “Layola” Hospital Support for Business
As per the scenario, the Layola hospital is implementing a new HR system. In a service oriented company, HR is the most important division. Since this is a hospital, the staffs of the hospital have to look after the patients and the HR has to look after the staffs. It is a must for the management to keep track of its staffs so that no inconvenience could arise. This system will help monitor the HR which is available at the organization. When you take a competitive advantage of a hospital, it would mean having the modern equipment, knowledge doctors, kind staffs and peaceful environment. But as my personal opinion, rather than using these factors for competitive advantage to earn profit, if they can cure people at a reasonable amount it would help the human life as well as the economy of the country. This software will definitely provide a competitive advantage but it will also help greatly to carry out the daily tasks and monitor their patients properly.
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Reference COST MANAGEMENT & CONTROL IN PROJECTS|Project Management| Read Free Online
Lessons . 2009. [ONLINE] Available at: http://www.zainbooks.com/books/management/project-management_40_costmanagement-and-control-in-projects.html. [Accessed 23 February 2014]. How to Manage Projects with Better Control and Coordination with the use of Project
Management Software? - Tiger Startups. 1999. [ONLINE] Available at: http://www.tigerstartups.com/blogs/881/how-to-manage-projects-with-better-control-andcoordination-with-the-use-of-project-management-software. [Accessed 20 February 2014]. Project Management | Top 10 Leadership Qualities of a Project Manager. 2005. [ONLINE]
Available at: http://www.projecttimes.com/articles/top-10-leadership-qualities-of-a-projectmanager.html. [Accessed 16 February 2014]. Change Management & Project Management Compared. 2000. [ONLINE] Available at:
http://www.brighthubpm.com/change-management/32881-five-key-differences-betweenchange-management-and-project-management/. [Accessed 14 February 2014].
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Bibliography
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