Essential Elements of an Executive Summary Business proposal/plan or studies usually use executive summaries. It should emphasize the strengths of your work and how it can contribute to the success of the business. It should highlight relevant points so that when readers see them, they will get hooked and will anticipate more what your proposal will be and how you will support your strong arguments. Here are some of the essential ingredients of an executive summary we share to you based on business experts and blogs: 1. Opening statement This is sometimes known as the mission statement which cites the goals and objectives of the paper 2. Company information This gives your reader an overview of your company and its dealings. 3. Growth highlights Your readers must have a grasp about the progress of your company. 4. What are you asking for or your needs This is where you cite the terms for the simple budget and financing. 5. Future plans This is very important because this will give your audience an idea that your business planhas a long-term perspective and will definitely give long-term benefits. These are just some tips we provide to you. You can also have your own checklists in creating a spot-on executive summary. Aside from business plans our website offers, we also have in stock marketing plan executive summary templates and executive report templates for more specific documents. What is an Executive Summary? The Executive Summary is a one-page document that summarizes the purpose, goals, and approach of your design project. Reading this summary should give any evaluator (or your boss) a clear idea of the problem you are tackling, your approach to solving it and roughly where you are in the process. Consider it an abstract or overview of your project. You will initially build off your mission statement to write the executive summary in TC 2, but will edit and update the executive summary in all subsequent cycles. Early drafts of the executive summary will discuss your objectives and strategy and forecast work you plan to do. In your final report, the executive summary will be in past tense, summarizing your report and describing what your project entailed and its outcomes. Two examples of executive summaries follow. The first is for a proposal, but still illustrates the principles of this type of document. The second is an executive summary submitted by a past BIOE design team. Executive Summary Example #1 Copied from: Lumsdaine, Lumsdaine and Shulnett, Creative Problem Solving and Engineering Design, McGraw Hill, 1999 Executive Summary Proposal to Design a Pedestrian Bridge over Freedom Boulevard at Morningdale Avenue Pumpkin Center, North Carolina The firm of Acme Engineers and Designers proposes to design the subject pedestrian bridge at the request of the design sponsors, the City of Pumpkin Center and the North Carolina Department of Transportation. The need for this structure c.

1. Essential Elements of an Executive Summary
Business proposal/plan or studies usually use executive
summaries. It should emphasize the strengths of your work and
how it can contribute to the success of the business. It should
highlight relevant points so that when readers see them, they
will get hooked and will anticipate more what your proposal
will be and how you will support your strong arguments.
Here are some of the essential ingredients of an executive
summary we share to you based on business experts and blogs:
1. Opening statement
This is sometimes known as the mission statement which cites
the goals and objectives of the paper
2. Company information
This gives your reader an overview of your company and its
dealings.
3. Growth highlights
Your readers must have a grasp about the progress of your
company.
4. What are you asking for or your needs
This is where you cite the terms for the simple budget and
financing.
5. Future plans
This is very important because this will give your
audience an idea that your business planhas a long-term
perspective and will definitely give long-term benefits.
These are just some tips we provide to you. You can also have
your own checklists in creating a spot-on executive summary.
Aside from business plans our website offers, we also have in
stock marketing plan executive summary
templates and executive report templates for more specific
documents.

2. What is an Executive Summary?
The Executive Summary is a one-page document that
summarizes the purpose, goals, and approach
of your design project. Reading this summary should give any
evaluator (or your boss) a clear idea
of the problem you are tackling, your approach to solving it and
roughly where you are in the
process. Consider it an abstract or overview of your project.
You will initially build off your mission statement to write the
executive summary in TC 2, but will
edit and update the executive summary in all subsequent cycles.
Early drafts of the executive
summary will discuss your objectives and strategy and forecast
work you plan to do. In your final
report, the executive summary will be in past tense,
summarizing your report and describing what
your project entailed and its outcomes.
Two examples of executive summaries follow. The first is for a
proposal, but still illustrates the
principles of this type of document. The second is an executive
summary submitted by a past BIOE
design team.
Executive Summary Example #1
Copied from: Lumsdaine, Lumsdaine and Shulnett, Creative
Problem Solving and Engineering
Design, McGraw Hill, 1999

3. Executive Summary
Proposal to Design a Pedestrian Bridge
over Freedom Boulevard at Morningdale Avenue
Pumpkin Center, North Carolina
The firm of Acme Engineers and Designers proposes to design
the subject pedestrian bridge at the
request of the design sponsors, the City of Pumpkin Center and
the North Carolina Department of
Transportation. The need for this structure comes from three
sources:
• Numerous citizen requests to the city council for a pedestrian
route which shortens the
average I-mile walk to the nearest overpass across Freedom
Boulevard
• Several fatalities in the past two years occurred when
pedestrians attempted to cross
Freedom Boulevard between intersections
• An independent random survey of 250 citizens of Pumpkin
Center by ACME engineers
shows that 78% would support a modest tax levy to assist in
building the bridge
Acme Engineers' initial concept for this bridge addresses the
constraints imposed by the City of

4. Pumpkin Center and the NC Department of Transportation,
including:
• Accommodation of pedestrian traffic only
• Chain-link (or alternative) enclosed pathway on bridge
• Design meets all applicable codes and statutes
Acme's survey of 250 Pumpkin Center citizens and two focus
groups of potential users have
identified the following design objectives listed in order of
importance to these users:
• Safety in entrance and exit areas as well as on bridge pathway.
• Clear visibility of users (also a safety concern).
• Accessibility of entrance and exit areas to connecting
sidewalks.
• Attractiveness of structure.
• Low cost.
• Low maintenance costs to maintain safe and attractive
structure.
• Low susceptibility to vandalism and graffiti.
Our initial design concept, an attractive suspension-style
structure, addresses each of these
objectives while meeting the constraints imposed. Our proposal
is to explore this and other similar
concepts to develop a design that optimally satisfies all of these
objectives. The design will be
evaluated with computer simulations of 100-year wind loads and
earthquake levels. Models of the
alternative concepts will be constructed for evaluation by focus
groups for attractiveness and
accessibility prior to selection of final concept. The design will

5. be conveyed to sponsors by interim
and final reports, including the scale models.
Comment [DJA1]: Team mission statement.
Comment [DJA2]: Needs and constraints.
Comment [DJA3]: Design objectives
Comment [DJA4]: Strategy
Comment [DJA5]: Plan and project status.
Executive Summary Example #2
Executive Summary
Designing a Microgravity Fracture Healing Device
High Performance Ninjas (HPN) will design the OsteonexusTM,
a microgravity fracture
healing system. This system will address NASA’s concerns
regarding fracture risk during
long term space travel, such as the 2-3 year mission to Mars
planned for 2030. The
needs for this device are as follows:

6. • Bone loss from long-term microgravity situations may
significantly increase the
risk of fracture
• Microgravity environment may severely inhibit or hinder
normal bone healing
mechanisms
• Long transit time to Mars rules out current ISS fracture
protocol of splinting and
returning to Earth
• Increased rate of healing allows for quicker return to normal
operational capacity
Space travel is a highly complex endeavor. Consequently, the
Osteonexus must adhere
to additional constraints unrelated to its ability to heal
fractures, which include:
• Limited medical expertise onboard shuttle
• No electrical interference with existing components on board
the space shuttle
• Limited energy resources
• Limited space availability due to small working and living
conditions on board the
space shuttle
• Minimal weight due to the high cost of sending items into
space
After consulting with NASA and experts in fracture healing and
bone biomechanics,

7. several design objectives were identified and are listed below in
order of importance:
• Effective fracture fixation and healing
• Ease of use with minimal medical training
• Versatility to multiple long bones
• Minimization of pain
• Maximization of mobility during treatment
• Small size and low weight
On Earth, different types of fractures require different treatment
methods. This principle
remains true when treating fractures in space. Thus, the
Osteonexus is a system of
devices that utilizes casting or external fixation in conjunction
with ultrasound,
electromagnetic fields, or micromovement therapies. The use of
the Osteonexus is
guided by a treatment logic chart. As ultrasound and
electromagnetic field devices are
commercially available, HPN will focus its efforts on designing
a micromovement
component. This component will use external fixation to secure
the fracture and
motorized axial dynamization to induce micromovement at the
fracture site. The applied
micromovement will mimic partial load bearing, which has been
proven to help heal bone
Comment [DJA6]: Mission statement
Comment [DJA7]: Needs and constraints.
Comment [DJA8]: Design objectives

8. fractures on Earth. Such a device is necessary as a fracture
would jeopardize the life of
an astronaut and the objectives of a mission.
HPN has constructed a preliminary aluminum prototype for the
Osteonexus Active
Dynamizer and will be testing it in Spring 2006. We are
currently devising a fracture
evaluation system that will assess the effectiveness of bone
healing by monitoring
stresses on the prototype. Frequency and finite element analyses
will also be conducted
to characterize the device. The design of the Osteonexus will be
improved and modified
throughout the testing, and the final device will be made of
plastic to reduce the weight.
Comment [DJA9]: Strategy and plan.
Comment [DJA10]: Project status.
Executive Summary
A centralized model of delivering HR services
This project entails the establishment of a project team and
project phases needed to initiate changes for a more centralized
model of delivering Human Resource (HR) services for Holman
Enterprises, LLC. The Company will be the standard bearer in
maximizing Human Resource practices and Human Resource
service delivery. The needs for a more centralized model of
delivering HR services are as follows:
· HR generalists have been embedded in business units over the

9. course of several years.
· The cost and difficulty of maintaining standards have
increased.
· Frustrations have flared within business units in regards to
inquiring a budget “hit.”
Furthermore, Holman Enterprises, LLC., has addressed possible
constraints within the project pertaining to the following:
· Timelines
· Budget
· Cross functional work ethics
· Staff Changes
· Risks
The needs and constraints have been evaluated, presenting a
proposition to establish a project team initiating the desired
changes to the approach of delivering more centralized HR
services. Holman Enterprises has designed a strategic plan
providing guidance and direction for outlining the assessable
goals of the project. Preparation of the project is crucial since it
brings about insight into so many things that are typically
involved in project delivery. These items include the team,
proper communication systems, budget, risks, and even the
management personnel and needs that help in speeding the
project delivery (Falkner & Hiebl, 2015). The strategic planning
is five step plan consisting of:
· Strategic analysis
· Guiding principles which include the organizations vision and
mission
· Strategy objectives
· Flown-down objectives
· Portfolio management
A project plan to include a project charter has been created to
include timelines and milestones, identified resources, and the
expectations have been set with team members and
stakeholders. The requirements of the project are comprised of
· Scope of the project
· Scheduling of the project

10. · Behavioral skills
· Determining cost, aggregation and cash flows
· Identifying potential risk and how to manage possible sources
· Maintaining and sustaining progress
From the contemporary global economy perspectives, project
management discipline underpins a wide range of economic
activities and drives business success by ensuring the effective
utilization of existing resources, as well as the horizontal and
vertical workflow in an organization.
Five Steps of Strategic Planning
As depicted in the text by Kloppenborg (2019), there are
five steps of strategic planning. The first step is strategic
analysis. As noted in the text, “This strategic analysis is often
called strengths, weaknesses, opportunities, and threats
(SWOT)” (Kloppenborg, 2019). This initial step is to break
down the external and internal surroundings and decide how
beneficial they will be. This step will assist in determining if
they will upgrade or confine the organization's capacity to
perform. With this stated, internal analysis consists of
identifying what qualities and shortcomings, the organization is
facing. While external analysis consists of gathering and
analyzing information on the threats and prospects of
surrounding competition, consumers, merchants and so forth,
adequate information should be collected, as well as relevant
data that will help the company shift to a more centralized
system of delivering HR services. The analysis should focus on
understanding the company's needs as an entity that is
sustainable, alongside the strategic direction and identification
of initiatives that help the business in growing (Bredin &
Söderlund, 2013).
The second step in strategic planning is the guiding
principles which include the vision and mission. After
completion of the first step leaders within the organization

11. should establish these principles. This step identifies how the
company's objective will be accomplished, which in this case is
moving to a more centralized model of delivering HR services
(Bloom, 2014). The vision should be very realistic and lead to
the values of the mission. Typically, this stage's final step is to
write a mission statement that gives a defined communication of
the company's goals to both the staff and shareholders (Bredin
& Söderlund, 2013). The vision and mission provide the morals
and truths of the organizations and the steps for their methods
of delivery.
The third step is to formulate strategy objectives. At this
stage, the organization should have completed a SWOT, and
have determined guiding principles. Strategic Objectives
should be written, so they are understandable throughout the
organization and drafted to be easily remembered. "These
objectives should provide focus on decisions regarding which
projects to select and how to prioritize them since they are an
expression of organizational focus" (Kloppenborg, 2019).
Determination of the currently available resources is also
required to assist in achieving set goals as well as objectives.
Identification of any areas in which the business has to seek
external resources is also necessary, having in mind that the
project is operating on a fixed budget and the set objectives
need to be achieved (Bloom, 2014).
The fourth step is flown-down objectives. During this
stage, the objectives will be enforced throughout the
organization. As stated by Kloppenborg, “Some objectives may
be implemented by work in ongoing operations. However,
projects tend to be the primary method for implementing many
objectives” (Kloppenborg, 2019). Implementation and
enforcement of the objectives will be different for different
levels of organizations. “Regardless of whether the organization
is small and the top leaders make all project selection decisions
or whether the organization is large and some of the decisions
are cascaded one or more levels down, several methods of
project selection may be used” (Kloppenborg, 2019).

12. The fifth and final step of strategic planning is portfolio
management. “Portfolio management is centralized management
of one or more portfolios to achieve strategic objectives”
(Kloppenborg, 2019). Managing portfolios includes analysis of
investment decisions in support of the organization. The overall
objective of this step is to maximize the benefits of the
organization's strategic goals. Evaluations that are successful in
strategic goals are defined through measured parameters. These
parameters are set in the first step of strategic planning, SWOT.
Progress should be determined by measuring the real results
against the plan set in place. Project success in these companies
is measured by how much the project contributes to the
organization s objectives (business needs) as well as the
traditional measures of staying within budget and schedule and
achieving the specific technical goals promised at the start of
the project to obtain the desired return on investment
(Kloppenborg, 2019).
Statement of importance
As provided, it is evident that all five steps of strategic
planning are vital to organizations and the project team.
Strategic planning will efficiently assist the company in
bringing organizational structure to the forefront. Many things
can change within an organization, i.e., budget constraints,
timelines, etc., but with a strong and enforced strategic plan, the
principles of the organization will remain robust. A strategic
plan is set in place to safely guide the company towards the
right decisions, practices, and processes. The implementation
and enforcement of strategic goals will enable the company to
provide guidelines for appropriate practices, methods, and the
tools associated with the company's needs and challenges. The
overall importance of strategic planning is the resources and
objectives at hand which all narrow down to achieving a model
that is more centralized to deliver HR services.
Vision and Mission Statement
The vision statement for the organization is as follows:
"The Company will be the standard bearer in maximizing

13. Human Resource practices and Human Resource service
delivery." With the vision stated, the organization mission
statement would be: In support of our company's vision and
values, it is our mission to attain the best possible centralized
model(s) for delivering Human Resource Services, thus ensuring
maximum utilization of the available labor force in executing
all duties provided. Furthermore, the company will consume all
available resources and maintain a set plan of action to achieve
objectives. It is our company’s mission to:
· Maintain quality and quantity in our day-to-day operations.
· Create and maintain a workplace that fosters challenges.
· Maximize strategic planning to align with the goals of the
organization, incoming projects, consumers and stakeholders.
· Seize opportunities that exhibit flawless execution.
· Ensuring project teams are given the necessary tools, training,
and motivation to operate most efficiently and effectively.
· Maintaining an effective communication, sound policies, risk
management and integrity throughout the organization and most
importantly with all consumers and stakeholders.
Project Charter
A project charter is the cornerstone of any project’s
success. A project charter is a document that formally
authorizes the existence of a project and provides the project
manager with the authority to apply organizational resources to
project activities (Kloppenborg, 2019). It is essential to make
use of a project charter, involving all personnel associated with
the project team, as well as all known stakeholders. A project
charter ensures the project manager, and every member apart of
the project acknowledges a full understanding of the
requirements for the given project. The project charter describes
project goals and strategies to achieve the set goals of the
project. It also stipulates the set objectives, how the set tasks
will be executed and the position of the stakeholders involved.
The project charter is a vital element when planning out any
project, and throughout the entire project cycle, the project
charter will be used and adhered to throughout the entire project

14. duration. The project charter will be used in authorizing the
project manager to begin the project that is already approved.
The project charter will provide easy measures to ensure the
project is on track, maintained, and controlled. Furthermore, it
will also allow the manager and leader to use the resources for
the company in accomplishing the project's objectives
(Armstrong, 2016). Executing a project without the project
charter can be disparaging. Without the project charter, there is
no clear guideline available to ensure the project is efficiently
and effectively completed.
In regards to the charter element, the most important
elements gathered from the text are scope review, milestone
schedule, and resources. A complete understanding of the scope
overview for the project is the most vital portion of the project.
This step will allow for accuracy when aligning the project
charter. A milestone schedule is equally important as it will
allow for a set schedule of events for any project and will assist
in maintaining strict timelines throughout the project. Lastly,
pinpointing and understanding certain resources required for a
project will in return assists with the budget of the project.
****Statement of Emphasis (NEEDS REWORK WITHOUT
CONCLUSION)
Organizing an HR project is an enormous task, and it
requires a strong and superlative team to get across the finish
line; of which I have no doubt we as a team can complete this
task with ease. Thus far, I have thoroughly explained the five
steps of strategic planning and the importance of these steps. I
have covered the company's vision and mission statements.
Furthermore, we have covered the project charter and its vital
role within the project. Objectives and constraints have also
been discussed. In addition, the minimum cost possible will be
ensured within the project charter as the project is set on a fixed
budget. Constraints to a budget may include; inadequate human
resources and capital (Armstrong, 2016). The benefits of the
project include reducing costs and increasing the ease with
which the company’s standards are maintained. Therefore, it is

15. clear that if all steps are followed and adhered to, a proper
project charter will be set and all stakeholders can put their
efforts into achieving goals, costs, and the difficulties
experienced in maintaining the company’s standards will be
reduced. To reiterate the overall goal is to successfully organize
HR projects without sacrificing quality and adhering to
organizational goals. If anyone has any questions, concerns, and
or recommendations for the project, please feel free to let the
team know.
Project Manager Power
When managing the project team, a project manager uses
various forms of power to get team members to prioritize and
commit to project work (Kloppenborg, 2019). Although project
managers are overall in charge of the project, they tend to rely
on personnel that does not work directly for them to perform the
necessary tasks for the project. Project managers use many
different forms of power to inspire personnel in regards to
performing. As listed in the text, there are many types of project
manager power to include: legitimate power, reward power,
coercive power, referent power, expert power, information
power and connection power (Kloppenborg, 2019). I believe
expert and connection power will be the most beneficial for the
project at hand.
As defined by Merchant, P. (2018), expert power is derived
from possessing knowledge or expertise in a particular area.
Such people are highly valued by organizations for their
problem-solving skills. People who have expert power perform
critical tasks and are therefore deemed indispensable (Merchant,
2018). Those of them perceived to have expert power are held to
a high standard as they possess specialized skills that others
within the organization do not possess and they tend to
influence the actions of those surrounding them greatly.
Furthermore, possession of expert power is normally a stepping
stone to other sources of power such as legitimate power
(Merchant, 2018). Expert power most importantly, most
definitely is relevant to the project, being the subject matter

16. expert in any field or project is exceedingly influential. Project
team members will appreciate and respect a person of expert
power for their technical expertise and problem-solving
abilities. If a project manager has a reputation for success and
can convince others that he or she understands enough of the
project management, technology and politics to successfully
guide the project, then people will be more inclined to work
hard on the project (Kloppenborg, 2019).
Connection Power is where a person attains influence by
gaining favor or simply acquaintance with a powerful person
(Giang, 2013). Connection power is based on networking. As
noted by Kloppenborg, T. (2019), project managers can create
many champions for their project by continuing to expand their
contacts with important people and by continuing to talk about
the importance of their project (Kloppenborg, 2019). Normally
sponsors, have legitimate power over the project manager and
project managers can utilize this resource for the project. With
that said, the project manager comes across as weak when they
cannot control the functions of the project. When a project
manager expands on their contacts and gets things done with the
project they rise above the sponsor's abilities. Engaging
connection power assembles partnerships, and the project will
highly benefit based off of strong connection power. A project
manager with connection power prompts support from others,
and they aim for gaining favor and expounding on further
connections, therefore, highlighting and strengthening the
project.
**** Project Team Management Outcome (NEEDS MORE
EMPHASIS)
When managing projects there can be many unforeseen issues
that may occur. A project manager must be equipped to handle
the issues as they arise. A variety of outcomes may result from
managing the project team, such as the following: morale
changes, quarter-mile stones to inch stones, staff changes,
training needs, discipline role clarification, issues, and lessons
learned (Kloppenborg, 2019). Below examples will be provided

17. for morale changes.
Morale Changes - As explained by Kloppenborg (2019), many
projects have periods that are difficult, when work demands are
high and milestones to celebrate are few (Kloppenborg, 2019).
Morale has a major impact on team members' motivation,
behaviors, and productivity; it is also an area over which the
project manager has the most influence because the morale of a
specific work center or project team will reflect the leadership
style of the manager (Dye, 2011). As the project manager to
resolve morale issues, one must take the time out to understand
what is important to each team member and what downfalls may
exist. This step will assist with maintaining morale and also
moving forward with the completion of the project at the same
time. There is a responsibility to create and uphold team morale
throughout the duration of the project.
Staff Changes - Poor appraisals, insufficient progress, conflict,
necessary reassignments, or other causes may warrant staff
changes on a project (Kloppenborg, 2019). As the project
manager resolving staff change matters, it is highly essential to
keep all stakeholders informed in the process of any staff
changes. By informing all required members, the integrity of the
project is maintained, and members are made aware of who has
the need to know for the project. Furthermore, this will assist in
maintaining the flow of the project. When new people are
added, they are given a formal introduction to the team and
provided information about the project (Kloppenborg, 2019).
Training needs – During the course of a project, members will
receive appraisals where training needs can be identified. As
stated in the text, project managers should keep the immediate
project needs along with the training needs in mind as they
approve training (Kloppenborg, 2019). As a project manager
resolving any training requirement issues, understanding the
training needs of team members will only benefit the project,
and as the project manager, it is vital to ensure all members
have the necessary training required to complete the project.
Today's project manager must be, along with many other

18. attributes, an accomplished individual at providing for the
training needs of the project team (Vail, 2004).
Issues and Lessons Learned - As explained by Kloppenborg
(2019), resolved issues sometimes make good lessons learned if
they can help future project teams avoid similar problems.
These lessons can be documented and stored for easy retrieval
in a lessons-learned knowledge base (Kloppenborg, 2019). As a
project manager, there are many ways to resolve issues and
gather lessons learned. Not only project managers must
participate in lessons learned, but team members and leaders
should participate as well. Sharing lessons learned among
project team members prevents an organization from repeating
the same mistakes and also allows them to take advantage of
organizational best practices (Rowe, & Sikes, 2006). The best
practice for lessons learned should be as they are learned from
error, at the closure of each phase, and as normal, at the closure
of the project.
*****Increased Challenges Faced When Leading Virtual or
Global Project Teams (NEEDS MORE EMPHASIS)
There are many challenges faced when leading virtual or global
teams. Your team members may reside all across the globe; in
return, English may not be the primary language for all team
members. Team members will not be on the traditional work
schedule as time zones differ globally. When it comes to virtual
teams, communication is vital. A virtual employee may speak to
his or her boss infrequently or in group calls with many other
employees. Therefore, it's easy for these employees to begin
focusing wholly on their day-to-day tasks and lose track of the
bigger picture (Riley, 2008).
As a project manager, the concepts of leading teams should be
relatively the same. Although leading virtual and global teams
may present roadblocks with varying cultural norms, and, of
course, time zones. With today's technology, effective and
frequent communication will be vital in assisting with leading a
successful team and project. As pointed out by Riley (2008),
instant messaging programs, teleconferencing equipment and

19. video monitors, if used properly, have the ability to trump the
distance and time zones between you and your team members
and make everyone feel, at least temporarily, as if they're all in
the same room (Riley, 2008).
Communication Management
Communication management is structured to ensure all
stakeholders are on one accord. This plan considers
stakeholders' information desires and guides project
communications (Kloppenborg, 2019). The overall plan for
communication management will be set out in the form of a
communication plan. The plan will be policy driven and provide
vital information to all stakeholders in regards to
communication. Communications from stakeholders are
necessary for authorizing work, determining requirements,
uncovering and resolving issues and assumptions, and receiving
feedback on project progress and results (Kloppenborg, 2019).
The communication plan will define specific information that
will be provided to particular stakeholders. The communication
plan will also include the selected communication channels
between stakeholders. When drafting the communication plan, it
will consist of a purpose, structure, methods, and timing.
The purpose will include project authorization's, the direction
setting, schedule, cost, personnel, risk, issues approval, and
lessons learned to name a few. The purpose of the
communication matrix involves the reasons for communication.
The next column on the matrix will support structure. The
structure speaks to the forms utilized within the communication
channels. Within this project, the team will use existing
organizational forms and as a secondary project specific
templates. There is no need to reinvent every document and,
indeed, it would be confusing and costly to do so (Kloppenborg,
2019). Methods will be the next column on the matrix, in which
the team will utilize a variety of techniques to ensure every
team member has practical ways to communicate. While push
methods provide a more modern approach in the event of
malfunction pull methods will due. Lastly, timing will play a

20. vital factor in communication efforts. While you do not want to
overkill communication with your team, setting the schedule for
team meetings is a crucial factor, and within this project, there
will be set times for different methods of communication. A few
examples: Teleconferencing will be conducted bi-weekly as
available with follow-up blog updates. E-mails will be required
weekly and text as needed.
Scope and scheduling
Scope planning as described by Sunindijo (2015), indicates
the things that need to be included in the project so that it is
done successfully without any constraints. The scope of the
project provides project managers the opportunity to have a
rough draft of what they require for delivering the project.
Hence, it is essential to know the requirements of the plan
ahead of project commencement. Drawing the scope of the
project is, therefore, a significant activity required to be carried
out by the project manager to draw a clear picture of what the
project should entail. Having the scope will help the project
manager in many ways. For instance, the project manager will
be able to estimate the budget of the project (Kloppenborg,
2019). It is impossible to draw the budget of the project before
fully understanding the aspects and resource requirements of the
project. Secondly, outlining the scope of the project will assist
the project management team in coming up with proper
resources that are vital and required inclusion within the project
delivery. The number of team members needed to complete the
project is also determined by first, performing scope analysis of
the project. Therefore, project scope is vital because it will
define the deliverables of the project such as the required
documentation, the plan, the schedule, the project blueprint,
sponsors, customers, and anything else needed along the way.
Project scheduling, on the other hand, refers to the
appropriate arrangements of activities, as they will take place
during the project process. One of the most essential activities
also required before doing anything else is ensuring that the
scheduling of the project activities is drawn (Kloppenborg,

21. 2019). This step can be through Gantt charts or the project
activity charts. Scheduling provides accurate timing required to
complete the project. For instance, it shows the start of the
project to the very last activity of the project. It is pivotal for
the project manager to have a project schedule as the tool will
assist in determining whether or not the project will be
delivered in time or if there may be any delays with the project.
Furthermore, the project management team can utilize
scheduling to prepare resources with the timing of deliverables
in regards to the project. Scope and schedule are certified to be
the cornerstone of a project's timeliness.
The statement of importance
All projects entail a vision and mission detailing the
reasoning and need for the overall project. Moreover, a project
has specific reasons why they are being conducted. The
statement of importance, therefore, gives a summary of what the
project is all about. It is an overview of the needs of the project
(Kloppenborg, 2019). By coming up with the statement of
purpose, the management can stick to the plans of the project
and acquire the resources as instructed by the statement of
purpose. For this project, the statement of purpose is as follows,
“This project aims at providing a more centralized model to be
used in delivering Human Resources services."
Behavioral skills associated with project resources
Naturally, projects will perform well and achieve the
overall goals if there is a capable team in place with operative
behaviors to complete the project at hand. (Kloppenborg, 2019).
Indicates that the success of the project normally lies in
behavioral skills. The first behavioral skill chosen is the ability
to select the right people. A good plan and a successful one for
that matter is one that is led by the right manager and team
consisting of the right personnel for the given task.
Furthermore, creating a more centralized model to be used in
delivering human resource services will require personnel who
understands how human resource services work. Secondly, it is
essential to be aware of the activities that the selected personnel

22. are required to complete and how effective they will be
completing the given task.
As a project manager, one of the primary responsibilities is
to group team members according to their specializations to
allow the team members to work in areas where they can
perform best. Thirdly is evaluating the capability of the selected
team ensuring they can accurately and effectively complete the
task assigned for the project. The project manager must ensure
the team is capable of delivering the expectations of the project.
After testing the capability in terms of skills, the project
manager can, therefore, come up with a capable team who are
skilled and are ready to deliver the needs of the project. In the
end, after careful consideration and inspection of the team, they
should have passed all behavioral skill tests and be found fit for
the project.
Determination of project cost, costs aggregation, and cash flow
determination
The budget associated with the project will be determined
by examining the different phases of the project and identifying
the necessary resources required. In such a plan, it will be easy
to track the costs to make sure that all activities are accounted
for including the software, hardware, and materials expected to
be used in the project (Sunindijo, 2015). Therefore, cost
estimates will be the outline for the different costs incurred to
complete the project successfully. The costs are aggregated in
two main categories to include the direct cost and indirect cost
of the project. These costs are used to cater to labor, materials,
equipment, services, software, hardware, facilities, and other
contingency costs.
The project management team will estimate cash flow
using investing activities due to the project's plan for expansion
within human resource service operations. Therefore, the cash
flow calculation will be determined by the cash outflows and
cash inflows that will result from purchases and sales

23. (Kloppenborg, 2019). Furthermore, cash flow will be calculated
using the cash outflow and cash inflow, resulting in the
acquisition of fixed assets.
Identification of potential project risks
Naturally, all projects will have a risk that is likely to
occur while implementing the project plan. Therefore, it is
important that risks are identified beforehand so that the project
is completed within the scheduled time and budget while quality
is maintained (Carvalho & Rabechini, 2015). Project managers
have the responsibility to identify risks while planning the
project in many ways. The manager could use his information
gathering techniques to collect relevant data on potential risks
(Kloppenborg, 2019). Project managers have the option to
utilize checklist analysis, Strengths, Weaknesses, Opportunities,
and Threats (SWOT) analysis, and technique or documentation
reviews. Information gathering will include brainstorming
where project managers come together to generate new ideas
based on potential risks. Brainstorming increases deliberation
when creating new ideas that are useful to identify the risks of
the project.
Checklist analysis gives the managers an avenue to
establish risks that revolve around a project plan. Checklist
analysis develops from lessons learned and knowledge obtained
from previous experiences similar to the plan. However, the
method of identification is reviewed when the project is closed
reducing the ability to take preventative or control measures
against the risks. The SWOT analysis will identify threats and
weaknesses that have the potential to turn into the risks within
the project plan. The risks should be detected using particular
procedures to establish end strategies. Documentation reviews
are known as structured reviews that are completed and
documented throughout the projects. This technique enables
project managers to collect information on the possible risks
based on the risks that have occurred or had the potential to
occur during a previous project.
Managing and sustaining progress

24. A standout amongst the most critical duties of a Project
Manager is to develop and lead personnel in the expectations
and completion of the given project task. Project Managers must
be adequate at both team-building and conflict resolution to
successfully direct and manage project work. Effective
implementation of directing and managing project work is
significant, as it is the premise of how the project team will
maintain expected deliverables. Directing and managing project
work is the foundation of work performance data and change
demands. To manage and sustain the progress of a project
effectively, it is essential to have great leadership. In this
context, effective management of a project is the foundation for
which one can achieve his or her goals and objectives. Directing
and managing project work is performing the work as defined in
various components of the project management plan, including
approved changes with an intent to accomplish project
objectives (Kloppenborg, 2019).
Several strategies may be used to manage and sustain
projects. Effective project management forms the foundation for
which organizations achieve their goals and objectives.
Noticeably, project management can execute from three distinct
scenarios namely; stand-alone (outside program or portfolio), or
within a program, or the portfolio (Crawford & Stretton, 2018).
The application of a particular scenario depends on the nature,
scope, size, and objectives of a project. Regarding program and
portfolio scenarios, project managers work closely with program
and portfolio managers to ensure the success of the projects.
One of the strategies that may be used to manage and
sustain projects is the development of deliverables and
milestones which are meant to track the progress of the
development process. Together with a project schedule, the two
will ensure better results and the developers will have a general
plan which should be used in the development providing what to
expect after a specific period. Secondly, reinforcement can be a
great form of encouragement to better personnel’s performance.
A type of reinforcement that can be implemented is a rewards

25. and recognition program. The organization ought to create a
general strategic compensation package, which includes not just
the basic and variable pay systems, but a long-term influence
compensation, benefits, including bonuses, as well as gain-
sharing programs, to address welfare issues (Bluen, 2013).
Rewarding personnel upon the successful completion of project
phases would fall in-line with the schedule and milestone table.
Although this can potentially increase the project budget, it will
assist with motivating personnel to work more efficiently and
improve efforts to complete tasks effectively.
A third strategy that may be used to manage and sustain
projects is the stretching the budget outfitting miscellaneous
costs with hopes to prevent project derailment. Most projects
delay due to inadequate finances to cater to unforeseen expenses
and thus planning for them will make the process faster and
furnish it with all the required resources for smooth sailing
(Kloppenborg, 2019). Finally, human resource skills and
capabilities are essential for managing and sustaining projects.
Attracting and retaining the most talented personnel in an
organization is a critical aspect. Additionally, it is crucial for
human resources management to seek unique talents as well as
enhance their skills through leadership and training.
Strategies to manage and resolve risks
Human resource management plays a central role within an
organization, especially considering that personnel are the
company’s most valuable asset. Attaining optimal performance
of the workforce is a complex endeavor that is plagued by a
myriad of challenges. It is critical for a firm to put the proper
human resource practices in place such as the adoption of
effective policies and strategies as proactive means to dealing
with risks in addition to appropriate reactive measures to
dealing with their occurrence.
Risks can entail the project taking an unexpected turn due
to situations related to scope, requirements, methodologies,
quality, schedule, estimating, staffing, resources, and many
other factors. Hence, this is why risk mitigation is vital

26. throughout the entire project. Addressing any risk associated
with the project requires taking extraordinary measures to
ensure the risk are averted. Additionally, a second measure to
avoid risks is to understand the provided work breakdown
structure (WBS) and more importantly to control it. One of the
surest ways to gather significant results is by having a clear
understanding and breakdown of what is required to include the
expected output which should assist with limiting risks.
Another strategy that can assist with the prevention of risk
is to monitor and control project work. Monitoring and
controlling project work includes a series of activities such as
identifying work packages for tracking, reviewing, and
documenting the progress to ensure that the project execution
meets performance objectives as defined in the project plan
(Kloppenborg, 2019). Last, but not least, maintaining
documentation of the activities being carried out, and the
adjustments made to the project during the process will assist
with the foundation and lessons learned. Documenting activities
allows for easy tracking of specific functions and the necessary
changes provide an avenue for tracking critical errors.
Furthermore, project schedules are at times strict and offer no
room for making even the slightest mistakes. Regular working
hours generally are not always sufficient for completion of a
project according to the project plan; hence permitting overtime
during the duration of the project could potentially encourage
teams and prevent lost project time being lost. That enables the
project to stay on the course and meet the set deadlines
(Carvalho, & Rabechini, 2015). All the strategies used in
handling risks are equally important and can be carried out
simultaneously to assure results due to all activities during a
project being crucial to the success and will guarantee better
results.
Actions to begin closing out the project
A project is a complex process which calls for abundant
investment when carrying out the steps involved to guarantee
success. Project Closing serves an important purpose for the

27. organization and helps it avoid unfavorable and adverse
scenarios (Aziz, 2015). Before the closing of any project, it is
essential to take measures ensuring the phases of the project are
adequately documented as the documentation process is vital
and can be used for future reference. This process includes
milestones, analysis, deliverables, the budget, and project team
among many others. Documenting assists with tracking the
phases as they are carried out, and other details such as the set
budget and expenditures needed in the event of an audit.
Another stepping stone as stated by Azizz (2015), is to ensure
that the whole scope of work has been completed, and make
sure to receive formal documented acceptance from the client
and sponsor. Lastly, disband the project team and officially
return resources to their functional locations (Aziz, 2015).
The significance of information
Attaining and providing all information is necessary to
ensure personnel receives shared knowledge aside from
completing the project. One of the benefits of having access to
information is learning new concepts and ideas which are useful
in the field (Kloppenborg, 2019). When one is involved in any
development work, they gain experience which helps them cope
with similar situations should they encounter them in the future
as they work on other projects. Additionally, data is crucial and
assists in the efficiency of all work. Therefore, when a person
can access information of interest, they can learn, adapt and
create ways of conducting the specified business, hence, it is
essential since most fields have dynamic states of businesses
(Carvalho, & Rabechini, 2015). Information aids in making
decisions which enable individuals to apply the data they have
and implement solutions based on facts. Therefore, due to its
vitality, all stakeholders must devote to classifying what they
need at different times before determining the action to proceed
with (Heagney, 2016).
CONCLUSION
The conclusion section must take all previous papers into

28. account.
References
Armstrong, M. (2016). Armstrong's Handbook of management
and leadership for HR:
Developing effective people skills for better leadership and
management.
Aziz, E. E. (2015). Project closing: the small process group
with big impact. Paper presented at
PMI® Global Congress 2015—EMEA, London, England.
Newtown Square, PA: Project Management Institute.
Bloom, D. (2014). Achieving HR excellence through six sigma.
Boca Raton: CRC Press.
Bluen, S. D. (2013). Talent Management in Emerging Markets.
Ch. 12: Unilever Brazil: A Story
of Organizational and Personal Renewal, pp. 273-297
Bredin, K., & Söderlund, J. (2013). Human resource
management in project-based
organizations: The HR quadriad framework.
Carvalho, M. M. D., & Rabechini Junior, R. (2015). Impact of
risk management on project
performance: the importance of soft skills. International Journal
of Production Research, 53(2), 321-340.
Crawford, L. H., BA, H., &Stretton, A. M. (2018). A Guide to
Project Management: Bodies of Knowledge and Competency
Standards in Global Project Management. The AMA Handbook
of Project Management, Global standard.

29. Dye, L. D. (2011). The significant role of the project manager
in establishing and maintaining team morale. Paper
presented at PMI® Global Congress 2011—North America,
Dallas, TX. Newtown Square, PA: Project Management
Institute.
Falkner, E. M., & Hiebl, M. R. (2015). Risk management in
SMEs: a systematic review of available evidence. The Journal
of Risk Finance, 16(2), 122-144.
Giang, V. (2013). The 7 Types of Power That Shape the
Workplace. Retrieved from
https://www.businessinsider.com/the-7-types-of-power-that-
shape-the-workplace-2013-7
Heagney, J. (2016). Fundamentals of project management.
Amacom. Retrieved from
https://www.jstor.org/stable/j.ctt1d2dpw4
Kloppenborg, T. (2019). Contemporary Project Management.
(4th Ed.). Stamford, CT: Cengage
Learning.
Merchant, P. (2018). 5 Sources of Power in Organizations.
Retrieved from
https://smallbusiness.chron.com/5-sources-power-organizations-
14467.html
Riley, M. (2008). The real challenges of leading virtual teams.
Paper presented at PMI® Global Congress 2008—North
America, Denver, CO. Newtown Square, PA: Project
Management Institute.
Rowe, S. F. & Sikes, S. (2006). Lessons learned: taking it to the
next level. Paper presented at PMI® Global Congress 2006—
North America, Seattle, WA. Newtown Square, PA: Project
Management Institute.
Sunindijo, R. Y. (2015). Project manager skills for improving
project performance. International Journal of Business
Performance Management, 16(1), 67-83.
Vail, R. E. (2004). Training: not an option for success. Paper
presented at PMI® Global Congress 2004—North America,
Anaheim, CA. Newtown Square, PA: Project Management

30. Institute.
Young, T. L. (2016). Successful project management. Kogan
Page Publishers. Retrieved from
https://www.koganpage.com/product/successful-project-
management-9780749475833