CJUS 550Literature Analysis Topic Identification & Bibliography.docx

CJUS 550
Literature Analysis: Topic Identification & Bibliography
Template
(Use the following template for the completion of this
assignment. Delete highlighted material and replace with your
own material)
Proposed Topic:
In one sentence tell the reader what you plan on researching.
Proposed Thesis Statement:
Graduate writing cannot be “A” quality without a thesis
statement. The thesis statement provides the destination of the
paper. The topic/title of the paper will tell the reader which
direction the essay is heading (N, S, E, or W) and a transition
statement tells the reader the steps that will be taken to get to
the destination. A strong conclusion cannot be written without a
strong thesis statement. The thesis drives the conclusion. If you
know beforehand what you are trying to accomplish, then in
your conclusion you can tell if you have accomplished this goal
or not.
Preliminary Bibliography (minimum of six sources in APA
format):
Example:
Schmalleger, F. (2011). Criminal justice today: An introductory
text for the 21st Century (11th ed.). Upper Saddle River, NY:
Prentice Hall.
Annotated Bibliography
Summarize each article or text you are going to use in this
paper (at least 6 sources need to be included in this portion of
the assignment). Each summary needs to be about a paragraph
in length. At the end of this annotated summary you will need to
write a one paragraph summary regarding how these sources
connect to the topic at hand and how you plan on using these
sources to justify your conclusion.

Respond to one of the following questions:
Question 1:
The Monthly Project Report: Each month, all project managers
were called for an executive session to present the status of
their projects. All project managers and the key project team
members spent five to seven days a month preparing
standardized briefing charts for this critically important
meeting. The meeting lasted well over half a day while each
project manager waited for his or her turn to receive executive
guidance.
Result: The project managers, team members, and
administrative assistants wasted hundreds of hours each month
preparing detailed slides, graphics, analyses, and report papers
to provide to the senior executive. The senior executive was
gratified at the level of work and detail his people put in to
keep him apprised of every project nuance. The senior executive
had a much larger comfort zone of information to rely upon
when queried by his boss.
Analysis: When most organizations work Monday to Friday,
there are about twenty workdays in any month. Spending over
25 percent of the available monthly work time in preparing
reports drove project management costs up and undermined
organizational commitment to disciplined project management.
Worse, tremendous amounts of overtime were required to offset
the lost project productivity. This forced the project managers,
team members, administrative assistants, and contractors to
work late nights and weekends. Productivity losses were
staggering. The senior executive was promoted, but the
organization was ultimately branded a failure and subsumed
under another executive. Several project managers no longer
work for the company.
Discuss:
· Evaluate the executive sessions. Should they be held on the
basis of project performance norms and the key project
milestone dates and not per a fixed schedule? Why? Would this
require changes in organizational culture? Explain.

· How might a culture of openness be established that
encourages briefings to senior executives regarding deviations
from expected performance (both good and bad)? Offer a few
ideas.
· Explain some of the less time-consuming and systematic ways
through which an executive manager can update himself or
herself on the status of a project.
Question 2:
Review the PMI's Code of Ethics and Professional Conduct on
the PMI website and answer the following questions:
· What are the underlying international and global values of
PMI's Code of Ethics?
· What is the difference between aspirational and mandatory
standards identified in the PMI Code of Ethics? Justify your
answer.
Question 3:
Leading the Main Street Project: Scenario: A small town in
Texas wanted to enhance its main street to reduce traffic safety
problems, enhance business, increase the number of businesses,
and make the street more appealing. The main street was also a
four-lane state highway that was restricted to 45 mph speed in
the less populated area and 35 mph speed in the business
distinct. The project was approved by the town council, and the
Texas Department of Transportation (TxDOT) provided funding
to create enhancements that included relocating overhead wires
and installing curbs and gutters while filling in drainage
ditches. The project was to last for two years.
Result: Poor project communications management resulted in
business owners not being aware of all the aspects of the plan.
Fears arose that businesses would fail during construction.
Project leaders attempted to assuage these fears, but a town
council meeting was called to vote down the project. The
council members voted unanimously to cancel the project on the
basis of emotional arguments by business owners and a few
vocal townspeople. The TxDOT representative thanked the
council for its interest but announced that the project would

continue. Naturally, there was an outrage about this
announcement and vocal opposition followed. The TxDOT
project manager informed the assembled group that the city did
not have jurisdiction over the road and that the TxDOT had
allocated funding on the city's request. The project would
continue regardless of unfounded fears.
Discuss:
· Create a plan that could have avoided this situation. How does
your plan compare to others?
· Evaluate the legitimacy of the TxDOT project manager's use
of position power.
· Assess what communication skills you would use in this
situation.
The final paragraph (three or four sentences) of your initial post
should summarize the one or two key points that you are making
in your initial response.
Justify your answers with examples and reasoning. Comment on
the postings and views of at least two peers.
Your posting should be the equivalent of 1 to 2 pages (500–
1000 words) in length.
This week, you will submit the third and fourth increment of the
course-length project. The project analyzed must be the project
approved by the instructor in Week 1. The deliverable for this
week is a WBS and Schedule and Budget.
WBS chart: Create a WBS. Include an explanation of the
hierarchical relationship among each level on the chart. Level
one should depict the end result (a product or a service) of the
project. Level two should consist of the major tasks outlined in
the statement of work (SOW). Level three should list the
subtasks contained in each SOW task. You can use the series of
charts available in Microsoft Project (although you are not
required to use Microsoft Project). Submit your answers in a
Microsoft Word document with the supported Microsoft Excel
spreadsheets, Microsoft Project files, and other documentation

as needed.
Schedule: Sequence the tasks in the order of completion.
Arrange the work breakdown structure elements in the form of a
task-flow network to determine dependencies. Identify the
critical path along which necessary resources should be
allocated to achieve the project objectives within the defined
time frame. Indicate the earliest occurrence and highlight the
critical path. Use a Gantt chart to illustrate the start and
completion dates of each task. Consider whether the tasks can
be completed in parallel or must be performed in sequence.
Cost plan: Develop a cost plan for your project that identifies
the allocation and cost of resources to your project.
Submission Details:
· Submit your answers in a 4- to 6-page Microsoft Word
document with supporting Microsoft Excel spreadsheets,
Microsoft Project files, and other documentation, as needed.
Working in Project Management
Respond to one of the following questions:
Question 1:
Monitoring and controlling a project is a core activity for a
project manager. Provide an example of a project that was
challenged by control issues and describe what caused the
situation. Explain what could have been done to ensure that key
elements such as the scope, schedule, and cost were controlled.
Question 2:
Project management is a popular occupation in contemporary
business. Visit a few job websites (for example, monster.com)
and other sources of information on the project management
occupation (for example, the Bureau of Labor Statistics). What
is the current status of project managers with regard to:
· Opportunities
· Salaries
· Demographic trends around project management
· Industries using project managers

· Value of the PMP® certification from the PMI
Question 3:
The PMP® certification has been popular in the past ten years.
Apart from this certification, there are other project
management credentials or certifications available to project
managers. Which of these certifications appeal to you and why?
What other certifications are complementary to the PMP®
certification?
The final paragraph (three or four sentences) of your initial post
should summarize the one or two key points that you are making
in your initial response.
Justify your answers with examples and reasoning. Comment on
the postings and views of at least two peers.
Your posting should be the equivalent of 1 to 2 pages (500–
1000 words) in length.
Running head: EMOTIONAL INTELLIGENCE
1
EMOTIONAL INTELLIGENCE
6
Week 2 continued on project topic: grade 78

In this particular assignment, I consider implementation of
emotional intelligence training each month at Amazon
workplace. Emotional intelligence is a concept that made up of
two combined words, intelligent and emotion. Intelligent is the
ability of an individual to think in logical manner and deal with
his or her condition or circumstance effectively. Emotion is the
set of responses which shows how individual address the
opportunities and threats that they encounter (Côté, 2014).
When two terms are merged together they form emotional
intelligence which is defined as ability to accurately identify
oneself emotions and reactions and those of others (Cherniss,
Adler, 2000).
The concept of the EI became popular after the book was
released by Goleman in 1995 and 1998 and the organizations
started taking deeper thought about and how it would influence
performance in the organization. In 1988, Goleman completed
E.I competency models which involved 181 managers and
leaders drawn from 121 companies and the most interesting
thing, he found that two-third manager performed effectively
their performance was attributed to E.I. Additionally, he found
that about 90% of the leadership was effective and this score
completely depended on the E.I. Further, he noted that the only
factor that can be used to distinguish between super
performance and average performance was nothing less of E.I.
(Cherniss, Adler, 2000).
From the research, E.I and cognitive abilities they work
together and if E.I is belittled at the expense of the cognitive
abilities, the organization is likely to suffer. For example, if the
employee gets annoyed this affects decisions making and
processing of the information and this is likely to result in a
negative outcome in the organization. Even though IQ is
important, E.I is very crucial in the organization. Therefore, it
is important for the organization to consider the implementation
of the E.I at the workplace for benefit of stakeholders,
employees and organization in general. With the above

background information, I choose Amazon Company to
implement Workplace emotional intelligence.
Implementation of the emotional intelligence training at
Amazon workplace is well evaluated against its objectives its
worthiness declared. From the body of the research, there is no
one who can stand to oppose the significance of emotional
intelligence because of the many benefits that are accrued to it.
One most important feature of the E.I is that it can be learned
and developed and this is the reason why Amazon Company
embarks on monthly training of its employees develop their
emotional intelligence capabilities which will help to
complement their cognitive capabilities. One objective of the
implementation of emotional intelligence training is that it is
expected to lead to job performance and job advancement
(Batool, 2013). E. I will impact employees with emotional
competency skills and they will be able to make a better
decision and become best problem-solvers and also know how
best to deal with customers. This notable change will be
discovered one year after the training where employees are
expected to perform much better and this result to 5% increase
in the sales revenue and about 1% of the employees to have
risen in managerial ranks.
The second objective of the training is that it is expected to help
the employees to know their areas of weaknesses which they
need to improve in. In most occasions, we do not know how to
handle criticism. This does not require cognitive capabilities
but it requires emotional intelligence. Several questions that
one has to ask, putting my personal feelings aside, what can I
learn from the perspective of others. It enables one to react to
the situations in a calm and controlled way rather than letting
the emotions and feelings overcome you. The employees will
learn how to craft their messages so that they can reach an
audience in different perspectives and also create a working
bond amongst fellow colleagues. Therefore, being at a position
to understand the emotions of yourself and also trying to
understand the emotions of others reduces the chances of

prejudgment and this is a crucial principle that employees are
expected to learn.
Lastly, another objective of emotional intelligence training is
that workers are expected to learn how to develop goals that can
be managed and also learn stress management approaches. This
is expected to improve the performance and satisfaction of the
employees and this will be measured on how employees would
like to retain their jobs in Amazon by renewing their contracts
after expiry.
Amazon has over 600,000 employees who are expected to
consume the training budget to an approximate of $120,000,000.
The training is expected to be done monthly where and this will
be done on Monday of the first week of each month from 10:00
am to11:00 in the morning.
The stakeholders of the project will be all employees from level
1 to level 6. Customers, private partners and government
agencies will be required stakeholders in this project. However,
the main partners will be employees from level1 to 6, other
stakeholders will be there to give their views on what they think
can be included into study module to bring up an all-around
workforce for Amazon that has good knowledge of emotional
intelligence. Other requirements of the project include; job
advancement and performance on the part of employees,
employees learn how to manage stress, employees learn on 5
basic components of E.I and lastly, employees to have a clear
understanding of how emotional intelligence competencies
relate with cognitive abilities. The above are some of the
requirement that the project manager should keep closer in
order to determine if the implementation is aligned with
established objectives.
In order to meet the outlined objectives and requirements of the
project, the project is expected to do monthly training on
emotional intelligence across all departments with close
attention to level 1 to level 6 employees. The training is
expected to equip employees with emotional intelligence
capabilities and develop effective leaders that can be depended

upon in Amazon (Batool, 2013). Each and every employee is a
leader even if their position is not dictated in the structure of
the company. However, in each role and assignment they
undertake, they prove leadership roles in how they handle them.
In order to perform well and effectively, emotional intelligence
is a crucial component that they need whose demand is
increasing and becoming popular as days go by. Therefore,
emotional intelligence training is a necessity and not an option
to Amazon because this will give it a competitive advantage in
the marketplace, making the company more responsive to the
current market needs.
References
Batool, B. F. (2013). Emotional intelligence and effective
leadership. Journal of Business Studies Quarterly, 4(3), 84.
Cherniss, C., & Adler, M. (2000). Promoting emotional
intelligence in organizations: Make training in emotional
intelligence effective. American Society for Training and
Development.
Côté, S. (2014). Emotional intelligence in organizations. Annu.
Rev. Organ. Psychol.
Organ. Behav., 1(1), 459-488.
1
4

Project topic 1
Although IQ is often equated with success, common sense, as
well as research, now tells us that being able to make your way
in a complex world by successfully dealing with people and
your environment is the most important element of intelligence.
In the current workplace, there are constant interactions which
are occurring among the people who work there, both positive
and negative, that will impact the overall operations of the
organization. Emotional intelligence is about understanding
your emotions and the emotions of those around you. It is about
knowing yourself and your feelings so well you are able to
manage them effectively at any moment in any given situation.
Emotional intelligence is often defined by the way you can
manage your emotions to better yourself in the workplace.
Emotional intelligence training at the workplace is crucial
because of various advantages that are associated with E.I that
cannot be substituted by anything else. In order to respond to
this need, monthly training on emotional intelligence will be
significant in the workplace. This will help to infuse intelligent
behavior to the leaders and workers by developing social
competencies and skills (Batool, 2013). Monthly training will
cover the following; the aim of the emotional intelligence which
includes, self- motivation, productivity, commitment to
profession, confidence and flexibility, empathy, communication

skills, long lasting and strong interpersonal skills, self-
awareness and self-control.
Second, because emotional intelligence is easily confused with
emotional quotient, the training will unravel the difference
between the two and look at psychology and neuroscience of E.I
in the workplace. Components of the emotional intelligence
need to be understood clearly in the workplace which includes
self-awareness, self-regulation, motivation, empathy and social
skills which entail communicating effectively and building
strong connections at the workplace and this too will be covered
in the monthly training (Chapman, 2014).
Emotional intelligence can be learnt and developed in the
workplace. This will be the third thing to learn during training
which includes five ways to develop emotional intelligence
which will of great help at the workplace. The five methods to
develop E.I to be discussed include; identifying negative
emotions, self-regulation, self-expression, stress management
and lastly, empathy is basically relating ourselves with the
emotions and situation that our colleagues are undergoing.
Another important factor to consider in the training is giving
freedom to participants to decide on emotional intelligence
competencies they need to work on. It is true that some of the
workers are good at self-regulation but poor at self-awareness
and therefore, the training will help workers identify their areas
of weaknesses and strengths and develop of mechanism that will
help balance all competencies and improve on areas of their
weaknesses. It will also help in educating and explaining the
role that emotional intelligence by intrinsically motivating
workers.
Training on the E.I aims at helping the workers set goals and
break them in the management steps. Workers may want to work
on stress management and consider approaches that they can use
to handle stress when at work. However, some may come up
with strategies which may overwhelm them and therefore
instead of reducing stress, the problem becomes even more and
this may affect the organization negatively. Therefore, training

on the E.I will educate workers on alternatives they can explore
that are manageable that can cultivate E.I intelligence at the
workplace.
Lastly, another factor that will be considered on the monthly
training on E.I is practice and feedback. After going through the
training, it is important to evaluate how impactful the training
has been by considering the feedback from participants and
what have they added on their knowledge. The evaluation will
also be carried out against the performance of employees in the
workplace.
In nutshell, emotional intelligence at the workplace is of great
significance because it helps to spearhead the success of the
organizations. It determines how employees respond to various
situations and even how they handle customers. It contributes to
determining how employees relate in the workplace and how
such relationship influence operations within the organization.
Therefore, the above discussion clearly some of the areas that
emotional intelligence monthly training will cover in the
context of the workplace and none of them can be
underestimated.
References
Batool, B. F. (2013). Emotional intelligence and effective
leadership. Journal of Business Studies Quarterly, 4(3), 84.
Chapman, M. (2014). Emotional intelligence pocketbook.
Management Pocketbooks.

This week, your course project is due for final submission. The
deliverables for Week 5 are:
· The project control plan
· The project closeout plan
The project control plan:
· Propose the reports and control mechanisms that the project
manager and the team will use to track the project. The plan
should include the details of performance measurement that
defines which variables will be measured, how they will be
measured, and when they will be measured. The measurable
objectives should be identified as milestones on the Gantt chart.
You may use Microsoft Project to develop a baseline for your
project plan.
· Project evaluation and reporting will also explain how a
project manager will communicate performance evaluation
results to management and to the customer. This will include
the results of performing the cost and schedule variance
analyses and a risk analysis, formulating cost or schedule or
performance alternatives, forecasting budget and schedule
completion, employing the methods of taking corrective actions,
and managing expectations.
The project closeout plan:
· The plan should propose the method of determining when the
project has met its objectives and the method of determining
when the project will be terminated. In the closeout plan,
discuss the closing of the project, reassigning personnel, and
delivering materials purchased under the contract.
· Include a summary of lessons learned in developing the
project management plan along with recommendations and
follow-up work, as needed.
Submission Details:
· Submit your 8-10 page paper in a Microsoft Word document,
using APA style.

1
Figures title: 8
Week 3 project continued grade :74
Emotional Intelligence
There are various theory and other assumption regarding the
process of developing a strategic communication plan in many
organizations. The main concerns that are always questioned are
the position of the information communicator to pass the right
information to the audience. the other question is doing the
communicator table the right details that will make the people
he or she is addressing consider him or her as a strategic
communicator? Therefore, it is true to say that a good and ideal
communication that is expected in any company will entail the
communication with all the components of strategic
communication.
One of the qualifications of a good communicator is the one that
is: result oriented communicator, they take time to process the
actual working of the experiences. Once the platform is laid out
and that the communicator sees that as a good platform to table
the issue, then they will address the knowledge and experience,
therefore, lead the company towards accomplishing its mission.
The full manager who has had enough experience in the project
management is crucial in the success of the team and its
implementations (Pinto & Slevin, 1987).
The communication managers ensure all the information that
need to be put across reaches all the members of the company
on time and they table the issue on time for proper decision
making. They are assigned with the duty to differentiate
between the brand identity and then they can elevate the profile
amidst the local news media above all they have the mandate to
address the senior most member in all departments like
stakeholders.
The communication manager does not have an easy time when
coming up with this plan, but they have to ponder on the best

applicable long strategic communication plan and give it a
priority to be followed to the end. Considering the industries
landscape like in Amazon, the most prioritized strategic
communication plan must include corporates social
responsibility that will initiate the most senior people in the
organization like the stakeholder.
The financial information that is prepared in a company is
meant for internal users as well as external stakeholders. In
accordance with the needs of the stakeholders, the financial
statements are planned to depend on these needs. Therefore,
there is a need to make sure you manage and engage the
stakeholders in the projects. The manager of the project should
make sure that the stakeholders understand the following
factors:
1. Their goal and timeline.
The stakeholder needs to be informed about the goals and
deliverables of the project at hand. This may, however, look to
be unnecessary but it is very important, the manager comes to
realize too late that they needed to engage the stakeholders in
the plan and goals setting till the completion of the project.
This stakeholder that are involved in the initial meetings and
communication have incomplete understanding or knowledge of
what the team needs to achieve. Secondly, the project manager
ought to know how to clearly pass information to the
stakeholders about the due dates for the projects and the time
when the final deliverables need to be done. This will help them
to plan their work early enough from the beginning.
2. Meetings
Most of the projects that are intended to discuss the projects
they are accompanied by numerous meeting to helping the
deliberation of the concerns that revolve around the project.
These meetings are held monthly, weekly or some even daily.
More so, they have a lesson review of what has been
accomplished in the meeting and what has been agreed.
The stakeholder in the project need to be informed by the
project manager when the meeting is being held and which

meeting, they need to be attending, the one that they can skip
then be given updates later on in the course of project
development. The communications that are done towards the
stakeholder should include time, the place or the location
whether it was virtual or physical then the project manager
should include a brief description of the purpose and objectives
of the meeting.
3. Responsibilities and task
In a huge organization, the workers are assigned different roles
and task, this time become confusing and they end up juggle and
then changing task over and over again. Therefore, in case of
such confusion, there will be a need for the worker to be given a
clear description of their roles in the assignment in the project.
The proper project management will assign the tasks in order of
the areas of specialization and then communicate any changes
that they have made to the project member and to the rest of the
stakeholders on time. This helps to ensure the tasks are handled
by the people who are best in that area, hence ensure
effectiveness in task accomplishment.
4. Resources and technology
The project manager has realized the secret behind the use of
technological tools to manage the project information and
ensure the information is communicated to the external
stakeholders. There is a need to remove the assumption that, the
stakeholders in the project are aware of the modern project
management software.
The PM should, therefore, be responsible for letting the
stakeholders know about all the tools that intend to use right
from the start of the project. Though some software is easy to
use, the stakeholders can maximize that and take advantages of
their capabilities and even consider prior training on how to use
them.
There is a different medium that can be used to communicate
this information to the stakeholder:
Face to face communication
Entails verbal or nonverbal communication whereby both

member the sender and receiver are in the same location. This
medium allows immediate feedback, and one can adjust the
message when needed. Project managers can use this medium
with their stakeholder as an interview.
Two-way remote communication
Involve a situation where the sender and the receiver are not at
the same location. But each can receive real-time feedback to a
message. This mode includes the video conferencing, SMS and
walkie talkie conversations and many more.
Written communication.
Involve the written words that contain the contents to be passed
to the other party. In this, the feedback cannot be immediate.
They are good medium as one cannot claim they forgot or
misunderstood, unlike another medium whereby one can claim
did not hear the message being put across. These include
emails, intranet, etc.
The other medium of communication is social media
communication, as the use of instant messaging, LinkedIn,
etc.one-way audio communication, these may involve video
communication too. One records the messages that need to be
listened to by the other party, these involve voice mails,
YouTube, and many others. Among other many mediums of
communication, the project manager can deliver information
very fast by choosing the communication medium strategically.
The best communication medium will be the most convenient
and reliable for the teams and the project manager to use for the
stakeholder.Potential risk to projects and their mitigation
Even in the most organized project, there are always flaws that
happen. This will depend on how much time is spend while
trying to organize the project in order to be able to counter the
problems in case they arise. In any condition, the risk is always
uncertain and the project manager ought to know how to
mitigate and prevent complete closure of the project processes.
The common project risk is:
1. The cost- cost in a project can keep escalating this may be
due to poor planning of the cost and accuracy

2. Performance risk- the results from a project may fail to
produce results that will be consistent in accordance with the
project specifications
3. Schedule risk – when the project takes longer than the time
allocated, these risks make the cost of the project to shoot
beyond the budgeted amount.
4. Government risk- the project ought to perform in accordance
with the ethics in the community and maintain the company’s
reputation.
5. Market crisis- competition and other factors like foreign
exchange and interest rates in the market affected the project
through liquidity in their market.
6. Strategic risk – an error that happens when the strategic plan
in the project does not go as planned.
7. Legal risk – there is legal and other obligation that includes
contact risk and the other litigation that work against the
organization.
As it has been stated the project risk may include both internal
risks that which are connected to the successful achievement of
the goal of all the stages in the project and the risks that are far
beyond the controllable level of the team. The other risk is the
external risk, these affect the project while they are still outside
the organization but they affect the ultimate value of the
outcome of the project. There are other risks that which are
associated with not doing the project at all, these risks are
called deferral risk. These happened when there are few
opportunities that give room for the project to be conducted.
The external risk seems to have a bigger impact on the project
as they affect the multiple parts of the project in uncertain
condition and time. Other effects the project because of the
slight.
Risk mitigation
There may be many factors that pertain the project management
that may cause the problem to the achievements and the success
of the team, these issues distract the team members from the
main objective (Clarke, 1999). Once all the risk has been

spotted out in the project, the project manager and the project
team can come up with a plan to curb and mitigate the risks that
happen. This strategy that is tabled will help to reduce the
impacts of the risk or the unexpected outcome. The following
are the ways in which the project team curbs the risks:
1. Risk avoidance
Make use of the alternative strategies that have a much higher
probability of giving many high chances of success in terms of
cost to accomplish the project tasks. One way that has been
applied is the use of technological advances that may offer
better performance for the project at a lower cost.
2. Risk Sharing
This mitigation strategy involves partnering with another
partner in order to deal with the risk. For instance, most the
international project organization s partner with others to
mitigate the political, labor, legal and types of risk that face the
companies. They do this by developing a joint venture between
the companies and they decide they be located in one of the
countries.
3. Risk reduction
The investment that funds the project organization helps to
reduce the risk on the project. The project manager has a role in
the risk reduction of the risk, they can hire experts who have the
technical skills to review the technical organizational plan
about the project the do an estimate of the project’s cost. The
project management can hire highly skilled people to deal with
much complex risk. This works out to reduce the impact of the
risk on the project goals.
4. Risk transfer
The project team can shift the risk to the other team that is
adjacent to it. These can be through the purchase of the
insurance which can be a sample way in which the risk can be
transferred to another party.in that case the project team does
not allow the risk to destroy its operation but works towards
transferring that risk to the insurance company that has mean to
curb the riskOrganization and human resource.

There is a project management skill that any organization or the
project manager out to have to run the project effectively. This
skill makes the project a success. There is a need for
competence there is a need for a blend of the experience that the
team leader and the organization project manager should have.
The project manager helps to coordinate the work by applying
all the necessary knowledge their skills, techniques, and tools
so that they can be able to meet all the project requirements.
The way the project is run is very dependent on the experience
that the team members and project manager have since they
manage the project in line with the established plans (Thamhain
& Wilemon, 1986)
Proper communication is emphasized which is the work of the
project manager more so, they are urged to be knowledgeable in
all way to maneuver through different tasks that the team
encounters. The project team can have all the tool and skill but
they do not know how to apply them appropriately. The
following are the best project management skills.
Leadership skills, there is a skill that every project manager
should have, this will entail managing and leading the team.
More so motivating the team member to work towards the vision
and mission. More so, the project needs a client to be served by
the process. Communication involves the ability to pass
information in an understandable manner. This skill leads to a
better relationship between the manager and the team member.
Communication helps in the interpersonal skills to communicate
with stakeholder and clients. The planning skills is the skill that
many, managers do not pay much attention to but it has a huge
role for the right outcome in the team. Through paying attention
to the most important parts of the project like schedule will help
the team achieve much than expected.
In the organization structure, a different project team member
will fit in different places depending on their skill and expertise
in handling the task. Some of the team members will be
envisioning the desired changes, other will transform the
community planning for other integration, and lastly, some of

the project members are assigned the duties of promoting and
encouraging those that they work with to promote change.
The responsibility assignment matrix (RAM) helps in the
identification of the role of every member of the project team.
The matrix is organized in a way that it is visually clear the role
each person has in the accomplishment of the goal of the team
Role /
task
John
James
Mary
Provide testimony
responsible
accountable
accountable
Make the documents
informed
accountable
responsible
Manager project
informed
Responsible
informed
Conclusion
The end analysis of the project is, communication is very
important between the project manager and the stakeholder and
should be conducted in a well-organized in a way that it reaches
the intended person on time and in an understandable manner.
On the other hand, proper means or medium of communication
matter and the different roles that are assigned to team member

make them easier to accomplish the tasks since they are
allocated in accordance with the skill each team member have.
References
Pinto, J. K., & Slevin, D. P. (1987). Critical factors in
successful project implementation. IEEE transactions on
engineering management, (1), 22-27.
Thamhain, H. J., & Wilemon, D. L. (1986, June). Criteria for
controlling projects according to plan. Project Management
Institute.
Clarke, A. (1999). A practical use of key success factors to
improve the effectiveness of project management. International
journal of project management, 17(3), 139-145.

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