Assignment SOWI have done with the roles and key respons.pdf
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Assignment :SOW I have done with the roles and key responsibilities part in the 2nd pic... I wanna answer for the first paragraph and project team organizational chart. Project Team Use the figure to describe the relationships of the key team members to each other Use titles and job roles not names. This will help if team members leave or are reassigned If resources are coming from other teams or areas of the organization, it is appropnate to note that Indicate external resources with a "dotted line" reporting structure Project Team Considerations - Have you considered the broader project team ( .9. client, sponsor)? - Do the assigned responsibilities and accountabilities suit your personality and strengths? - Are the key responsibilities listed in a clear and concise manner? (Delete this text box and instructions prior to submission). Use the table below to outline the key responsibilities for each of the roles in the organization chart. What is in the table is for suggestion only. When writing the roles, responsibilities, and accountabilities, your goal is to provide a "safefy net" in case tasks aren't identified at the planning stage. In other words, if you discover a task that needs to be done, but wasn't planned for, who would you look to first to get the task done? Figure 1- Project Team Organizational Chart \begin{tabular}{|c|c|} \hline Project Sponsor & TheProjectSponsorisresponsibleforremovingroadblocksfortheprojectteam,aswellasensuringthecli entsimageandreputationareprotected.Mostdecisionswillnotneedtoinvolvetheprojectsponsor. \\ \hline Project Manager & Accountablefortheoverallexecutionoftheproject.Responsibletocoordinateteammeetings,delegatek eyresponsibilities,supportteammemberswhenneeded,overseethecompletionofprojectdeliverables. \\ \hline Logistics Coordinator & Responsibleforthecoordinationandcommunicationwithexternalvendorsorsuppliers.Thiscaninclude ,butisnotlimitedto,venuebookings,materialpurchases,equipmentacquisition,cateringarrangements, andotherlogisticalneeds. \\ \hline Marketing Coordinator & Responsibletodevelopandexecuteamarketingstrategyfortheprojectwiththekeyaudienceinmind.Ma yincludetraditionalmethods(e.g.,posters,wordofmouth)ordigitalplatforms(e.g.,socialmedia,websit es,etc.). \\ \hline Schedule&BudgetCoordinator & Responsibleformaintainingtheprojectschedule,monitoringkeydates,developingaprojectbudget,trac kingactualandforecastedcosts,andcoordinatingfinancialtransactions(e.g.,donations,reimbursement s,etc.).ProficientinMSExcel,andwillingtolearnhowtouseMSProjectindetail. \\ \hline Customer & Thecustomerisresponsibleformakingdecisionsonbehalfoftheclient.Theyareaccountablefordecision sregardingtheprojecttriangle,andensureappropriatetradeoffsaremadetoachieveanacceptablelevelof qualityontheproject.Theywillplayadecisionalroleinthisprojectandarelikelytoapprovemostmajorco mponentsoftheproject. \\ \hline Editor & Responsibleforreviewingallworkwhilemakinggrammaticalchangesandassuringallworkisuptostand ardandreadytobesubmit.
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Review the SHRM case Designing a Pay Structure” You will p.docx
Review the SHRM case: “
Designing a Pay Structure
”
You will prepare the SHRM case analysis on “Designing a Pay Structure” which consists of your completion of Tasks A–J that simulates the creation of a compensation system for an organization in meeting its goals and supporting its mission. In your analysis, respond to the following tasks found in the case study.
Your case analysis should consist of:
Task A:
Create a complete job description for the Benefits Manager position using O*NET.
Task B:
Calculate the job evaluation points for the administrative assistant, payroll assistant, operational analyst, and benefits manager jobs. Provide a rationale for assigning specific degrees to the various jobs.
Task C:
If there were any outliers (i.e., extreme data points) in the data, what would you recommend doing with them? From this point forward, assume no extreme data points exist in the dataset.
Task D:
Conduct a simple regression in Excel to create a market pay line by entering the job evaluation points (on the X axis) and the respective weighted average market base pay (on the Y axis) for each benchmark job.
Task E:
What is your R squared (variance explained)? Is it sufficient to proceed?
Task F:
Calculate the predicted base pay for each benchmark job.
Task G:
Because your company wants to lead in base pay by 3 percent, adjust the predicted pay rates to determine the base pay rate you will offer for each benchmark job.
Task H:
Create pay grades by combining any benchmark jobs that are substantially comparable for pay purposes. Clearly label your pay grades and explain why you combined any benchmark jobs to form a grade.
Task I:
Use your answer to Task H to determine the pay range (i.e., minimum and maximum) for each pay grade.
Task J:
Given the pay structure you have generated, consider the following: Does this pay structure make good business sense? Do you think it is consistent with the organization’s business strategy? What are the implications of this pay structure for other HR systems, such as retention and recruiting?
Your analysis of this case and your written submission should reflect an understanding of the critical issues of the case, integrating the material covered in the text, and present concise and well-reasoned justifications for the stance that you take. You are to complete this case analysis using Excel in a spreadsheet analysis format.
You may discuss your case analysis Assignment with the class, but you must submit your own original work.
Case analysis tips:
Avoid common errors in case analyses, such as:
● Focusing too heavily on minor issues.
● Lamenting because of insufficient data in the case and ignoring creative alternatives.
● Rehashing of case data — you should assume the reader knows the case.
● Not appropriately evaluating the quality of the case's data.
● Obscuring the quantitative analysis or making it difficult to understand.
Typical “minus (–)” grades result from su ...
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Have you found yourself suddenly saddled with management duties? When you are a manager, not only are you responsible for your own tasks, but you are also on the line for the tasks of those you manage. Like everything else, management is a skill that has to be learned.
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MS Project - Lesson #1B - Basics of Project Scheduling - Part 2Obj.docx
MS Project - Lesson #1B - Basics of Project Scheduling - Part 2Objectives - MS Project 2010
· Creating a summary task
· Working with subtasks
· Establishing task dependencies
· Specify lead and lag times
A project task list can be as few as 10 or as many as several hundred tasks. With a large project, it can become difficult to locate a specific task. Using MS Project, you can organize the task list by creating a hierarchical structure. This process of structuring a task list is known as outlining. Outlining is used to organize common tasks into groups within the task list. The groups can represent phases of the project.
In this lab, we will first use outlining to group the tasks of our project into phases. We will create a main summary task to represent the entire project and then several levels of summary tasks below the main summary task to represent the phases of the project.
Creating an Outline
1. Log onto Windows. Open MS Project.
2. Open your project file that you created in Lesson 1, Part A (MyLab1a_XXX.mpp, where XXX are your initials.)
3. Save this file, using Save As, as MyLab1b_XXX.mpp, where XXX are your initials.
Creating a hierarchical outline organizes the project tasks list into groups of tasks. Each group of tasks is preceded by a summary task, which describes the tasks within each group.
The outline of a project generally begins with a main summary task. The main summary task is a brief description of the project and all tasks are subordinate to the main summary task. This main summary task is also helpful in generation of summary reports and cumulative totals in budgeting and resource management.
4. Click in the task namefield for task 1, Inventory current equipment.
5. Right click and select Insert Task. A new blank task row is inserted above and the task list is renumbered.
6. Type in (Student's Name) New System, where you enter your first and last name for student name. For example, if you are John Smith, your task will read John Smith's New System. Got it?
7. Do not worry about duration.
8. Since this is our main summary task, we need to indent all the other tasks to indicate that they are subtasks or subordinate tasks.
9. We need to select all the tasks below our summary task (from Inventory Equipment up to and including Project Meeting). One way to do this is to click in the task name field for task 2, Inventory Equipment. Click and drag so that all the task names are selected. (Similar to Excel). (You can also click in task 2 name field, hold down the shift key and then click in the last task name field.)
10. On the Task tab, you should see the following icons:
This is the Schedule Ribbon. The left arrow outdents a task to a higher level; the right arrow indents a task lower level task, thus creating a summary task above.
11. Press the Indent button (the right arrow). The selected tasks are indented one level within the outline. Also notice the duration for your main summary task. How .
Human Resource PlanProject NameTable of Contents2Introdu.docx
Human Resource Plan
<Project Name>
Table of Contents
2Introduction
2Roles and Responsibilities
3Project Organizational Charts
4Staffing Management
Introduction
This section explains the purpose and importance of having a human resources management plan. It should provide a general description of what the plan includes and explain how the project manager and project team can use the plan to help them manage the project effectively.
Roles and Responsibilities
Roles and responsibilities of team members and stakeholders must be clearly defined in any project. Depending on the organizational structure, project team members may represent many different groups/departments and act in the interest of different functional managers. Additionally, team members may have varying degrees of authority and responsibility. When listing roles and responsibilities the following should be included:
· Role – description of the portion of the project for which the member is accountable
· Authority – the level at which the member may make decisions, apply project resources, or make approvals
· Responsibility – the work a team member must perform to complete assigned work activities
· Competency – the skill(s) required to complete assigned project activities
Project Manager (PM), (1 position): responsible for the overall success of the Software Upgrade Project. The PM must authorize and approve all project expenditures. The PM is also responsible for approving that work activities meet established acceptability criteria and fall within acceptable variances. The PM will be responsible for reporting project status in accordance with the communications management plan. The PM will evaluate the performance of all project team members and communicate their performance to functional managers. The PM is also responsible for acquiring human resources for the project through coordination with functional managers. The PM must possess the following skills: leadership/management, budgeting, scheduling, and effective communication.Project Organizational Charts
This section provides a graphic display of the project tasks and team members. The purpose of this is to illustrate the responsibilities of team members as they relate to the project tasks. Tools such as responsible, accountable, consult, inform (RACI) or responsibility assignment matrix (RAM) may be used to aid in communicating roles and responsibilities for the project team. Additionally, organizational or resource breakdown structures may be used to show how responsibilities are assigned by department or by type of resource respectively. It should be noted that the level of detail may vary depending on project complexity.
The following RACI chart shows the relationship between project tasks and team members. Any proposed changes to project responsibilities must be reviewed and approved by the project manager. Changes will be proposed in accordance with the project’s change control process. As changes ...
organizational-structure (1)
organizational-structure.I have forgot to include operation team ,I am confused it with technical team .
Recommended
Review the SHRM case Designing a Pay Structure” You will p.docx
Review the SHRM case: “
Designing a Pay Structure
”
You will prepare the SHRM case analysis on “Designing a Pay Structure” which consists of your completion of Tasks A–J that simulates the creation of a compensation system for an organization in meeting its goals and supporting its mission. In your analysis, respond to the following tasks found in the case study.
Your case analysis should consist of:
Task A:
Create a complete job description for the Benefits Manager position using O*NET.
Task B:
Calculate the job evaluation points for the administrative assistant, payroll assistant, operational analyst, and benefits manager jobs. Provide a rationale for assigning specific degrees to the various jobs.
Task C:
If there were any outliers (i.e., extreme data points) in the data, what would you recommend doing with them? From this point forward, assume no extreme data points exist in the dataset.
Task D:
Conduct a simple regression in Excel to create a market pay line by entering the job evaluation points (on the X axis) and the respective weighted average market base pay (on the Y axis) for each benchmark job.
Task E:
What is your R squared (variance explained)? Is it sufficient to proceed?
Task F:
Calculate the predicted base pay for each benchmark job.
Task G:
Because your company wants to lead in base pay by 3 percent, adjust the predicted pay rates to determine the base pay rate you will offer for each benchmark job.
Task H:
Create pay grades by combining any benchmark jobs that are substantially comparable for pay purposes. Clearly label your pay grades and explain why you combined any benchmark jobs to form a grade.
Task I:
Use your answer to Task H to determine the pay range (i.e., minimum and maximum) for each pay grade.
Task J:
Given the pay structure you have generated, consider the following: Does this pay structure make good business sense? Do you think it is consistent with the organization’s business strategy? What are the implications of this pay structure for other HR systems, such as retention and recruiting?
Your analysis of this case and your written submission should reflect an understanding of the critical issues of the case, integrating the material covered in the text, and present concise and well-reasoned justifications for the stance that you take. You are to complete this case analysis using Excel in a spreadsheet analysis format.
You may discuss your case analysis Assignment with the class, but you must submit your own original work.
Case analysis tips:
Avoid common errors in case analyses, such as:
● Focusing too heavily on minor issues.
● Lamenting because of insufficient data in the case and ignoring creative alternatives.
● Rehashing of case data — you should assume the reader knows the case.
● Not appropriately evaluating the quality of the case's data.
● Obscuring the quantitative analysis or making it difficult to understand.
Typical “minus (–)” grades result from su ...
How To Get Things Done and Go Home Early
Have you found yourself suddenly saddled with management duties? When you are a manager, not only are you responsible for your own tasks, but you are also on the line for the tasks of those you manage. Like everything else, management is a skill that has to be learned.
This can be an overwhelming task, especially when you are trying to balance your work and personal life or even several projects. You need to keep getting things done and move your projects forward.
MS Project - Lesson #1B - Basics of Project Scheduling - Part 2Obj.docx
MS Project - Lesson #1B - Basics of Project Scheduling - Part 2Objectives - MS Project 2010
· Creating a summary task
· Working with subtasks
· Establishing task dependencies
· Specify lead and lag times
A project task list can be as few as 10 or as many as several hundred tasks. With a large project, it can become difficult to locate a specific task. Using MS Project, you can organize the task list by creating a hierarchical structure. This process of structuring a task list is known as outlining. Outlining is used to organize common tasks into groups within the task list. The groups can represent phases of the project.
In this lab, we will first use outlining to group the tasks of our project into phases. We will create a main summary task to represent the entire project and then several levels of summary tasks below the main summary task to represent the phases of the project.
Creating an Outline
1. Log onto Windows. Open MS Project.
2. Open your project file that you created in Lesson 1, Part A (MyLab1a_XXX.mpp, where XXX are your initials.)
3. Save this file, using Save As, as MyLab1b_XXX.mpp, where XXX are your initials.
Creating a hierarchical outline organizes the project tasks list into groups of tasks. Each group of tasks is preceded by a summary task, which describes the tasks within each group.
The outline of a project generally begins with a main summary task. The main summary task is a brief description of the project and all tasks are subordinate to the main summary task. This main summary task is also helpful in generation of summary reports and cumulative totals in budgeting and resource management.
4. Click in the task namefield for task 1, Inventory current equipment.
5. Right click and select Insert Task. A new blank task row is inserted above and the task list is renumbered.
6. Type in (Student's Name) New System, where you enter your first and last name for student name. For example, if you are John Smith, your task will read John Smith's New System. Got it?
7. Do not worry about duration.
8. Since this is our main summary task, we need to indent all the other tasks to indicate that they are subtasks or subordinate tasks.
9. We need to select all the tasks below our summary task (from Inventory Equipment up to and including Project Meeting). One way to do this is to click in the task name field for task 2, Inventory Equipment. Click and drag so that all the task names are selected. (Similar to Excel). (You can also click in task 2 name field, hold down the shift key and then click in the last task name field.)
10. On the Task tab, you should see the following icons:
This is the Schedule Ribbon. The left arrow outdents a task to a higher level; the right arrow indents a task lower level task, thus creating a summary task above.
11. Press the Indent button (the right arrow). The selected tasks are indented one level within the outline. Also notice the duration for your main summary task. How .
Human Resource PlanProject NameTable of Contents2Introdu.docx
Human Resource Plan
<Project Name>
Table of Contents
2Introduction
2Roles and Responsibilities
3Project Organizational Charts
4Staffing Management
Introduction
This section explains the purpose and importance of having a human resources management plan. It should provide a general description of what the plan includes and explain how the project manager and project team can use the plan to help them manage the project effectively.
Roles and Responsibilities
Roles and responsibilities of team members and stakeholders must be clearly defined in any project. Depending on the organizational structure, project team members may represent many different groups/departments and act in the interest of different functional managers. Additionally, team members may have varying degrees of authority and responsibility. When listing roles and responsibilities the following should be included:
· Role – description of the portion of the project for which the member is accountable
· Authority – the level at which the member may make decisions, apply project resources, or make approvals
· Responsibility – the work a team member must perform to complete assigned work activities
· Competency – the skill(s) required to complete assigned project activities
Project Manager (PM), (1 position): responsible for the overall success of the Software Upgrade Project. The PM must authorize and approve all project expenditures. The PM is also responsible for approving that work activities meet established acceptability criteria and fall within acceptable variances. The PM will be responsible for reporting project status in accordance with the communications management plan. The PM will evaluate the performance of all project team members and communicate their performance to functional managers. The PM is also responsible for acquiring human resources for the project through coordination with functional managers. The PM must possess the following skills: leadership/management, budgeting, scheduling, and effective communication.Project Organizational Charts
This section provides a graphic display of the project tasks and team members. The purpose of this is to illustrate the responsibilities of team members as they relate to the project tasks. Tools such as responsible, accountable, consult, inform (RACI) or responsibility assignment matrix (RAM) may be used to aid in communicating roles and responsibilities for the project team. Additionally, organizational or resource breakdown structures may be used to show how responsibilities are assigned by department or by type of resource respectively. It should be noted that the level of detail may vary depending on project complexity.
The following RACI chart shows the relationship between project tasks and team members. Any proposed changes to project responsibilities must be reviewed and approved by the project manager. Changes will be proposed in accordance with the project’s change control process. As changes ...
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For this project you may choose one that is of interest to you or .docx
For this project you may choose one that is of interest to you or you may choose to begin planning for your senior project. When selecting a project, avoid picking one that is either too big or too small. For example, do not decide to build a new stadium for your local sports team (too big) or to plant your summer garden (too small).
“The opening of a coffee shop” is my topic
Due Week 2: Project Charter
Due Week 3: Scope Statement
Due Week 4: Work Breakdown Structure and Network Diagram
Due Week 5: Risk Management Plan
Due Week 6: Resource Management Plan
Due Week 7: Communication Plan
Due Week 8: Final Project Package
Deliverables
Back to Top
Due Week 2: Project Charter
Provide a project charter of your selected project in accordance with the charter template found in Doc Sharing. The project will be the project your team will use for the remainder of this course.
For your new project, please develop a project team (citing names, e-mail addresses, and telephone numbers).
Be certain to include the following.
Project Objectives
Project Statement of Work
Milestones
All other sections as required in the project charter
Please put this in proper business writing format. Consider me to be your boss.
If working in a group, include a statement of participation, describing how each person contributed to this project deliverable. Please have each person sign the statement.
Deliverables:
Project charter (in MS Word)
Due Week 3: Scope Statement
Prepare a scope statement using either the model on pages 144-145 in the text as a template or the scope template in Doc Sharing. Remember to be tangible, measurable, and specific. Be sure to include all sections required in the Practitioner section of the Week 2 Lecture.
Deliverables:
Project scope statement (in MS Word)
If working in a group, include a statement of participation, describing how each person contributed to this project deliverable. Please have each person sign the statement.
Due Week 4: Work Breakdown Structure and Network Diagram
According to the PMBOK® Guide, "the WBS is a deliverable-oriented hierarchical decomposition of the work to be executed by the project team, to accomplish the project objectives and create the required deliverables." In other words, it lists the project's tasks, the subtasks, the sub-subtasks, and so on.
For this phase, you will create a work breakdown structure (WBS) for the project you selected during phase one. Remember that the WBS starts with your major deliverables (that you stated in your scope management plan) at the highest level. The lower levels have the tasks required to complete those deliverables. You should have at least three tasks under each deliverable, but you may have as many tasks as needed to ensure that the deliverables are complete. Review the textbook (and the PMBOK® Guide, if you have it) for some suggestions on how best to create a WBS. From your work breakdown structure, develop a project task list with dependencies, add durations,.
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Case Study 9.2 – Drug Testing
Question: (500 words minimum):
“What argument would you use, for or against a decision by the employer in this case to insist on expanding the drug program to include prohibition of the sale, possession, or use of illegal substances on the employee’s own time? Support your answer.
Case Study 10.2 Unfair Labor Practice By a Union
Question: (500 words minimum):
“How could the union have stopped individuals from the intimidating actions that allegedly went on in this case? Support your answer.”
Grading Criteria
Grading Criteria: 500 Word Min.
Your response to the discussion question(s) must be tied back to the chapter material (Case Study) and outside research is expected. When I ask you to support your answer, you are expected to combine opinion with, minimum 2, citations (Always cite your sources utilizing APA 6th Edition format), insight from your experiences, observations of others experiences, analysis of the facts/information and a conclusion. PLEASE do not limit your citations to just the book! Find other supporting material outside of the class structure
Case Study 9
.2
–
Drug
Testing
Question: (
500 words minimum
)
:
“
What argument would you use, for or against a decision by the employer in this case to insist on expanding the
drug program to
include prohibition of the sale, possession, or use of illegal substances on the employee’s own
time? Support your answer.
Case Study 9.2 – Drug Testing
Question: (500 words minimum):
“ What argument would you use, for or against a decision by the employer in this case to insist on expanding the
drug program to include prohibition of the sale, possession, or use of illegal substances on the employee’s own
time? Support your answer.
IT 328 Milestone Two Guidelines and Rubric
Your Role and the Triple Constraint
Overview: In Milestone One, you began your progress toward successful completion of your final project, the risk analysis and mitigation memo. You will now
continue this preparatory work in Milestone Two by focusing on a technical role. You will consider how the tasks assigned to the role fit into an integrated
schedule found in a Gantt chart. You will then work with the triple constraint, showing how changes to it may impact the project, while proposing a new project
element that will enhance user experience with the student degree progress tool. It is important to note that this milestone addresses Section I, Parts C and D of
your final project. For purposes of this activity, these items have been further broken down than they are in the final version of your project; this will help guide
you through all the aspects of this point in your learning experience.
As you are beginning to see, working within project budgets and staying on schedule typically requires a team effort, as work tasks must be completed efficiently
and often in the correct order for the project to stay on track. Additions to the p ...
Prerequisites — Classes or Knowledge Required for this Course.pdf
Prerequisites — Classes or Knowledge Required for this Course
Successful completion of Introduction to Project Management Principles and Practices Coursera
Specialization courses: Initiating and Planning Projects, Budgeting and Scheduling Projects, and
Managing Project Risks and Changes.
Course Objectives
Upon completing this series, you should be able to:
• Write a narrative charter statement
• Create a work breakdown structure
• Sequence project activities
• Build a project schedule
• Create a project budget
• Create a responsibility assignment matrix
• Identify project risks and define responses for those risks
*>Sample Projects for Use
If a student does not have access to a viable project to use for this capstone, then any one of the
ideas below may be used. Please note that students are meant to take these ideas and build upon
them. Each student is to take the idea and come up with his or her own full project scope and
boundaries.
1) A new CEO has arrived. She believes that the current company structure is ineffective. You
are to be the project manager who leads her executive team in a company-wide reorganization.
This reorganization includes some work to determine how the new structure will be identified,
the work to gain support for this new structure at the executive level, the communications about
the new structure to the entire company and a transition plan to take the company from the
current structure to the new one.
2) Your company is celebrating 50 years in business. The executive team would like to take an
opportunity to recognize this milestone. Their purpose is to reward employees, build morale and
also let customers; future customers and competitors know about the longevity of the company
and adopt a ‘we are here to stay’ type of campaign. This milestone is definitely a marketing
event. The celebration should include customers and employees. Definitely there should be a big
celebration, but the executive team wants more than that. They want events and announcements
and campaigns going throughout the entire year. You will project manage this effort.
3) You have joined a start up company whose goal is to create an iPhone knockoff or copy. The
idea is to out ‘iPhone’ the iPhone, but at 50% of the cost to the customer. You are the project
manager of the team who will identify what features will go into this iPhone copy, determine
how to manufacture the phones for less than the real iPhone and determine how to market this
new copy. The project ends once the idea has either been abandoned or the new copy phone has
been available for sale for 45 days..............
#1 Narrative Charter Statement (13 Points)
Description and Directions
Develop a narrative charter that includes the following sections:
a. Project purpose or justification – A good project purpose or justification statement explains
why this project is important and why resources should be spent on this project. What critical
problem will this project solve or what will b.
A Handbook for Participatory Action Research, Planning.docx
A Handbook for
Participatory Action Research,
Planning and Evaluation
Jacques M. Chevalier and Daniel J. BucklesSAS
Dialogue
Copyright for A Handbook for Participatory Action Research, Planning and Evaluation is held by the
authors, Jacques M. Chevalier and Daniel J. Buckles. The work is licensed under the Creative Commons
Attribution-Noncommercial 2.5 Canada License, and is available in pdf format from our website at
www.participatoryactionresearch.net.
You are free to make a limited number of copies of A Handbook for Participatory Action Research, Planning
and Evaluation on condition that it is reproduced in its existing format, without reference to Third Parties,
and that these copies are not used for commercial purposes. If you are interested in producing multiple
copies of the handbook or purchasing additional copies, contact the authors at www.sas2dialogue.com for
permission and discussion of appropriate terms and conditions.
Copyright © Jacques M. Chevalier and Daniel J. Buckles (2011).
Correct Citation: Jacques M. Chevalier and Daniel J. Buckles. 2011. A Handbook for Participatory Action
Research, Planning and Evaluation. Ottawa, Canada: SAS2 Dialogue.
Copyright SAS
Dialogue
http://www.sas2.net
http://www.sas2.net
http://www.sas2dialogue.com
http://www.sas2dialogue.com
Module 6
Understanding Systems
119
SAS
Dialogue
120
SAS
Dialogue
Purpose To describe how people view a domain or topic area, and create new learning opportunities based on this understanding.
PRINCIPLES
The theory of human understanding underlying Domain Analysis is a social adaptation of Personal
Construct Psychology, a well-known theory in Psychology and the Cognitive Sciences developed in the
1950s by George Kelly. The key assumption is that people understand a domain by dividing it into
parts and creating a description of the whole based on comparisons (or degrees of similarity and
difference) between the parts. For example, to know the meaning of ‘tasty food’ requires not only a
sense of what ‘tasty foods’ have in common but also words and ideas to describe the opposite. In
Personal Construct Psychology, domain parts are called elements and the contrasting characteristics
are called constructs. The social adaptation presented below builds on this perspective by showing
how stakeholder groups create and organize elements and their contrasting characteristics for a domain or topic area. The method
uncovers ways people make sense of reality in a particular context and helps create opportunities for problem solving and learning.
Domain Analysis can be applied to any topic including things in nature (Ecological Domain), activities (Activity Domain), problems (Problem
Domain), stakeholder profiles (Social Domain), and options for action (Option Domain). Following are detailed instructions for the tool, which can
be adapted for these specific applications (see examples below). Information gathering and an ...
A Handbook for Participatory Action Research, Planning.docx
A Handbook for
Participatory Action Research,
Planning and Evaluation
Jacques M. Chevalier and Daniel J. BucklesSAS
Dialogue
Copyright for A Handbook for Participatory Action Research, Planning and Evaluation is held by the
authors, Jacques M. Chevalier and Daniel J. Buckles. The work is licensed under the Creative Commons
Attribution-Noncommercial 2.5 Canada License, and is available in pdf format from our website at
www.participatoryactionresearch.net.
You are free to make a limited number of copies of A Handbook for Participatory Action Research, Planning
and Evaluation on condition that it is reproduced in its existing format, without reference to Third Parties,
and that these copies are not used for commercial purposes. If you are interested in producing multiple
copies of the handbook or purchasing additional copies, contact the authors at www.sas2dialogue.com for
permission and discussion of appropriate terms and conditions.
Copyright © Jacques M. Chevalier and Daniel J. Buckles (2011).
Correct Citation: Jacques M. Chevalier and Daniel J. Buckles. 2011. A Handbook for Participatory Action
Research, Planning and Evaluation. Ottawa, Canada: SAS2 Dialogue.
Copyright SAS
Dialogue
http://www.sas2.net
http://www.sas2.net
http://www.sas2dialogue.com
http://www.sas2dialogue.com
Module 6
Understanding Systems
119
SAS
Dialogue
120
SAS
Dialogue
Purpose To describe how people view a domain or topic area, and create new learning opportunities based on this understanding.
PRINCIPLES
The theory of human understanding underlying Domain Analysis is a social adaptation of Personal
Construct Psychology, a well-known theory in Psychology and the Cognitive Sciences developed in the
1950s by George Kelly. The key assumption is that people understand a domain by dividing it into
parts and creating a description of the whole based on comparisons (or degrees of similarity and
difference) between the parts. For example, to know the meaning of ‘tasty food’ requires not only a
sense of what ‘tasty foods’ have in common but also words and ideas to describe the opposite. In
Personal Construct Psychology, domain parts are called elements and the contrasting characteristics
are called constructs. The social adaptation presented below builds on this perspective by showing
how stakeholder groups create and organize elements and their contrasting characteristics for a domain or topic area. The method
uncovers ways people make sense of reality in a particular context and helps create opportunities for problem solving and learning.
Domain Analysis can be applied to any topic including things in nature (Ecological Domain), activities (Activity Domain), problems (Problem
Domain), stakeholder profiles (Social Domain), and options for action (Option Domain). Following are detailed instructions for the tool, which can
be adapted for these specific applications (see examples below). Information gathering and an.
Setting roles and responsibilities in an organization!
Setting roles and responsibilities right from the top to the bottom in an organization is imperative because the management as well as employees can accomplish their goals efficiently. Setting roles and responsibilities is akin to fixing spokes (roles and responsibilities of each employee in an organization) of the wheel (organization).
Course ProjectObjective Guidelines Milestones De.docx
Course Project
Objective
|
Guidelines
|
Milestones
|
Deliverables
|
Grading Rubrics
Objective
The objective of the Course Project is to give you an opportunity to practice the skills learned in class regarding the planning methodologies of a project. These skills are directly applicable toward your senior project.
Guidelines
For this project you may choose one that is of interest to you or you may choose to begin planning for your senior project. When selecting a project, avoid picking one that is either too big or too small. For example, do not decide to build a new stadium for your local sports team (too big) or to plant your summer garden (too small).
Here are some successful project ideas.
The opening of a coffee shop
An open house for a local social service agency
A meditation pool and platform
A redevelopment of a local playground
Design and installation of a computer network for a small business
Software development project
A project to build a house is NOT acceptable.
Milestones
Due Week 2: Project Charter
Due Week 3: Scope Statement
Due Week 4: Work Breakdown Structure and Network Diagram
Due Week 5: Risk Management Plan
Due Week 6: Resource Management Plan
Due Week 7: Communication Plan
Due Week 8: Final Project Package
Deliverables
Due Week 2: Project Charter
Provide a
p
roject
c
harter of your selected project in accordance with the charter template found in Doc Sharing. The project will be the project your team will use for the remainder of this course.
For your new project, please develop a project team (citing names, e-mail addresses, and telephone numbers).
Be certain to include the following.
Project Objectives
Project Statement of Work
Milestones
All other sections as required in the
p
roject
c
harter
Please put this in proper business writing format. Consider me to be your boss.
If working in a group, include a statement of participation, describing how each person contributed to this project deliverable. Please have each person sign the statement.
Deliverables:
Project charter (in MS Word)
If working in a group, include a statement of participation, describing how each person contributed to this project deliverable. Please have each person sign the statement.
Due Week 3: Scope Statement
Prepare a scope statement using either the model on pages 144-145 in the text as a template or the scope template in
D
oc
S
haring. Remember to be tangible, measurable, and specific. Be sure to include all sections required in the Practitioner section of the
W
eek 2
L
ecture.
Deliverables:
Project scope statement (in MS Word)
If working in a group, include a statement of participation, describing how each person contributed to this project deliverable. Please have each person sign the statement.
Due Week 4: Work Breakdown Structure and Network Diagram
According to the PMBOK® Guide, "the WBS is a deliverable-oriented hierarchical decomposition of the work to be executed by the project team, to accompl.
Individual Project Part B - Self-Management SkillsTraits Invent.docx
Individual Project Part B - Self-Management Skills/Traits Inventory
Self-management skills/traits are the things that make you unique. People often fail to identify these attributes as skills, or to give themselves credit for using them, yet they impact professional identity, the work that is done and the way that it is done. Self-management skills/traits are often considered as professional, leadership, and personal traits; and some are highly desirable to business organizations. To help you sharpen your focus on who you are, and to identify your current strengths, work through this checklist of personal skills/trait characteristics.
First, read each word and under the left-side Mastered column, check (X) all of the skills/traits that other people (family, friends, co-workers) would say describe you as you are now (NOTE: if others have recognized the associated behaviors being demonstrated by you then it suggests this is a strong natural trait or one that you have already mastered).
Second, to prepare yourself for your next move forward on your profession/future career path, look at the list a second time, and specifically at the skills/traits you did not check, and under the right side Need column check (X) the 5 or 6 self-management skills/traits you feel you currently don’t have but see as being an important benefit in the future.
MasteredNeedMasteredNeedMasteredNeedMasteredNeed
academic
diligent
industrious
precise
accurate
diplomatic
innovative
professional
adaptable
discreet
inventive
punctual
ambitious
dynamic
logical
quick
assertive
eager
loyal
rational
astute
easygoing
mature
realistic
capable
effective
objective
receptive
caring
efficient
open
reflective
competent
empathetic
open-minded
reliable
competitive
energetic
optimistic
reserved
confident
enthusiastic
orderly
resourceful
conscientious
fair-minded
organized
responsible
conservative
firm
outgoing
risk taker
considerate
flexible
patient
self-confident
cooperative
friendly
perceptive
self-controlled
creative
generous
persevering
sensible
deliberate
helpful
persistent
tactful
democratic
honest
pleasant
tenacious
determined
imaginative
polite
tolerant
independent
practical
versatile
INMGT 400/600 Individual Project
Leadership: A Transferrable Skill – Part B
Current Leadership Strengths and Development Needs (16% of project grade)
Two of the questions employers always ask you (in one way or another) are about your strengths and weaknesses. The easiest way to answer this question with sincerity is to have first (long before the questions are asked) reflected upon what your real strengths and real development t needs (weaknesses) are..
Overview of Individual Project Part B – Leadership Strengths and Development Needs
The purpose of Part B is to assist .
Lect 3 wbs&obs
I am uploading all these notes only for the sake of Allah SWT. A very comprehensive and detailed Lecture Slide for Management Students (Related to Engineering)
The Three R's You need for Your PMP Exam
Three tools & techniques you may encounter as you prepare to take the PMP Exam are the Responsibility Assignment Matrix (RAM), Roles and Responsibilities, and the Resource Breakdown Structure (RBS). It is essential to understand each of these topics by themselves in order to plan, monitor, and control project activities. It is also important to understand how the RAM, Roles and Responsibilities, and the RBS interact.
Mule 4.6 & Java 17 Upgrade | MuleSoft Mysore Meetup #46
Mule 4.6 & Java 17 Upgrade | MuleSoft Mysore Meetup #46
Event Link:-
https://meetups.mulesoft.com/events/details/mulesoft-mysore-presents-exploring-gemini-ai-and-integration-with-mulesoft/
Agenda
● Java 17 Upgrade Overview
● Why and by when do customers need to upgrade to Java 17?
● Is there any immediate impact to upgrading to Mule Runtime 4.6 and beyond?
● Which MuleSoft products are in scope?
For Upcoming Meetups Join Mysore Meetup Group - https://meetups.mulesoft.com/mysore/
YouTube:- youtube.com/@mulesoftmysore
Mysore WhatsApp group:- https://chat.whatsapp.com/EhqtHtCC75vCAX7gaO842N
Speaker:-
Shubham Chaurasia - https://www.linkedin.com/in/shubhamchaurasia1/
Priya Shaw - https://www.linkedin.com/in/priya-shaw
Organizers:-
Shubham Chaurasia - https://www.linkedin.com/in/shubhamchaurasia1/
Giridhar Meka - https://www.linkedin.com/in/giridharmeka
Priya Shaw - https://www.linkedin.com/in/priya-shaw
Shyam Raj Prasad-
https://www.linkedin.com/in/shyam-raj-prasad/
Delivering Micro-Credentials in Technical and Vocational Education and Training
Explore how micro-credentials are transforming Technical and Vocational Education and Training (TVET) with this comprehensive slide deck. Discover what micro-credentials are, their importance in TVET, the advantages they offer, and the insights from industry experts. Additionally, learn about the top software applications available for creating and managing micro-credentials. This presentation also includes valuable resources and a discussion on the future of these specialised certifications.
For more detailed information on delivering micro-credentials in TVET, visit this https://tvettrainer.com/delivering-micro-credentials-in-tvet/
How to Add Chatter in the odoo 17 ERP Module
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
2024.06.01 Introducing a competency framework for languag learning materials ...
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
More Related Content
Similar to Assignment SOWI have done with the roles and key respons.pdf
For this project you may choose one that is of interest to you or .docx
For this project you may choose one that is of interest to you or you may choose to begin planning for your senior project. When selecting a project, avoid picking one that is either too big or too small. For example, do not decide to build a new stadium for your local sports team (too big) or to plant your summer garden (too small).
“The opening of a coffee shop” is my topic
Due Week 2: Project Charter
Due Week 3: Scope Statement
Due Week 4: Work Breakdown Structure and Network Diagram
Due Week 5: Risk Management Plan
Due Week 6: Resource Management Plan
Due Week 7: Communication Plan
Due Week 8: Final Project Package
Deliverables
Back to Top
Due Week 2: Project Charter
Provide a project charter of your selected project in accordance with the charter template found in Doc Sharing. The project will be the project your team will use for the remainder of this course.
For your new project, please develop a project team (citing names, e-mail addresses, and telephone numbers).
Be certain to include the following.
Project Objectives
Project Statement of Work
Milestones
All other sections as required in the project charter
Please put this in proper business writing format. Consider me to be your boss.
If working in a group, include a statement of participation, describing how each person contributed to this project deliverable. Please have each person sign the statement.
Deliverables:
Project charter (in MS Word)
Due Week 3: Scope Statement
Prepare a scope statement using either the model on pages 144-145 in the text as a template or the scope template in Doc Sharing. Remember to be tangible, measurable, and specific. Be sure to include all sections required in the Practitioner section of the Week 2 Lecture.
Deliverables:
Project scope statement (in MS Word)
If working in a group, include a statement of participation, describing how each person contributed to this project deliverable. Please have each person sign the statement.
Due Week 4: Work Breakdown Structure and Network Diagram
According to the PMBOK® Guide, "the WBS is a deliverable-oriented hierarchical decomposition of the work to be executed by the project team, to accomplish the project objectives and create the required deliverables." In other words, it lists the project's tasks, the subtasks, the sub-subtasks, and so on.
For this phase, you will create a work breakdown structure (WBS) for the project you selected during phase one. Remember that the WBS starts with your major deliverables (that you stated in your scope management plan) at the highest level. The lower levels have the tasks required to complete those deliverables. You should have at least three tasks under each deliverable, but you may have as many tasks as needed to ensure that the deliverables are complete. Review the textbook (and the PMBOK® Guide, if you have it) for some suggestions on how best to create a WBS. From your work breakdown structure, develop a project task list with dependencies, add durations,.
SAP HR Training in Chennai Demo Part-4
We are the best training institute in Chennai providing you the real time and advance level SAP HR Training in Chennai from the experience professionals
Case Study 9.2 – Drug Testing Question (500 words minimum) Wh.docx
Case Study 9.2 – Drug Testing
Question: (500 words minimum):
“What argument would you use, for or against a decision by the employer in this case to insist on expanding the drug program to include prohibition of the sale, possession, or use of illegal substances on the employee’s own time? Support your answer.
Case Study 10.2 Unfair Labor Practice By a Union
Question: (500 words minimum):
“How could the union have stopped individuals from the intimidating actions that allegedly went on in this case? Support your answer.”
Grading Criteria
Grading Criteria: 500 Word Min.
Your response to the discussion question(s) must be tied back to the chapter material (Case Study) and outside research is expected. When I ask you to support your answer, you are expected to combine opinion with, minimum 2, citations (Always cite your sources utilizing APA 6th Edition format), insight from your experiences, observations of others experiences, analysis of the facts/information and a conclusion. PLEASE do not limit your citations to just the book! Find other supporting material outside of the class structure
Case Study 9
.2
–
Drug
Testing
Question: (
500 words minimum
)
:
“
What argument would you use, for or against a decision by the employer in this case to insist on expanding the
drug program to
include prohibition of the sale, possession, or use of illegal substances on the employee’s own
time? Support your answer.
Case Study 9.2 – Drug Testing
Question: (500 words minimum):
“ What argument would you use, for or against a decision by the employer in this case to insist on expanding the
drug program to include prohibition of the sale, possession, or use of illegal substances on the employee’s own
time? Support your answer.
IT 328 Milestone Two Guidelines and Rubric
Your Role and the Triple Constraint
Overview: In Milestone One, you began your progress toward successful completion of your final project, the risk analysis and mitigation memo. You will now
continue this preparatory work in Milestone Two by focusing on a technical role. You will consider how the tasks assigned to the role fit into an integrated
schedule found in a Gantt chart. You will then work with the triple constraint, showing how changes to it may impact the project, while proposing a new project
element that will enhance user experience with the student degree progress tool. It is important to note that this milestone addresses Section I, Parts C and D of
your final project. For purposes of this activity, these items have been further broken down than they are in the final version of your project; this will help guide
you through all the aspects of this point in your learning experience.
As you are beginning to see, working within project budgets and staying on schedule typically requires a team effort, as work tasks must be completed efficiently
and often in the correct order for the project to stay on track. Additions to the p ...
Prerequisites — Classes or Knowledge Required for this Course.pdf
Prerequisites — Classes or Knowledge Required for this Course
Successful completion of Introduction to Project Management Principles and Practices Coursera
Specialization courses: Initiating and Planning Projects, Budgeting and Scheduling Projects, and
Managing Project Risks and Changes.
Course Objectives
Upon completing this series, you should be able to:
• Write a narrative charter statement
• Create a work breakdown structure
• Sequence project activities
• Build a project schedule
• Create a project budget
• Create a responsibility assignment matrix
• Identify project risks and define responses for those risks
*>Sample Projects for Use
If a student does not have access to a viable project to use for this capstone, then any one of the
ideas below may be used. Please note that students are meant to take these ideas and build upon
them. Each student is to take the idea and come up with his or her own full project scope and
boundaries.
1) A new CEO has arrived. She believes that the current company structure is ineffective. You
are to be the project manager who leads her executive team in a company-wide reorganization.
This reorganization includes some work to determine how the new structure will be identified,
the work to gain support for this new structure at the executive level, the communications about
the new structure to the entire company and a transition plan to take the company from the
current structure to the new one.
2) Your company is celebrating 50 years in business. The executive team would like to take an
opportunity to recognize this milestone. Their purpose is to reward employees, build morale and
also let customers; future customers and competitors know about the longevity of the company
and adopt a ‘we are here to stay’ type of campaign. This milestone is definitely a marketing
event. The celebration should include customers and employees. Definitely there should be a big
celebration, but the executive team wants more than that. They want events and announcements
and campaigns going throughout the entire year. You will project manage this effort.
3) You have joined a start up company whose goal is to create an iPhone knockoff or copy. The
idea is to out ‘iPhone’ the iPhone, but at 50% of the cost to the customer. You are the project
manager of the team who will identify what features will go into this iPhone copy, determine
how to manufacture the phones for less than the real iPhone and determine how to market this
new copy. The project ends once the idea has either been abandoned or the new copy phone has
been available for sale for 45 days..............
#1 Narrative Charter Statement (13 Points)
Description and Directions
Develop a narrative charter that includes the following sections:
a. Project purpose or justification – A good project purpose or justification statement explains
why this project is important and why resources should be spent on this project. What critical
problem will this project solve or what will b.
A Handbook for Participatory Action Research, Planning.docx
A Handbook for
Participatory Action Research,
Planning and Evaluation
Jacques M. Chevalier and Daniel J. BucklesSAS
Dialogue
Copyright for A Handbook for Participatory Action Research, Planning and Evaluation is held by the
authors, Jacques M. Chevalier and Daniel J. Buckles. The work is licensed under the Creative Commons
Attribution-Noncommercial 2.5 Canada License, and is available in pdf format from our website at
www.participatoryactionresearch.net.
You are free to make a limited number of copies of A Handbook for Participatory Action Research, Planning
and Evaluation on condition that it is reproduced in its existing format, without reference to Third Parties,
and that these copies are not used for commercial purposes. If you are interested in producing multiple
copies of the handbook or purchasing additional copies, contact the authors at www.sas2dialogue.com for
permission and discussion of appropriate terms and conditions.
Copyright © Jacques M. Chevalier and Daniel J. Buckles (2011).
Correct Citation: Jacques M. Chevalier and Daniel J. Buckles. 2011. A Handbook for Participatory Action
Research, Planning and Evaluation. Ottawa, Canada: SAS2 Dialogue.
Copyright SAS
Dialogue
http://www.sas2.net
http://www.sas2.net
http://www.sas2dialogue.com
http://www.sas2dialogue.com
Module 6
Understanding Systems
119
SAS
Dialogue
120
SAS
Dialogue
Purpose To describe how people view a domain or topic area, and create new learning opportunities based on this understanding.
PRINCIPLES
The theory of human understanding underlying Domain Analysis is a social adaptation of Personal
Construct Psychology, a well-known theory in Psychology and the Cognitive Sciences developed in the
1950s by George Kelly. The key assumption is that people understand a domain by dividing it into
parts and creating a description of the whole based on comparisons (or degrees of similarity and
difference) between the parts. For example, to know the meaning of ‘tasty food’ requires not only a
sense of what ‘tasty foods’ have in common but also words and ideas to describe the opposite. In
Personal Construct Psychology, domain parts are called elements and the contrasting characteristics
are called constructs. The social adaptation presented below builds on this perspective by showing
how stakeholder groups create and organize elements and their contrasting characteristics for a domain or topic area. The method
uncovers ways people make sense of reality in a particular context and helps create opportunities for problem solving and learning.
Domain Analysis can be applied to any topic including things in nature (Ecological Domain), activities (Activity Domain), problems (Problem
Domain), stakeholder profiles (Social Domain), and options for action (Option Domain). Following are detailed instructions for the tool, which can
be adapted for these specific applications (see examples below). Information gathering and an ...
A Handbook for Participatory Action Research, Planning.docx
A Handbook for
Participatory Action Research,
Planning and Evaluation
Jacques M. Chevalier and Daniel J. BucklesSAS
Dialogue
Copyright for A Handbook for Participatory Action Research, Planning and Evaluation is held by the
authors, Jacques M. Chevalier and Daniel J. Buckles. The work is licensed under the Creative Commons
Attribution-Noncommercial 2.5 Canada License, and is available in pdf format from our website at
www.participatoryactionresearch.net.
You are free to make a limited number of copies of A Handbook for Participatory Action Research, Planning
and Evaluation on condition that it is reproduced in its existing format, without reference to Third Parties,
and that these copies are not used for commercial purposes. If you are interested in producing multiple
copies of the handbook or purchasing additional copies, contact the authors at www.sas2dialogue.com for
permission and discussion of appropriate terms and conditions.
Copyright © Jacques M. Chevalier and Daniel J. Buckles (2011).
Correct Citation: Jacques M. Chevalier and Daniel J. Buckles. 2011. A Handbook for Participatory Action
Research, Planning and Evaluation. Ottawa, Canada: SAS2 Dialogue.
Copyright SAS
Dialogue
http://www.sas2.net
http://www.sas2.net
http://www.sas2dialogue.com
http://www.sas2dialogue.com
Module 6
Understanding Systems
119
SAS
Dialogue
120
SAS
Dialogue
Purpose To describe how people view a domain or topic area, and create new learning opportunities based on this understanding.
PRINCIPLES
The theory of human understanding underlying Domain Analysis is a social adaptation of Personal
Construct Psychology, a well-known theory in Psychology and the Cognitive Sciences developed in the
1950s by George Kelly. The key assumption is that people understand a domain by dividing it into
parts and creating a description of the whole based on comparisons (or degrees of similarity and
difference) between the parts. For example, to know the meaning of ‘tasty food’ requires not only a
sense of what ‘tasty foods’ have in common but also words and ideas to describe the opposite. In
Personal Construct Psychology, domain parts are called elements and the contrasting characteristics
are called constructs. The social adaptation presented below builds on this perspective by showing
how stakeholder groups create and organize elements and their contrasting characteristics for a domain or topic area. The method
uncovers ways people make sense of reality in a particular context and helps create opportunities for problem solving and learning.
Domain Analysis can be applied to any topic including things in nature (Ecological Domain), activities (Activity Domain), problems (Problem
Domain), stakeholder profiles (Social Domain), and options for action (Option Domain). Following are detailed instructions for the tool, which can
be adapted for these specific applications (see examples below). Information gathering and an.
Setting roles and responsibilities in an organization!
Setting roles and responsibilities right from the top to the bottom in an organization is imperative because the management as well as employees can accomplish their goals efficiently. Setting roles and responsibilities is akin to fixing spokes (roles and responsibilities of each employee in an organization) of the wheel (organization).
Course ProjectObjective Guidelines Milestones De.docx
Course Project
Objective
|
Guidelines
|
Milestones
|
Deliverables
|
Grading Rubrics
Objective
The objective of the Course Project is to give you an opportunity to practice the skills learned in class regarding the planning methodologies of a project. These skills are directly applicable toward your senior project.
Guidelines
For this project you may choose one that is of interest to you or you may choose to begin planning for your senior project. When selecting a project, avoid picking one that is either too big or too small. For example, do not decide to build a new stadium for your local sports team (too big) or to plant your summer garden (too small).
Here are some successful project ideas.
The opening of a coffee shop
An open house for a local social service agency
A meditation pool and platform
A redevelopment of a local playground
Design and installation of a computer network for a small business
Software development project
A project to build a house is NOT acceptable.
Milestones
Due Week 2: Project Charter
Due Week 3: Scope Statement
Due Week 4: Work Breakdown Structure and Network Diagram
Due Week 5: Risk Management Plan
Due Week 6: Resource Management Plan
Due Week 7: Communication Plan
Due Week 8: Final Project Package
Deliverables
Due Week 2: Project Charter
Provide a
p
roject
c
harter of your selected project in accordance with the charter template found in Doc Sharing. The project will be the project your team will use for the remainder of this course.
For your new project, please develop a project team (citing names, e-mail addresses, and telephone numbers).
Be certain to include the following.
Project Objectives
Project Statement of Work
Milestones
All other sections as required in the
p
roject
c
harter
Please put this in proper business writing format. Consider me to be your boss.
If working in a group, include a statement of participation, describing how each person contributed to this project deliverable. Please have each person sign the statement.
Deliverables:
Project charter (in MS Word)
If working in a group, include a statement of participation, describing how each person contributed to this project deliverable. Please have each person sign the statement.
Due Week 3: Scope Statement
Prepare a scope statement using either the model on pages 144-145 in the text as a template or the scope template in
D
oc
S
haring. Remember to be tangible, measurable, and specific. Be sure to include all sections required in the Practitioner section of the
W
eek 2
L
ecture.
Deliverables:
Project scope statement (in MS Word)
If working in a group, include a statement of participation, describing how each person contributed to this project deliverable. Please have each person sign the statement.
Due Week 4: Work Breakdown Structure and Network Diagram
According to the PMBOK® Guide, "the WBS is a deliverable-oriented hierarchical decomposition of the work to be executed by the project team, to accompl.
Individual Project Part B - Self-Management SkillsTraits Invent.docx
Individual Project Part B - Self-Management Skills/Traits Inventory
Self-management skills/traits are the things that make you unique. People often fail to identify these attributes as skills, or to give themselves credit for using them, yet they impact professional identity, the work that is done and the way that it is done. Self-management skills/traits are often considered as professional, leadership, and personal traits; and some are highly desirable to business organizations. To help you sharpen your focus on who you are, and to identify your current strengths, work through this checklist of personal skills/trait characteristics.
First, read each word and under the left-side Mastered column, check (X) all of the skills/traits that other people (family, friends, co-workers) would say describe you as you are now (NOTE: if others have recognized the associated behaviors being demonstrated by you then it suggests this is a strong natural trait or one that you have already mastered).
Second, to prepare yourself for your next move forward on your profession/future career path, look at the list a second time, and specifically at the skills/traits you did not check, and under the right side Need column check (X) the 5 or 6 self-management skills/traits you feel you currently don’t have but see as being an important benefit in the future.
MasteredNeedMasteredNeedMasteredNeedMasteredNeed
academic
diligent
industrious
precise
accurate
diplomatic
innovative
professional
adaptable
discreet
inventive
punctual
ambitious
dynamic
logical
quick
assertive
eager
loyal
rational
astute
easygoing
mature
realistic
capable
effective
objective
receptive
caring
efficient
open
reflective
competent
empathetic
open-minded
reliable
competitive
energetic
optimistic
reserved
confident
enthusiastic
orderly
resourceful
conscientious
fair-minded
organized
responsible
conservative
firm
outgoing
risk taker
considerate
flexible
patient
self-confident
cooperative
friendly
perceptive
self-controlled
creative
generous
persevering
sensible
deliberate
helpful
persistent
tactful
democratic
honest
pleasant
tenacious
determined
imaginative
polite
tolerant
independent
practical
versatile
INMGT 400/600 Individual Project
Leadership: A Transferrable Skill – Part B
Current Leadership Strengths and Development Needs (16% of project grade)
Two of the questions employers always ask you (in one way or another) are about your strengths and weaknesses. The easiest way to answer this question with sincerity is to have first (long before the questions are asked) reflected upon what your real strengths and real development t needs (weaknesses) are..
Overview of Individual Project Part B – Leadership Strengths and Development Needs
The purpose of Part B is to assist .
Lect 3 wbs&obs
I am uploading all these notes only for the sake of Allah SWT. A very comprehensive and detailed Lecture Slide for Management Students (Related to Engineering)
The Three R's You need for Your PMP Exam
Three tools & techniques you may encounter as you prepare to take the PMP Exam are the Responsibility Assignment Matrix (RAM), Roles and Responsibilities, and the Resource Breakdown Structure (RBS). It is essential to understand each of these topics by themselves in order to plan, monitor, and control project activities. It is also important to understand how the RAM, Roles and Responsibilities, and the RBS interact.
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Assignment SOWI have done with the roles and key respons.pdf
- 1. Assignment :SOW I have done with the roles and key responsibilities part in the 2nd pic... I wanna answer for the first paragraph and project team organizational chart. Project Team Use the figure to describe the relationships of the key team members to each other Use titles and job roles not names. This will help if team members leave or are reassigned If resources are coming from other teams or areas of the organization, it is appropnate to note that Indicate external resources with a "dotted line" reporting structure Project Team Considerations - Have you considered the broader project team ( .9. client, sponsor)? - Do the assigned responsibilities and accountabilities suit your personality and strengths? - Are the key responsibilities listed in a clear and concise manner? (Delete this text box and instructions prior to submission). Use the table below to outline the key responsibilities for each of the roles in the organization chart. What is in the table is for suggestion only. When writing the roles, responsibilities, and accountabilities, your goal is to provide a "safefy net" in case tasks aren't identified at the planning stage. In other words, if you discover a task that needs to be done, but wasn't planned for, who would you look to first to get the task done? Figure 1- Project Team Organizational Chart begin{tabular}{|c|c|} hline Project Sponsor & TheProjectSponsorisresponsibleforremovingroadblocksfortheprojectteam,aswellasensuringthecli entsimageandreputationareprotected.Mostdecisionswillnotneedtoinvolvetheprojectsponsor. hline Project Manager & Accountablefortheoverallexecutionoftheproject.Responsibletocoordinateteammeetings,delegatek eyresponsibilities,supportteammemberswhenneeded,overseethecompletionofprojectdeliverables. hline Logistics Coordinator & Responsibleforthecoordinationandcommunicationwithexternalvendorsorsuppliers.Thiscaninclude ,butisnotlimitedto,venuebookings,materialpurchases,equipmentacquisition,cateringarrangements, andotherlogisticalneeds. hline Marketing Coordinator & Responsibletodevelopandexecuteamarketingstrategyfortheprojectwiththekeyaudienceinmind.Ma yincludetraditionalmethods(e.g.,posters,wordofmouth)ordigitalplatforms(e.g.,socialmedia,websit
- 2. es,etc.). hline Schedule&BudgetCoordinator & Responsibleformaintainingtheprojectschedule,monitoringkeydates,developingaprojectbudget,trac kingactualandforecastedcosts,andcoordinatingfinancialtransactions(e.g.,donations,reimbursement s,etc.).ProficientinMSExcel,andwillingtolearnhowtouseMSProjectindetail. hline Customer & Thecustomerisresponsibleformakingdecisionsonbehalfoftheclient.Theyareaccountablefordecision sregardingtheprojecttriangle,andensureappropriatetradeoffsaremadetoachieveanacceptablelevelof qualityontheproject.Theywillplayadecisionalroleinthisprojectandarelikelytoapprovemostmajorco mponentsoftheproject. hline Editor & Responsibleforreviewingallworkwhilemakinggrammaticalchangesandassuringallworkisuptostand ardandreadytobesubmitted/sentout. hline Externalcommunications & Responsible for communicating with others outside of the team. hline end{tabular}