This document discusses 16 observations for effective workforce management during the project execution stage. The observations are grouped into managing the workforce and physical assets/processes. Key points include hiring the right leaders with project experience, making safety a top priority, developing strong teams, clear communication of roles, and recognizing contributions. Retaining skilled workers, diversity, and adequate facilities are also emphasized. Regular communication and rotating staff to prevent burnout are important.
Implementing relevant skills, knowledge, and tools to achieve a project's goal is project management. The five main phases of project management are initiating, planning, executing, monitoring performance, and concluding the project. Project management is becoming more and more in demand as the number of industries, and national and multinational projects increases.
Aspirants who want to become leaders can learn project management skills like setting objectives and following through on them. These courses are known worldwide, and there are job opportunities in many different industries and fields.
Project management can be studied in a number of different ways. They include a Bachelor of Science in Business Administration with Programme and Project Management (BSc) and a Bachelor of Management Studies (BMS). Master's degrees in management are available after basic bachelor's degrees like the BMS.
Eligibility Criteria (UG & PG) of Project Management
For BBA and BMS admissions at the undergraduate level, colleges set specific eligibility requirements that applicants must meet before applying to the course. Qualification models set can be different for various schools.
• A minimum of 10+2 years of education from a recognized board is required of applicants.
• For the 12th grade, the minimum score should be between 50 and 60 percent.
• must be between 17 and 25 years old.
The following are typically the eligibility requirements for PG levels:
• Candidates must have completed 10+2 years of education from a recognized board, with at least 50% of those years spent in the 12th board.
• A Bachelor's degree in any field, including architecture, engineering, technology, or planning is required.
• A diploma in the same fields may also be held by the applicant.
• A Master's degree in the same field from a reputable college is required for a Ph.D. in management.
Scope of Project Management in India and Abroad
The need for project management is growing as a result of the rapidly expanding industries in almost all areas and sectors. Construction, engineering, marketing, pharmaceutical companies, information technology, and other industries all have a growing need for project managers.
Project management has a huge reach and scope. Project managers will have more work opportunities as a result of the increasing number of expanding businesses investing in projects both inside and outside the country. As a result, there will be an increasing demand for individuals capable of managing these projects.
Course Subjects
For BBA in Project Management
The subject taught mainly in the course BBA, divided over 6 semesters,
The core subjects are Business Organization, Business Mathematics, Fundamentals of Accounting, Marketing Management, and Business Communication.
Projects are activities taken up by organizations large and small, public and private, government
and non-government to execute their near and future term goals. Project is defined as a set of tasks taken up to
achieve a predefined end result within a predefined time, scope and budget. Our country has witnessed
tremendous growth in infrastructure and industrial sector in the last two decades. The study aims to review the
impact of any existing project management knowledge with the respondents and incremental value adds done
over a period of time through the above methods
Projects are activities taken up by organizations large and small, public and private, government
and non-government to execute their near and future term goals. Project is defined as a set of tasks taken up to
achieve a predefined end result within a predefined time, scope and budget. Our country has witnessed
tremendous growth in infrastructure
Implementing relevant skills, knowledge, and tools to achieve a project's goal is project management. The five main phases of project management are initiating, planning, executing, monitoring performance, and concluding the project. Project management is becoming more and more in demand as the number of industries, and national and multinational projects increases.
Aspirants who want to become leaders can learn project management skills like setting objectives and following through on them. These courses are known worldwide, and there are job opportunities in many different industries and fields.
Project management can be studied in a number of different ways. They include a Bachelor of Science in Business Administration with Programme and Project Management (BSc) and a Bachelor of Management Studies (BMS). Master's degrees in management are available after basic bachelor's degrees like the BMS.
Eligibility Criteria (UG & PG) of Project Management
For BBA and BMS admissions at the undergraduate level, colleges set specific eligibility requirements that applicants must meet before applying to the course. Qualification models set can be different for various schools.
• A minimum of 10+2 years of education from a recognized board is required of applicants.
• For the 12th grade, the minimum score should be between 50 and 60 percent.
• must be between 17 and 25 years old.
The following are typically the eligibility requirements for PG levels:
• Candidates must have completed 10+2 years of education from a recognized board, with at least 50% of those years spent in the 12th board.
• A Bachelor's degree in any field, including architecture, engineering, technology, or planning is required.
• A diploma in the same fields may also be held by the applicant.
• A Master's degree in the same field from a reputable college is required for a Ph.D. in management.
Scope of Project Management in India and Abroad
The need for project management is growing as a result of the rapidly expanding industries in almost all areas and sectors. Construction, engineering, marketing, pharmaceutical companies, information technology, and other industries all have a growing need for project managers.
Project management has a huge reach and scope. Project managers will have more work opportunities as a result of the increasing number of expanding businesses investing in projects both inside and outside the country. As a result, there will be an increasing demand for individuals capable of managing these projects.
Course Subjects
For BBA in Project Management
The subject taught mainly in the course BBA, divided over 6 semesters,
The core subjects are Business Organization, Business Mathematics, Fundamentals of Accounting, Marketing Management, and Business Communication.
Projects are activities taken up by organizations large and small, public and private, government
and non-government to execute their near and future term goals. Project is defined as a set of tasks taken up to
achieve a predefined end result within a predefined time, scope and budget. Our country has witnessed
tremendous growth in infrastructure and industrial sector in the last two decades. The study aims to review the
impact of any existing project management knowledge with the respondents and incremental value adds done
over a period of time through the above methods
Projects are activities taken up by organizations large and small, public and private, government
and non-government to execute their near and future term goals. Project is defined as a set of tasks taken up to
achieve a predefined end result within a predefined time, scope and budget. Our country has witnessed
tremendous growth in infrastructure
1092019 New Transcript Templatemedia.capella.educoursem.docxaulasnilda
10/9/2019 New Transcript Template
media.capella.edu/coursemedia/MBA9128/simulation/MBA9128_transcript.html 1/12
P r i n t
PROJECT MANAGEMENT IMPROVEMENTS AT KEYSTONE
MANAGEMENT
INTRODUCTION
As the new Project O�ce Director for Keystone Management, Aaron has been asked to participate in the
corporate Continuous Process Improvement initiatives by identifying recommendations for speci�c aspects of
Keystone's project management methodology.
To meet this requirement, Aaron began by talking with project managers about their experience and insights,
which he then translated into strategies aimed at improving the process, environment, and quality of project
management at Keystone Management.
Your goal is to review the information Aaron gathered and his recommendations for each of the six topics in
this simulation. You will then clarify how improvements in each area can contribute to improvements at
Keystone. Each topic corresponds with a unit in the course. Although you may choose to complete each topic
in conjunction with the course unit, you may also want to follow the simulation from beginning to end to see
how the concepts in each topic relate. Along the way, we will provide you with the following:
Project Manager re�ections.
Aaron's recommendations.
Opportunities to clarify improvement opportunities.
Feedback on improvement opportunities.
Topic summaries.
INSTRUCTIONS
In this simulation, you will work through a total of six topics related to project management improvements for
Keystone Management. For each topic, you will be presented with project manager re�ections and Aaron's
recommendations. You will use this information to clarify how improvements in each area can contribute to
improvements for Keystone Management. Feedback will be provided on your responses.
Since each topic corresponds with a unit in the course, you can either complete each topic in conjunction with
the course unit, or follow the simulation from beginning to end to see how the concepts in each topic relate.
TOPIC 1: DEFINING REQUIREMENTS
What role do project requirements play in project management quality and success?
Figure of Requirements De�nition
C r e d i t s
javascript:window.print()
10/9/2019 New Transcript Template
media.capella.edu/coursemedia/MBA9128/simulation/MBA9128_transcript.html 2/12
This �gure illustrates how di�erent types of requirements are connected and de�ned.
Business requirements are de�ned by the project sponsor.
Size and complexity information is de�ned by the project management team.
Functional and non-functional requirements are de�ned by both the development and testing teams.
Expectations and constraints are de�ned by other stakeholders.
User requirements are de�ned by user representatives.
Aaron began his discussions with project managers by stating that from his experience, well-de�ned
requirements are the cornerstone for project success and quality results.
Review the project manager responses and Aaron's recom ...
Changes are inevitable during the life cycle of any manufacturing facility. Changes occur design, construction, operation, decommissioning, mothballing and demolition. MOC is a critical success factor of any Process Safety Management (PSM) Program. It ensures that each proposed change undergoes the appropriate level of technical and EHS review any change does not inadvertently introduce new hazards or unknowingly increase the risk of existing hazards.
A CCP is an experienced practitioner with advanced knowledge and technical expertise to apply the broad principles and best practices of Total Cost Management (TCM) in the planning, execution and management of any organizational project or program. CCPs also demonstrate the ability to research and communicate aspects of TCM principles and practices to all levels of project or program stakeholders, both internally and externally.
Running head: RECRUITMENT AND INTERVIEWING PROCESSES 1
RECRUITMENT AND INTERVIEWING PROCESSES 2
HR project Recruitment and interviewing processes
Johnetta Farmah
11/23/13
Recruitment and interviewing processes
The exorbitant costs of hiring and training have constantly made the process of recruiting employees such a precarious process and managers should avoid making mistakes when recruiting since any mistake can have a detrimental impact on the company. To get employees with the skills that match the job description is such a hard task and prudent decisions ought to be made on how recruitment will be carried out both internally and externally. This is how recruitment will be carried out both internally and externally in this company and how the job applicants will be interviewed.
Job posting boards will be one of the devices that will be used for internal recruitment. This will advise employees on upcoming slots or vacancies within the company that they may like to vie for (Carroll, 2009). Intranet posts, fliers and email flashes are other methods that will be considered in internal recruitment. This will then seek to fill the vacant or new positions by creating temporary teams or permanent teams within the company. Those employees who have performed exemplarily will also be invited for promotions and the slots left void after the promotion will be considered for external applicants.
There are four ways that will be considered when recruiting externally. The first method will be to consider job centers that are mostly handled by government agencies that help unemployed persons to get training (Schweyer, 2012). Job advertisements which are one of the most common types of external recruitment will be our second consideration in case the government agencies fail to provide the needed employees.
Personal recommendation will also be another consideration bearing in mind that it is cheaper since the only thing required is a recommendation by a colleague or friend to a particular employee (Sylva, 2009). Despite the lengthy assessment of the potential employee that may follow thereafter since he/she will be a total stranger to you and a competence assessment is therefore necessary in order to determine whether he/she possesses the skills needed in the company, it saves greatly on the advertising costs.
There are two interview processes that are efficient for recruiting potential employees. Group interview : this process is one of the most efficient. This is because it will be able to identify the skills and potential of these applicants and determine whether their skills align with the job descriptions.
A one-on-one interview : A one-on-one process tests the confidence and commitment of any job applicant which are vital characteristic traits in the hiring . An employee may possess exemplary skills but lack the commitment to work for the company which may lo.
Introduction Termination of a project is inevitable, but how it .pdfanuragperipheral
Introduction
Termination of a project is inevitable, but how it is terminated and when may have a profound
and long lasting impact on the organization and its employees. The success of future projects
may depend on not only the success of past ones, but also on how unsuccessful projects were
treated by the organization and its stakeholders. Firms have the option of initiating a variety of
entrepreneurial projects with varying degrees of risk. If an organization chooses to accept greater
risks, it should avoid penalizing members of projects that turn out to be unsuccessful. If team
members believe they will be penalized for participating in unsuccessful projects, they will be
less willing to terminate failed projects and may become risk adverse.
This research contains information about the project life cycle and the importance of continually
monitoring a project to determine if it is meeting the objectives established at the outset. We
have identified and categorized external and internal factors that influence the success or failure
of projects. The relative importance of each factor varies by organization and project type.
Organizing a project\'s termination process is especially important when it has failed, because of
the lasting impact on future projects as well as the organization\'s image. Including project team
members in the termination process will increase their loyalty and commitment, not only to the
organization but also to the success of future projects. At the end of a project a post-audit report
will be prepared that summarizes the project and provides recommendations for similar projects
in the future. Lastly, as a project is closed down or completed it is important that senior
management recognize the contributions of the project team.
The Project Life Cycle
There are several stages in the life cycle of a project: (1) project selection, (2) planning, (3)
execution, and (4) termination (Ruhl, 1988). The first phase, project selection, will vary among
firms. Each project must be evaluated to determine which is the best use of corporate funds. Each
will have different risks, benefits, and costs, making the selection very difficult. The final
decision should be based on the project\'s financial return and how well it assists the organization
in achieving its long-run strategic objectives.
Once a selection has been made, formal plans must be developed. The importance of thorough
project planning cannot be overemphasized. The objective of this process should be to develop a
master plan that details how each asset of the organization will be used to accomplish the
project\'s goals. Thorough and aggressive planning will also increase the team\'s commitment to
success. The two most important components of the master plan are the project budget and the
master schedule, which are developed from a detailed list of specific project tasks. The master
plan should include measures for evaluating the progress of the project as well as guideli.
Research proposal implementation of project managementTutors India
Tutors India Dissertation topic/ title provide a convincing rationale for critical decisions. We select topics from three sources, from student, supervisor, and external organization
This SlideDoc describes my approach to helping clients develop Project Management skills. It's about "Project Management for real people" and not about project methodology or passing PM exams. [The SlideDoc is best viewed in full-screen]
1092019 New Transcript Templatemedia.capella.educoursem.docxaulasnilda
10/9/2019 New Transcript Template
media.capella.edu/coursemedia/MBA9128/simulation/MBA9128_transcript.html 1/12
P r i n t
PROJECT MANAGEMENT IMPROVEMENTS AT KEYSTONE
MANAGEMENT
INTRODUCTION
As the new Project O�ce Director for Keystone Management, Aaron has been asked to participate in the
corporate Continuous Process Improvement initiatives by identifying recommendations for speci�c aspects of
Keystone's project management methodology.
To meet this requirement, Aaron began by talking with project managers about their experience and insights,
which he then translated into strategies aimed at improving the process, environment, and quality of project
management at Keystone Management.
Your goal is to review the information Aaron gathered and his recommendations for each of the six topics in
this simulation. You will then clarify how improvements in each area can contribute to improvements at
Keystone. Each topic corresponds with a unit in the course. Although you may choose to complete each topic
in conjunction with the course unit, you may also want to follow the simulation from beginning to end to see
how the concepts in each topic relate. Along the way, we will provide you with the following:
Project Manager re�ections.
Aaron's recommendations.
Opportunities to clarify improvement opportunities.
Feedback on improvement opportunities.
Topic summaries.
INSTRUCTIONS
In this simulation, you will work through a total of six topics related to project management improvements for
Keystone Management. For each topic, you will be presented with project manager re�ections and Aaron's
recommendations. You will use this information to clarify how improvements in each area can contribute to
improvements for Keystone Management. Feedback will be provided on your responses.
Since each topic corresponds with a unit in the course, you can either complete each topic in conjunction with
the course unit, or follow the simulation from beginning to end to see how the concepts in each topic relate.
TOPIC 1: DEFINING REQUIREMENTS
What role do project requirements play in project management quality and success?
Figure of Requirements De�nition
C r e d i t s
javascript:window.print()
10/9/2019 New Transcript Template
media.capella.edu/coursemedia/MBA9128/simulation/MBA9128_transcript.html 2/12
This �gure illustrates how di�erent types of requirements are connected and de�ned.
Business requirements are de�ned by the project sponsor.
Size and complexity information is de�ned by the project management team.
Functional and non-functional requirements are de�ned by both the development and testing teams.
Expectations and constraints are de�ned by other stakeholders.
User requirements are de�ned by user representatives.
Aaron began his discussions with project managers by stating that from his experience, well-de�ned
requirements are the cornerstone for project success and quality results.
Review the project manager responses and Aaron's recom ...
Changes are inevitable during the life cycle of any manufacturing facility. Changes occur design, construction, operation, decommissioning, mothballing and demolition. MOC is a critical success factor of any Process Safety Management (PSM) Program. It ensures that each proposed change undergoes the appropriate level of technical and EHS review any change does not inadvertently introduce new hazards or unknowingly increase the risk of existing hazards.
A CCP is an experienced practitioner with advanced knowledge and technical expertise to apply the broad principles and best practices of Total Cost Management (TCM) in the planning, execution and management of any organizational project or program. CCPs also demonstrate the ability to research and communicate aspects of TCM principles and practices to all levels of project or program stakeholders, both internally and externally.
Running head: RECRUITMENT AND INTERVIEWING PROCESSES 1
RECRUITMENT AND INTERVIEWING PROCESSES 2
HR project Recruitment and interviewing processes
Johnetta Farmah
11/23/13
Recruitment and interviewing processes
The exorbitant costs of hiring and training have constantly made the process of recruiting employees such a precarious process and managers should avoid making mistakes when recruiting since any mistake can have a detrimental impact on the company. To get employees with the skills that match the job description is such a hard task and prudent decisions ought to be made on how recruitment will be carried out both internally and externally. This is how recruitment will be carried out both internally and externally in this company and how the job applicants will be interviewed.
Job posting boards will be one of the devices that will be used for internal recruitment. This will advise employees on upcoming slots or vacancies within the company that they may like to vie for (Carroll, 2009). Intranet posts, fliers and email flashes are other methods that will be considered in internal recruitment. This will then seek to fill the vacant or new positions by creating temporary teams or permanent teams within the company. Those employees who have performed exemplarily will also be invited for promotions and the slots left void after the promotion will be considered for external applicants.
There are four ways that will be considered when recruiting externally. The first method will be to consider job centers that are mostly handled by government agencies that help unemployed persons to get training (Schweyer, 2012). Job advertisements which are one of the most common types of external recruitment will be our second consideration in case the government agencies fail to provide the needed employees.
Personal recommendation will also be another consideration bearing in mind that it is cheaper since the only thing required is a recommendation by a colleague or friend to a particular employee (Sylva, 2009). Despite the lengthy assessment of the potential employee that may follow thereafter since he/she will be a total stranger to you and a competence assessment is therefore necessary in order to determine whether he/she possesses the skills needed in the company, it saves greatly on the advertising costs.
There are two interview processes that are efficient for recruiting potential employees. Group interview : this process is one of the most efficient. This is because it will be able to identify the skills and potential of these applicants and determine whether their skills align with the job descriptions.
A one-on-one interview : A one-on-one process tests the confidence and commitment of any job applicant which are vital characteristic traits in the hiring . An employee may possess exemplary skills but lack the commitment to work for the company which may lo.
Introduction Termination of a project is inevitable, but how it .pdfanuragperipheral
Introduction
Termination of a project is inevitable, but how it is terminated and when may have a profound
and long lasting impact on the organization and its employees. The success of future projects
may depend on not only the success of past ones, but also on how unsuccessful projects were
treated by the organization and its stakeholders. Firms have the option of initiating a variety of
entrepreneurial projects with varying degrees of risk. If an organization chooses to accept greater
risks, it should avoid penalizing members of projects that turn out to be unsuccessful. If team
members believe they will be penalized for participating in unsuccessful projects, they will be
less willing to terminate failed projects and may become risk adverse.
This research contains information about the project life cycle and the importance of continually
monitoring a project to determine if it is meeting the objectives established at the outset. We
have identified and categorized external and internal factors that influence the success or failure
of projects. The relative importance of each factor varies by organization and project type.
Organizing a project\'s termination process is especially important when it has failed, because of
the lasting impact on future projects as well as the organization\'s image. Including project team
members in the termination process will increase their loyalty and commitment, not only to the
organization but also to the success of future projects. At the end of a project a post-audit report
will be prepared that summarizes the project and provides recommendations for similar projects
in the future. Lastly, as a project is closed down or completed it is important that senior
management recognize the contributions of the project team.
The Project Life Cycle
There are several stages in the life cycle of a project: (1) project selection, (2) planning, (3)
execution, and (4) termination (Ruhl, 1988). The first phase, project selection, will vary among
firms. Each project must be evaluated to determine which is the best use of corporate funds. Each
will have different risks, benefits, and costs, making the selection very difficult. The final
decision should be based on the project\'s financial return and how well it assists the organization
in achieving its long-run strategic objectives.
Once a selection has been made, formal plans must be developed. The importance of thorough
project planning cannot be overemphasized. The objective of this process should be to develop a
master plan that details how each asset of the organization will be used to accomplish the
project\'s goals. Thorough and aggressive planning will also increase the team\'s commitment to
success. The two most important components of the master plan are the project budget and the
master schedule, which are developed from a detailed list of specific project tasks. The master
plan should include measures for evaluating the progress of the project as well as guideli.
Research proposal implementation of project managementTutors India
Tutors India Dissertation topic/ title provide a convincing rationale for critical decisions. We select topics from three sources, from student, supervisor, and external organization
This SlideDoc describes my approach to helping clients develop Project Management skills. It's about "Project Management for real people" and not about project methodology or passing PM exams. [The SlideDoc is best viewed in full-screen]
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
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1. How to capture video testimonials that convert from your audience 🎥
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Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
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Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
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3. Introduction
During my experience in project management,
I have made several observations that helped
me to make the project execution stage of a
project easier and more complete. These
observations can be categorized into two main
groups
4. two main groups
Group 1: Concerns observations relating to
managing the workforce and people executing
the project
Group 2: Related to observations associated
with managing the physical assets and
processes necessary for sustaining the project
5. Cont,,
This chapter reviews and discusses
observations associated with managing the
workforce. I also attempt to define the
benefits of these observations and their
contributions during project execution. The
list is by no means all encompassing and can
be developed quite easily based on the
industry of application
6. Cont,,
The observations discussed here are
applicable to industries such as oil and gas,
petroleum, chemical, power generation,
construction, mining, forestry, and most
commercial steady-state facilities. In short,
these observations apply across most
industries and can be modified to suit
prevailing circumstances.
7. These observations are as follows:
1) Have the right person for the right job:
Leadership skills are an absolute.
2) Make safety a priority.
3) Hire a mature workforce.
4) Place emphasis on developing strong teams.
5) Ensure clear expectations, responsibilities,
and authorities are communicated
8. Cont,,
6 Have a retention plan (avoid being a training ground).
7 Treat everyone fairly and with respect.
8 Encourage and support leadership visibility at the
front line
9 Embrace and promote diversity in the workforce.
10 Recognize and reward exceptional contributions.
11 Celebrate milestone achievements and successes.
12 Avoid conflict among operations, construction, and
commissioning organizations
9. Cont,,
13 Have an RACI (responsible, accountable,
consulted, informed) chart.
14 Communicate, communicate, and
communicate.
15 Rotate personnel out as required.
16 Ensure adequate facilities are available
10. Cont,,
These project management observations are
now discussed in greater detail to provide a
better understanding of how and why these
observations are useful. Although applicable
across most industries, focus is on larger
industrial-type projects typical of the oil and
gas and energy industries
11. Have the Right Person for the Right Job:
Leadership Skills Are an Absolute
Crucial to the success of any project are the skills
and experience capabilities of the people who
support the project. Here, the focus is on the skills
and experience of key and functional leaders that are
necessary to support the execution stage of the
project cycle. A relatively flat organizational
structure is desirable so that communication and
decision making can be achieved swiftly without
bureaucratic influences.
12. Cont,,
However, regardless of organizational structure, the
skills and capabilities of leadership personnel are
critical for success in project execution. For all
leaders, prior project management experience is
required in any leadership role associated with
implementing a large industrial project. In addition,
flexibility to work long, demanding hours is an
absolute requirement for assuming such roles
13. Cont,,
Project and leadership personnel cannot be hired and
be expected to learn on the fly during project
execution. However, a high propensity for
continuous learning is required for all leadership
personnel in project execution roles. Experience in
project execution is a unique characteristic, which
starts with the acceptance that regardless of the
rigidity of the plan, there will be the need to vary
from it on occasion.
14. Cont,,
Therefore, a strong ability to lead and manage
change is required. Project leaders must also
possess an excellent ability to multitask with
decisive and strong decision-making skills.
Excellent communication and leadership
skills are also essential for assuming project
leadership roles.
15.
16. Cont,,
A good project leader must have gained prior
experience across the three main areas in the
execution of an industrial project. This includes
experience in construction, commissioning, and
operations activities. There must also be overlapping
skills and knowledge by the construction,
commissioning, and operations leaders.
17. Cont,,
While the project leader is not required to be an
expert in all three areas, the leader must have a good
appreciation of the challenges of leading associated
with each discipline.
18. Cont,,
It is important to note that in most instances the
required combinations of skills may not be readily
available, and some learning on the fly will be
necessary across all leadership disciplines. In
addition to skills and working experience all leaders
must possess strong communication, technical, and
leadership skills to function effectively in assigned
roles.
19. Cont,,
The leadership environment has changed
dramatically over time and continues to
evolve daily as the workforce transitions from
generation to generation. Today’s leadership
environment is characterized by high
expectations from workers and high
leadership efforts necessary to meet the
expectations of the workforce
20. Cont,,
Figure 2.2 demonstrates the evolving leadership
environments. In addition, the leadership skills
required to lead and inspire the needs of a growing
generation Y worker population (workers born after
1970) are very different from the leadership skills
required for generation X workers. As a
consequence, leaders who are resistant to change and
fail to evolve with the changing workplace
requirement are destined to fail during project
execution.
21. Cont,,
Leaders must master modern leadership skills
and inspire generation Y workers. At the same
time, they must be able to cater to the needs
of generation X workers in the same
workplace. Meeting the different needs of
both
22.
23. Make Safety a Priority
Leadership is critical in establishing the desired safety
standard during project execution. The project leader is
responsible for this. The overall safety standards and
achievements of any project are important to all stakeholders.
Poor safety standards and performance may result in people
being injured or killed on the job. Damage to equipment,
machinery, and the environment is also possible due to poor
safety standards and a weak safety culture.
24. Safety and the Contract Workforce
When an incident occurs on a work site, the
impact does not discriminate between
employees and contractors
25. Hire a Mature Workforce
While it may not always be possible to have a
mature workforce or desirable for the long term to
have a mature workforce, during project execution a
mature workforce is an extremely valuable and
desirable requirement. The maturity of a workforce
is reflected in the skills and experience of the
workforce, and there must be a greater number of
experienced and skilled workers than inexperienced
and unskilled or new workers
26. Place Emphasis on Developing Strong Teams
Strong teams are required in all organizations during
the project execution stage. The project leadership,
construction, commissioning, and operations teams
must all be highly developed to meet the
requirements of the fast-paced execution stage of the
project. Team building must consider organizational,
cultural, and technical fit to generate a well-
balanced, highly motivated team to meet the
deliverables of the team.
27. cont,
To meet the challenges of a strong team,
leaders must be provided both flexibility and
resources to promote team building within
organizations. In addition, leaders must be
trained in techniques for building strong
teams.
28. Ensure Clear Expectations, Responsibilities and
Authorities Are Communicated
Expectations relating to the organizational values must be
established very early for all employees who work at a project
site during execution. Such expectations may include safety
standards and safe work practices, respect for each other, zero
tolerance to drug and alcohol usage, honesty and integrity and
bringing mistakes to the attention of leadership early such
that they can be corrected before they become larger
problems at a later date. Expectations must be communicated
also in the behaviors of peers and leaders, both of whom must
demonstrate in their behaviors the behaviors expected of new
employees.
29. Have a Retention Plan (Avoid Being a
Training Ground)
As discussed, heated market economies can lead to
intense competition for skilled and experienced
workers. Organizations will continue to compete for
skilled and experienced workers. Workers also
maintain an informal network and will often provide
feedback to leaders and employees regarding the
skills and capabilities of fellow workers and the
benefits of working for one employer versus another,
respectively.
30. Among the retention strategies possible are the
following
A retention bonus with a locked-in clause. Workers are
provided a cash bonus up front in return for their commitment
for a fixed period, such as 3–5 years. This method works well
at least until the locked-in period has expired.
Ensure development opportunities are available for all
employees
Create a satisfying workplace for the worker. Research has
demonstrated conclusively that in the absence of job
satisfaction, workers will leave
31. Treat Everyone Fairly and with Respect
An important requirement for successful
project execution is the need to treat everyone
fairly and with respect. Failure to do so
creates an environment characterized by high
turnover and lowered productivity
32. Encourage and Support Leadership Visibility at the
Front Line
An area in which leaders frequently fail
during project execution is in being visible at
the front line. Leadership visibility at the front
line sends a clear and strong message to all
workers that leadership is interested in the
work the frontline worker does, in the safety
of the frontline worker, and in learning from
the frontline worker the issues and challenges
faced at the front line.
33. Embrace and Promote Diversity in the
Workforce
Project leaders should seek to promote diversity in
the workforce. Diversity introduces creativity and
innovative solutions to challenges experienced
during project execution. On one occasion, during
the start-up of a facility, a ruptured line resulted in
the release of process fluids that could have resulted
in contaminated waterways and resultant ecological
damage.
34. Recognize and Reward Exceptional
Contributions
Recognizing and rewarding exceptional
contributors is the single most important
motivator in the workplace. Timely leadership
action in recognizing and rewarding
exceptional contributors creates a positive
image about the leaders and motivates
workers to higher levels of productivity.
35. Celebrate Milestone Achievements and
Successes
At the start of project execution, milestone
activities are identified, usually aimed at
communicating significant advancement
toward the overall project completion.
36. Avoid Conflict among Operations, Construction,
and Commissioning Organizations
Site ownership during the various stages of a project
is also important. It has been clearly demonstrated
that site ownership during the stages of a project
should belong to the respective majority system
holder during the execution stage of the project.
Generally, ownership transitions from construction
to commissioning and finally to operations as the
project transitions from construction to steady state
to continuous operation.
37. Have a RACI Chart
What is a RACI chart, and why is it important? A
RACI chart is a simple chart that defines who is
responsible for assigned work, who is accountable
for the assigned work, who should be consulted, and
who should be informed about the status of the
assigned work.
38. Cont,,
The worst nightmare of any project leader is to hear the
following simple questions or responses during the
investigation of any incident or situation involving improper
execution of work:
I did not know I was responsible for that task.
Does anyone know who is accountable for this work?
No one consulted me (us) before this task was undertaken.
I was not informed that this exercise was taking place
40. Communicate, Communicate, Communicate
Communication during the project implementation
phase is an important requirement. Communication
among and within groups is required to ensure safe
and successful project execution. Communication
generally takes place daily on a project site via a
combination of methods, and in different forums,
among manageable groups. Daily communication is
required in response to the daily changes taking
place on a project site during the execution stage
41. Cont,,
Some of the more effective and common communication
approaches on the work site include the following:
Leadership meetings
Toolbox and prejob meetings
Town hall-type meetings
Notices
E-mail and electronic communication
Combinations of all communication methods
42. Rotate Personnel Out as Required
As project execution continues, depending on
the workloads of personnel, the potential for
burnout can be high. Careful project leaders
will be continually vigilant for signs of
burnout. When burnout is apparent, workers
must be rotated out to continue to maintain
high levels of productivity
43. Ensure Adequate Facilities Are
Available
During the project execution stage, the amount of new
workers increases at the project site on a daily basis. Care
must be taken by project leaders to ensure that adequate
support facilities are available to meet the needs of the
growing workforce. Facilities refer to accommodations,
office space, meeting rooms, kitchen facilities, washrooms
and toilets, copiers, telephones, presentation equipment, and
all other equipment required to make the day at work a
pleasant and fruitful one.