The document provides information about getting fully solved assignments for various subjects and programs. Students can send their semester and specialization details to the provided email address or call the given phone number to get assignments. It then provides details of an assignment on "Managing Human Resources in Projects" subject, including the program/semester, subject name and code, book ID, credits, marks, and questions asked in the assignment.
NCV 3 Project Management Hands-On Support Slide Show - Module 8Future Managers
This slide show complements the learner guide NCV 3 Project Management Hands-On Training by Bert Eksteen published by Future Managers Pty Ltd. For more information visit our website www.futuremanagers.net
NCV 3 Project Management Hands-On Support Slide Show - Module 7Future Managers
This slide show complements the learner guide NCV 3 Project Management Hands-On Training by Bert Eksteen published by Future Managers Pty Ltd. For more information visit our website www.futuremanagers.net
NCV 3 Project Management Hands-On Support Slide Show - Module 2Future Managers
This slide show complements the learner guide NCV 3 Project Management Hands-On Training by Bert Eksteen published by Future Managers Pty Ltd. For more information visit our website www.futuremanagers.net
NCV 3 Project Management Hands-On Support Slide Show - Module 5Future Managers
This slide show complements the learner guide NCV 3 Project Management Hands-On Training by Bert Eksteen published by Future Managers Pty Ltd. For more information visit our website www.futuremanagers.net
Project management is the application of knowledge, skills, tools, and techniques to project activities in order to meet, or exceed, stakeholder needs and expectations from a project (Kerzner, 1992), In addition, it is commonly stated that project management is the planning, organizing, directing, and controlling of the resources fore a relatively short-term objective that has been established to complete specific goals and objectives. Project management uses the systems approach to management by having functional personnel, that is, a vertical hierarchy assigned to each specific project within a horizontal hierarchy (Pinto, J. & Slevin, 1988).
NCV 3 Project Management Hands-On Support Slide Show - Module 8Future Managers
This slide show complements the learner guide NCV 3 Project Management Hands-On Training by Bert Eksteen published by Future Managers Pty Ltd. For more information visit our website www.futuremanagers.net
NCV 3 Project Management Hands-On Support Slide Show - Module 7Future Managers
This slide show complements the learner guide NCV 3 Project Management Hands-On Training by Bert Eksteen published by Future Managers Pty Ltd. For more information visit our website www.futuremanagers.net
NCV 3 Project Management Hands-On Support Slide Show - Module 2Future Managers
This slide show complements the learner guide NCV 3 Project Management Hands-On Training by Bert Eksteen published by Future Managers Pty Ltd. For more information visit our website www.futuremanagers.net
NCV 3 Project Management Hands-On Support Slide Show - Module 5Future Managers
This slide show complements the learner guide NCV 3 Project Management Hands-On Training by Bert Eksteen published by Future Managers Pty Ltd. For more information visit our website www.futuremanagers.net
Project management is the application of knowledge, skills, tools, and techniques to project activities in order to meet, or exceed, stakeholder needs and expectations from a project (Kerzner, 1992), In addition, it is commonly stated that project management is the planning, organizing, directing, and controlling of the resources fore a relatively short-term objective that has been established to complete specific goals and objectives. Project management uses the systems approach to management by having functional personnel, that is, a vertical hierarchy assigned to each specific project within a horizontal hierarchy (Pinto, J. & Slevin, 1988).
Collaborative work integrative_project_iii_chica_liseth-_chulde_valentina_1Valentina913
Collaborative Work
INTEGRATIVE PROJECT III
PART 3: Group Work: Putting Your Team Together
Chapter 9: Aligning the key Players for Project
Chapter 10: Defining Team Members’ Roles and Responsibilities
Chapter 11: Starting your project
Mba101– management process and organizational behavioursmumbahelp
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I have tried to put in a small presentation to highlight the importance of communication giving success to effective project management thereby enable all stakeholders informed on RAID to critical path activities to scope creep. As I was involved in many IT and other PM activities I felt lack of clear communication is causing many projects/programs going into code-red. Your views are always welcome. All views are my personal ones
Collaborative work integrative_project_iii_chica_liseth-_chulde_valentina_1Valentina913
Collaborative Work
INTEGRATIVE PROJECT III
PART 3: Group Work: Putting Your Team Together
Chapter 9: Aligning the key Players for Project
Chapter 10: Defining Team Members’ Roles and Responsibilities
Chapter 11: Starting your project
Mba101– management process and organizational behavioursmumbahelp
Mail & call us at:-
Call us at : 08263069601
Or
“ help.mbaassignments@gmail.com ”
To get fully solved assignments
Dear students, please send your semester & Specialization name here.
I have tried to put in a small presentation to highlight the importance of communication giving success to effective project management thereby enable all stakeholders informed on RAID to critical path activities to scope creep. As I was involved in many IT and other PM activities I felt lack of clear communication is causing many projects/programs going into code-red. Your views are always welcome. All views are my personal ones
MBA 6931, Project Management Strategy and Tactics 1 C.docxaryan532920
MBA 6931, Project Management Strategy and Tactics 1
Course Learning Outcomes for Unit III
Upon completion of this unit, students should be able to:
3. Characterize important project management issues.
3.1 Describe how a company should be reorganized for greater effectiveness.
3.2 Analyze the challenges associated with a new organizational structure related to its scope.
3.3 Explain how a new organizational structure would impact the Key Manager Incentive Plan
(KMIP) program.
4. Outline project activity and risk taking in the project management process.
4.1 Explain the risks associated with a new organizational structure and scope.
4.2 Describe how structure and scope impact the overall project management process.
Course/Unit
Learning Outcomes
Learning Activity
3.1
Unit III Lesson
Chapter 5, pp. 145-176
Unit III Case Study
3.2
Unit III Lesson
Chapter 5, pp. 145-176
Unit III Case Study
3.3
Chapter 5, pp. 145-176
Unit III Case Study
4.1
Unit III Lesson
Chapter 5, pp. 145-176
Unit III Case Study
4.2
Unit III Lesson
Chapter 5, pp. 145-176
Unit III Case Study
Reading Assignment
Chapter 5: The Project in the Organizational Structure, pp. 145-176
Unit Lesson
Organizational structure is how the organization is constructed. This can include management levels as well
as everyone who works toward maintaining the strategic mission of the organization with an eye on
development toward achieving the strategic vision. Companies can be organized in many different ways, and
the creativity in organizational structures continues to evolve.
One of the most common methods for organizational project structures is that of functionality, which is based
on functions within the organization such as marketing, accounting, finance, operations, human resources,
and more. This strategy is advantageous because of its specialization of functions within each operational
branch as well as its simplicity and general overall acceptance. This method provides a high level of staff
flexibility within each branch and represents a consistent path of advancement for individuals within each
function. The largest disadvantage with functional organizational structures is the fact that the client or
customer is not the primary focus. Instead, priority is placed on the tasks within each of the functions. Another
significant disadvantage of a functional approach within an organization is that the employees within each
function tend to have a narrow focus aligning with their particular function versus a more holistic viewpoint
UNIT III STUDY GUIDE
Organizational Structure
MBA 6931, Project Management Strategy and Tactics 2
UNIT x STUDY GUIDE
Title
encompassing all areas within the organization. This narrow focus can create conflict within the team instead
of a cohesively operating team atmosphere.
A project-oriented structure assumes that each of the functions described in the functional ...
Pm0013 – managing human resources in projectssmumbahelp
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Human Resource PlanProject NameTable of Contents2Introdu.docxwellesleyterresa
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 ...
Provides an overall project summary which includes prepare their people leader’s role in the company’s learning culture, strengthening the leader’s abilities to support the Future of Work skill development of their team members. It also includes a project overview (objectives, planning assumptions, design concept, project outline, basic evaluation plan, and change management plan
POM 3 JUNE 2022 PROJECT MANAGEMENT QUESTION.pdfAlison Tutors
This document has questions on Project management asked in the paper 3 June 2022
The paper tested on the following concepts :
-steps involved in creating a feasibility study
-definition of project manager and project management
-responsibilities of a project manager
-project management methodology
-Work Breakdown Structure
-Net Present Value
Give the Information about the Function and How to find the best Resources for our Project that we Have.
This Presentation make the direction for you to easily handle your project
The term ‘project management’ initiated its journey in the early 1950s. By definition, project management is the practice of planning and organizing an organization’s resources in order to move a specific task to completion. Before acquiring knowledge in project management, it is significant to know what a ‘project’ is. For this, you can avail our project management assignment help
Slides that helps you to know the major skills of Project Manager, and it describes the fundamentals of Project Management which is a very important part of Software Engineering.
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ASSIGNMENT
DRIVE
FALL DRIVE 2013
PROGRAM/SEMESTER
MBADS (SEM 3/SEM 5) MBAFLEX/ MBAN2
(SEM 3) PGDPMN (SEM 1)
SUBJECT
NAME
CODE
& PM0013 – Managing Human Resources in
Projects
BOOK ID
B1239
CREDITS
4
MARKS
60
Note: Answer all questions. Kindly note that answers for 10 marks questions
should be approximately of 400 words. Each question is followed by evaluation
scheme.
1 Write short notes on:
1.
2.
3.
4.
Changing Roles in the HR Organisation
Managing a Project Team
Responsibility Assignment Matrix
Project leadership
Answer:- 1. Changing Roles in the HR Organisation
2. HRM in Project is an area of management that is directed towards the management of the
relation between people and their organizational& project context. HRM is performed
through a people management system that includes a content of HRM processes and
activities and a role structure referred to as the HR organization. Furthermore, we have
explored the importance of regarding HR specialists/the HR department to be one of
several players in the HR organization; not the only one and maybe not even the most
important one.
there seems to be general trend of decentralising HR responsibilities to line managers, and
of downsizing and centralising HR departments. This trend can certainly be questioned
concerning its foundation in the specific needs of the organisations. Is it based on the
needs to cut costs, or on the needs to improve the
2. Managing a Project Team
Managing a project team is the process of delegating responsibilities and tasks, monitoring
team performance, providing feedback, solving issues, and coordinating changes to
enhance overall project performance.
Managing the team is one of the most critical
3. Responsibility Assignment Matrix
Project managers like to use a Responsibility Assignment Matrix (RAM) to define the roles of
the various project team members. Despite the straightforward nature of the information
included in the RAM, getting everyone to agree on people’s roles can be time-consuming.
The following steps can help you get people’s input and approval with the least time and
effort:
Identify all people who’ll participate in or support your project.
Develop a complete list of deliverables for your project.
Discuss with all team members how they’ll each support the work to produce the different
project deliverables.
For each of their assignments, discuss the level of their responsibility and authority, as
well as the specific work they’ll perform. Also discuss with them any involvement that
others will have on their activities. If specific people haven’t yet been identified for certain
activities, consult with people who have done those types of activities before.
Prepare an initial draft of your RAM.
Draw the table for your chart, and enter your project’s deliverables in the left-hand column
and the people who will support the activities in the first row. In the cells formed by the
3. intersection of each row and column, enter the roles that each person will have (based on
the discussions you have with your team members in Step 3).
4. Project leadership
Leadership competencies are critical to the success of any organization and at all levels
within the enterprise. Many aspects of leadership are stated or implied in this book
because they apply to all managers. Project management is a subset of the enterprise’s
need for leadership at an operative level, whereas the project is defined by senior
managers exhibiting leadership traits and characteristics. This section focuses on the
project manager and the competencies desired for
2 What characteristics are important for members of the core team?
Answers:- The characteristics are important for members of the core team
Commitment: Commitment to the project by the core team is critical to the success of the
project. The project manager must know that the core team member places a high priority
on fulfilling his or her roles and responsibilities in the project. The core team must be
proactive in fulfilling those responsibilities and not need the constant reminders of schedule
and deliverables from the project manager.
Shared responsibility: Shared responsibility means that success and failure are equally
the reward and blame of each team member.
3 What are the potential conflict sources which a project manager faces?
Answer:-The following sources of conflict:
1. Conflict over project priorities: The views of project participants often differ over the
sequence of activities and tasks that should be understood to achieve successfully. Conflict
over priorities may also not oly between the project team and other support groups but also
within the project team.
2. Conflict over administrative procedures: A
4 List the drivers of and barriers to project team performance. Describe the
various phases of the team development process.
Answer:-Listing the drivers of and barriers
Drivers
Barriers
4. 1. Clear project plans and
objectives
1. Communication problems
5 List some of the suggestions for the implementation of the Communications
Management Plan (CMP)
Answer:- Listing and explanation of :
Establish an issues governance process
Escalate the issues
Recognize that the medium does make a difference:
6 Describe Stakeholder analysis.
Answer:- Definition of Stakeholder analysis
Each project has its own unique set of stakeholders. Successful project management can
be carried out only when the responsible managers take into account the potential
influence of the project's stakeholders. An important part of the project planning is the
identification of all project stakeholders and their relevant stakes in the project.
Stakeholder analysis during the planning of the project is particularly useful for the
development of strategies to facilitate the "management" of the stakeholders during the life
cycle of the project.
Why project managers use it Description of steps in stakeholder analysis
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
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