Scope Statement will provide an approved scope for the project that will guide work efforts and align resource commitments. Requirements Management Plan will provide a process to gather, analyze, document and manage to deliver of project requirements. Given the broad range of expectations for the new HRIS, it will be important to align on consistent scope. Statement of Requirements will provide an approved set of requirements for the project that will guide work efforts and align resource commitments. Work Breakdown Structure (WBS) will breakdown project scope and requirements into groups of component tasks that will be manageable Schedule Management Plan will provide a process to gather, analyze, develop and control the schedule of project activities.
There must be defined workflows, equipment needs and implementation requirements to define the processes that are required to design and implement the new HR system. This can be defined as the process design and can include tools such as, process simulation software, scale models and flow charting. With Riordan, the system can be designed using three components. The client server, the applications server and the database
Activity 1 Describe the purpose of the operational plan and describe its relationship to the strategic plan. An operational plan sets specific projects or activities (consistent with the strategic plan) that will be conducted, and the timetable and resources needed for completing those projects or activities is a detailed document that outlines how the organisations strategic goals are able to be achieved. They are known as action plans or tactical plans. Whilst a Strategic plan is the process of comprehensive, integrative program planning that considers, at a minimum, the future of current decisions, overall policy, organisational development, and links to operational plans. An operational plan will include details of: •
To define a project scope, you must first identify the following things: • Project objectives • Goals • Sub-phases • Tasks • Resources • Budget • Schedule in the case of Red, it is the responsibility of the project manager to clearly communicate what the project is, who requires it, why, what is it designed to achieve, resources available, who will be involved and who will be affected by the end result. The scope of the project outlines the objectives of the project and the goals that need to be met. Once the scope has been defined, the project manager can put together their team and be sure that the people with the most relevant skills are in the right roles. Q2. For each of the stakeholder groups in the following list, identify who within the organisation fits into these categories and why they are important in the context of the project?
When goals are supported by plans then it is possible to help the team to reach the target which is deliver quality standards to customers. We need to first break the goals into smaller achievable, measurable steps. We need the members to be clear about the actions they need to take in order to achieve the goals, the goals that involves customer service, objectives and standards has to be clear. Time frame, milestones and deadlines has to be identified. Specific roles will have to be given to individual team members and allocate resources that help goals to be achieved.
Mission/Task: Operational Decontamination Operations | 5. DTG Begin: 16 APR 07 DTG End: 16 APR 07 | 6. Leader Task (If applicable): | 7. Individual Task (If applicable): | 8. Hazards | 9.
The staff will be given information Re: training sessions and the plan to ensure staff are aware and prepared for the changes to come. Having leadership established in the initialization of the change will provide support for the desired transformation. The final phase is refreezing. The affected staff will have many opportunities for their own input about the application’s performance and if they attained adequate preparation to achieve the execution phase of eMAR. Refreezing is the process of including new policies and procedures to develop into a component of the agenda of the organization.
TABLE OF CONTENTS 1 Executive Summary 2 2 Introduction 3 3 Background 4 4 Project Manager’s Responsibilities 7 4.1 Planning 7 4.2 Organising 7 4.3 Controlling 8 5 Project Manager’s Skills 8 5.1 Leadership Ability 8 5.2 Ability to Develop People 10 5.3 Communication Skills 10 5.4 Interpersonal Skills 11 5.5 Ability to handle Stress 11 5.6 Problem Solving Skills 11 5.7 Time Management Skills 12 5.8 Resource Planning 12 6 Delegation 13 7 The Project Team 14 7.1 Project Team Development 14 8 Recommendations 16 9 Conclusion 16 10 Bibliography 17 List of Figures Figure 1.0: Degrees of Delegation 12 Figure 2.0: Stages of Team Development 13 Figure 3.0: Levels of Functioning 14 1 EXECUTIVE SUMMARY This document intends to evaluate the case study of ICS, Inc and propose solutions to the problems identified in a prioritised, systematic approach and aim to further motivate my assertions. Recommendations are made in accordance with the responsibilities explored. It is an overwhelmingly apparent that Ivana is in need of training as a Project Manager. Given the nature of the organisation’ she wears many hats and is unable to fully deliver on her key responsibilities as project manager. Project Team development is also addressed in this analysis, depicting the various stages of team development Resource Planning; is non-existent in ICS, Inc. Staff assignment to the various projects will be address in a work schedule table which will indicate availability and or commitment of human resources, plotted on a calendar timeframe.
"What kind of company do we want to become / what kind of company must we become?" • Strategy A strategy is concerned with the actions and resources needed to achieve specific long-term objectives. Some typical questions one might ask at this level are: "What conditions need to hold for our business to be viable?" "What products and services will we offer and to what customers?" "What capabilities and capacities will we require?"