Confirm performance standards, Code of Conduct and work outputs with relevant teams and individuals 1.5. Develop and agree performance indicators with relevant staff prior to commencement of work 1.6. Conduct risk analysis in accordance with the organisational risk management plan and legal requirements Section 1 – Allocating Work and Performance Management This section takes a look at ways of managing performance as well as communicating with relevant stakeholders as you aim to determine necessary resource requirements and allocating work in a way that is efficient, cost effective and outcome focused. This section also covers ways of incorporating an organisation’s standards and values to develop an effective work environment and enhance the organisation’s image. Scenario: Allocating work Paul is the Sales Manager at Fast Track Deliveries.
Describe why it is important to follow the agreed care plan. Describe actions to take where any concerns with the agreed care plan are noted. Identify the pressure area risk assessment tools which are used in own work area. · · · · Explain why it is important to use risk assessment tools. Outcome 4 Understand the use of materials, equipment and resources available when undertaking pressure area care.
The conservatism principle involves “recognizing expenses and liabilities as soon as possible when there is uncertainty about the outcome, but to only recognize revenues and assets when they are assured of being received” (The conservatism principle). Requirement 2 – B Hudson’s wholesale inventories should be reported on the balance sheet at the replacement cost amount. The text indicates that the replacement cost is less than the NRV (or ceiling) and more than the NRV-NP (or floor) making the
6.1 Evaluate the importance of quality assurance in the assessment process. 6.2 Summarise quality assurance and standardisation procedures and own area of practice. 6.3 Summarise the procedures to follow when there are disputes concerning assessment in own area of practice. 7.1 Explain the importance of following procedures for the management of information relating to assessment. 7.2
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. Given the specific requirements for resource scheduling and lessons learned from previous project, it will be important to align the schedule to resource availability and
PART 1 Q1. Explain how you will identify and understand the scope of the project you have been assigned? What documentation do you think you will need to source? In order to define the scope of a project, it is necessary to first establish the project objectives and it is the role of the project manager to see that their team or contractors deliver a result that meets the specified functions and features. 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.
Procedures outline what has to be done to implement the policy. 4 Why do Community Services Industry workers need to work within agency policy and procedures? Provide three (3) reasons. Three reasons as to why Community Services Industry workers need to work within agency policy and procedure are: • To ensure that the service offered is appropriate for the potential client. • To ensure that all clients are looked after at the organisation expectations.
Authors Pearce and Robinson (2009) suggest, a balanced scorecard “Is a set of measures that are directly linked to the company’s strategy,” “Directs a company to link its own long-term strategy with tangible goals and actions,” and “Provides a framework to translate a strategy into operational terms” (p. 202). A balanced scorecard is comprised of four perceptions: financial, customer, internal business process, and learning and growth (Pearce & Robinson, 2009). Utilizing Kaplan and Norton’s development of the balance scorecard AB Cleaners (ABC) evaluated its strategies relative to their mission and vision. The preceding matrix echoes ABC’s measurements, its targets, and supporting initiatives for each of the four perspectives associated with the
Project Management Organizational Structures Organizations come in various forms and dimensions, and the same can be assumed of their project management organizational structures. An organizations structure may benefit or hurt the organizations capacity to attain the project’s accomplishment. Therefore, it is vital for organizations to select the most suitable structure for the management of the project. There are three primary project management organization structures, which include: functional, matrix, and pure project. One of the three structures has their advantages and disadvantages.
5.5 Adopt a behavior approach to measuring performance including the identification and assessment of competencies. 5.6 Develop competencies that are defined clearly, provide a description of specific behavioral indicators that can be observed when someone demonstrates a competency effectively, provide a description of specific behaviors that are likely to occur when someone doesn’t demonstrate a competency effectively (what a competency is not), and include suggestions for developing them further. 5.7 Develop comparative performance measurement systems such as simple rank order, alternation rank order, paired comparisons, and forced distribution--being aware of the relative advantages and disadvantages of each. 5.8 Develop absolute performance measurement systems such as essays, behavior checklists, critical incidents, and graphic rating scales, and understand their advantages and disadvantages. Chapter Outline Measuring Results and Behaviors Overview Measuring Results Measuring Behaviors Measuring Results • Key Questions o Where should each individual