1. Describe what differentiates a group of people from a team A team is a group of people who work together to achieve a common goal, the members of the team are collectively responsible to ensure the planned outcome is achieved. Teams are generally established based upon individual technical skills that complement the wider team, each member has a purpose and a function. 2. Explain why it is important to establish a clear team purpose.
Lastly; make a conclusive comment on how much you agree with your statement by using words such as: strongly agree/disagree, mainly agree/disagree. Repeat steps for comparing sources B and C. Question 4- Will either be a utility or a reliability question! Utility- comment on how useful the information from the source is, what is useful about who, when and why the source was produced? (NOP) Reliability- How far can you trust the source by comparing the source with your knowledge, is it accurate? Anything purposely missed out?
Allocate work * Work is allocated in many different ways. * Initially through the position description and PPR which clearly outlines tasks and performance KPIs * A specific project may include several staff working together requiring a project action plan clearly outlining the specific responsibilities of each staff member and a timeline for completion. * One position that I have occupied is that of Primary Incident. This is a communication position that allows people outside of the team to expedite and manage critical high risk work. Even though the roster is drawn from operational people the primary role is to prioritise and allocate work to other people.
A work plan is developed to detail the scope, direction and purpose of what each team/department needs to accomplish in order to fulfil their responsibilities under the operational plan. The work plan involves identifying work goals or targets and then determining what will be done, when and how it will be done and by whom. The need to develop realistic milestones and a realistic schedule for completion is high, considerations such as workforce capabilities, resource
Chapter 2 Project Management 2.1 Project Planning 2.2 Project Scheduling 2.3 Risk Management 2.4 Estimation 2.0. PROJECT MANAGEMENT: 2.1 PROJECT PLANNING: Project Planning is concerned with identifying and measuring the activities, milestones and deliverables produced by the project. Project planning includes many task and resources as follows: • Staff organization. • Risk identification, analysis, and accurate planning. • Estimating some of the basic attributes of the project like cost, duration and efforts.
Scott Nolan has been hired and tasked with first selecting the suppliers to procure required components and sub assemblies and also to integrate the chosen suppliers into the operations functions. Scott must first identify the metrics needed in order to compare various suppliers and select the right supplier based on these criteria. Arnold, Chapman & Clive (2012) offer some valuable insight on various factors involved with selecting the proper supplier for a specific product. The four top criteria that would apply to the skid loader product are technical ability, cost, quality and delivery. Technical ability: With highly engineered and critical specifications, the first and foremost supplier attribute that Scott needs to quantify for each supplier is their technical ability (or lack thereof) for each and every supplier.
In simple terms, the Project Management Plan establishes project management's interpretation of the why, what, how, who, how much, and when of the project. The development of the project management plan may be something that is drafted by the project team leader, or arrived at a consensus through discussion among all project team members and key stakeholders. On some occasions, it may be developed by the executive management team who is more attuned with the financial specifications and the big picture. However, in these cases it is essential that the project team and key stakeholders be given adequate opportunity to review and comment on this plan. (PMBOK guide, 2004) Sub-components of a Project Plan A project management plan accommodates several components.
Risk can also be defined as the intentional interaction with uncertainty. Once the risk factors have been identified, their quantitative impact on the asset or project plans is analyzed by the study team. Methods of quantification include (but are not limited to) subjective risk study team assessments (e.g., rating each factor’s impact as high, medium, or low), manual estimates of the impact of each factor or group of factors, or complex simulation or parametric models. There are two key challenges for risk analysis. First, the impacts of some risk factors are difficult to imagine or estimate, even for the most experienced project teams.
d. Reliability - Subjective analysis of evaluation data cannot produce reliable results. For evaluation to be reliable the results should confirm: • Irrespective of the method used to gather the data. • When repeated by the same trainer again • When interpreted by any other person. Normally a good trainer uses more than one method of data gathering and data
This paper will analyze the impact of such factors and management responses within the General Motors, Inc. Internal and External Factors Effects on Four Functions Planning, organizing, leading, and controlling are the four vital functions to effective management (Bateman, 2009). First, planning is “the conscious, systematic process of making decisions about goals and activities that an individual, group, work unit, or organization will pursue in the future” (Bateman, 2009). Although planning is very similar to decision-making there are several steps that managers can take to ensure proper implementation with employees. The primary aspects of successful planning include goal setting, control, and follow-up. Setting effective SMART goals with employees can ensure that targets are reached (Bateman, 2009).