MGT 437 Week 4 Team Assignment - Project Planning GÇô Human Capital Paper
MGT 437 Week 4 Team Assignment - Project Planning GÇô Human Capital Paper MKT421
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Date Created: 11/09/15
Running head: PROJECT PLANNING – HUMAN CAPITAL PAPER 1 Project Planning – Human Capital Paper University of Phoenix MGT/437 Patricia Dues April 12, 2010 Project Planning – Human Capital Paper 2 Project Planning – Human Capital Paper The use of communication to maintain effective teamwork is essential to the parking garage project. Team A has outlined key points in the parking garage project such as communication management, team selection, project revisions, and performance monitoring. Communication Management Communications Management is important to keep the members of a project management team uptodate on the progress of the project. A communication plan clarifies how the project manager will communicate significant information to the stakeholders who need to know. The goals, strategies, activities, timeframes, and stakeholders are explained in the communication plan. Communication must be provided to project stakeholders so tasks are completed on schedule and conflicts can be resolved. Processes can breakdown when communication among the team members and project stakeholders is not sufficient. Communication breakdown could in turn result in unfavorable outcomes of the final project such as additional costs or time overruns. A communication plan will ascertain what information needs to be communicated to the management and the customer. That information must be reported in a timely manner and readily available. Reports should be provided with the status of the project, and measures of the progress of the project. Forecasting can occur when reporting if tasks are on time, on whether or not the project is within the budget and within the scope of the project. Performance can be measured by comparing real progress to projected progress. Project Planning – Human Capital Paper 3 Communications management is the basic skill set of developing an agenda to manage meetings, and plans for resolution of conflicts. Deciding the appropriate method of communication, whether it should be an informal memo or a formal report, a facetoface meeting or email messaging, are dependent upon the stakeholders. Presentation techniques can include the use of visual aids such as PowerPoint presentations. Possible barriers that influence the project or conflicts that may occur to interrupt or delay the project should be communicated quickly. Examples are labor strike anywhere along the supply chain, or extreme weather that could include tornado, flood, or earthquake. Documents that provide information can be posted to the company website on a monthly basis. Email bulletins can be sent out regularly. Weekly status meetings to brief management with presentations showing the status of the current stage of the project should be scheduled. A meeting should occur every six weeks to update management on the current state of the project. Team Selection The task of building a parking structure requires strict focus toward the project. Such focus is not typical of a functional structure, which leaves the pure project and matrix structures the alternatives of choice. The matrix, being a mixture of the functional structure and pure project, is a possible choice, but being functional to a degree the matrix structure usually continues employment of project members after the project’s completion; whereas, the pure project structure disperses project members after the completion of the project. Additionally, a parking structure is a “onetime, highly specific, unique [task]” that lends logic to using a pure Project Planning – Human Capital Paper 4 project structure (Meredith & Mantel, 2006, p. 199); therefore, the pure project structure is chosen as the organizational structure for completing the parking structure. Often used in the construction industry for its adaptability to a specific project, the pure project structure is an ideal structure for the completing the parking structure. The pure project structure was chosen for four reasons: (1) Project manager authority (2) Short communication lines (3) Fast reaction to changes (4) Simple and flexible (Meredith & Mantel, 2006). The first reason, project manager authority, is important to a highly specific task. The project manager requires ultimate authority to accomplish the task of building a parking structure successfully. Because the project manager requires ultimate authority in regard to the task, he or she also requires shorter communication lines with the organization’s top management. Changes in plans to the parking structure call for immediate reaction. A project manager in charge of the entire project with direct access to top management can react quickly to unseen changes. The final reason the pure project structure was chosen is its simplicity and flexibility. Few cogs are needed to run an efficient pure project structure; therefore, it is a desirable choice to the alternative functional and matrix structures. Approval for the project’s organizational structure was obtained by considering the project’s size, time frame, uniqueness, and experience with the structure itself (Kerzner, 2006). Project Revisions When a project is started there could be changes or revisions on how the project is worked and operated. Because the parking structure is exposed to the elements, the project is subject to various factors. The factors can change the date of completion in three ways. The first Project Planning – Human Capital Paper 5 is every project’s favorite, the weather. Projects are suspended because of the rain, snow, and other conditions. Poor weather conditions will make the project close until the weather changes.. The next factor is the delay of supplies causing the project to last longer than planned. A revision could be the lack of money and this comes with the change in the time frame of the project being completed. The more time it takes the more money the client will lose, and a loss of time incurs an increase in expenses. The last factor is the lack of good communication. One person may be thinking something and it may have been incorrect, and he or she may have to redo their portion over as a result of his or her misunderstanding. Task Responsibility Matrix Tasks Cindy Joe Ryan Raymond Amanda Find a * Contractor Work on the * Budget Out together * the team Communicat * Project Planning – Human Capital Paper 6 e with the customer Set up the * plan of action Resource Availability Matrix Potential Good Issues Conflicts Communication Strong teamwork and Lack of communication skills communication and with project manager not understating what is going on Delays Having a backup plan No backup plan and in place having to pay more for a rush delivery. Time On time Bad weather and lost time because of poor communication. Budget On budget and schedule Lost time and need to use more money and also paying more for a rush on supplies. The only way a resource conflict will be identified is through communication. With effective communication between the project manager and the team, conflict can be addressed early. Communication is essential to solving conflict. The best ways to reduce conflict is to identify areas of opportunity. With this the team and the project manager can work together and complete the project in a timely manner. The revision will be communicated by morning team Project Planning – Human Capital Paper 7 briefings or meetings. It will also be communicated by email to the whole organization with what is going on and why. A phone call can take place if meetings are not possible. Performance Monitoring A good communication plan is essential for appraising the project progress to various project sponsors and executives. To communicate important variables of the project, such as time, cost, scope, and parameters of deliverables, the project teams and managers must endure communication and performance monitoring. Other objectives are to provide clarity into the progress as the project continues, so management and the team can engage in corrective action early when the performance of the project alters considerably from initial plans. As with the parking garage project, there is a set schedule of work to be performed by the builders. Whenever go awry, a corrective action plan should be set in place to get the project back on schedule. To avoid this type of confusion or mishap the PM is to set out standards to be followed. These standards will consist of the following: An example of informing people on a constant basis would be meetings, facilitated by the PM, periodically. This reassurance, especially given by an effective leader, would go a long way to show others that they are cared about. This will also, in turn, keep everyone involved abreast of any new information involved with the project. The contractual agreement will address the risk management items. The project manager along with general contractor will maintain open lines of communication throughout each phase Project Planning – Human Capital Paper 8 of the project. In saying this, the deliverables of the project will be clear and precise, in agreement (between PM and General Manager), and executed by the general manager. The project manager will monitor the progress of the parking garage on a daily/weekly basis. The deadlines will provide a scope of work for the construction, electrical as well as plumbing team. The deadlines are critical and must be met to stay within budget constraints. In addition to the budget, the dependency relationship between the construction team, electrical and plumbing teams are critical and must be met by the general contractor. The contractual agreement will cover risks factors in relation to level of risk, contingency planning as well as policies, and procedures. The project status information will be in accordance with the earned value concept. The EV values of each team will be as follows: Construction 60%, Electrical 20%, and Plumbing 20%. As each phase reaches its completion stage, the value of that milestone will be added to the earned value. The earned value concept will provide a clear precise status for project management and enable the PM to operate within the guidelines of triple constraints. Cost, schedule as well as performance alternatives will be in accordance with the bid agreement. The accepted bid or contract will cover the cost of materials/labor for the construction, electrical as well as plumbing team crews. The general contractor will submit additional cost, schedule concerns and performance alternatives to the project manager for approval. The project manager will implement contingency planning for budget as well as schedule completion in case any unfavorable events occur. The construction of the parking garage will exceed 12 months in production, so therefore unfavorable events will transpire. The general contractor along with project manager will collectively work together to cope with Project Planning – Human Capital Paper 9 unforeseen events as well as ensure the parking garage reaches its completion stage. The general contractor will manage expectations on site with the construction, electrical as well as plumbing teams. The project manager will conduct weekly meetings with the general contractor to make sure the project is on schedule, resources are available as well as making sure potential risk are not affecting the production of the parking garage. References Kerzner, H (2006). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. (9th ed). New Jersey: John Wiley & Sons Inc. Meredith, J.R., Mantel, S. J. (2006) Project Management: A Managerial Approach. (6th ed.). New Jersey: John Wiley & Sons Inc. Good job with the communication plan. You shouldn’t have any issues getting the message to the appropropriate individuals affiliated with the project. Project Planning – Human Capital Paper 10 Total points = 5 points
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