First Steps Presentation

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Julie Lee

Business Actualités & Politique

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One of the key factors in a successful project is buy-in, the process that gets staffers, board members, and other participants to adopt the goals of the project as their own. Because buy-in is so important--even crucial--it is worth spending time to achieve it. Richard Miller, Nebraska Library Commission Library Development Director, will discuss proven techniques for getting buy-in, and making sure that everyone is on board.

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Your HR project to develop a centralized model of delivering HR services has progressed through very critical stages of the project thus far. It is now time to present actionable, decision-making information to project leaders. This can be best accomplished when projects have been successfully managed, devoid of any major risks, and have been properly closed out and finalized. Write a five to six (5-6) page paper in which you: 1. Explain what it means to successfully direct and manage project work and identify and discuss 3-4 strategies you might use to manage and sustain progress in your HR project. Be specific. 2. Identify and discuss a minimum of 3 strategies that could be used to address and resolve any risks within the control of the project. HINT: See Exhibit 14.5 in the textbook. Is any one of the strategies you selected more important than the others? Why? Exhibit 14.5 RISK EVENT RESOLUTION STRATEGIES RISKS WITHIN PROJECT CONTROL Understand and control WBS Closely monitor and control activity progress Closely manage all project changes Document all change requests Increase overtime to stay on schedule Isolate problems and reschedule other activities Research challenging issues early RISKS PARTIALLY WITHIN PROJECT CONTROL Establish limits to customer expectations Build relationships by understanding project from client’s perspective Use honesty in managing client expectations Work with client to reprioritize cost, schedule, scope, and/or quality Carefully escalate problems Build team commitment and enthusiasm RISKS OUTSIDE PROJECT CONTROL Understand project context and environment Actively monitor project environment Understand willingness or reluctance of stakeholders to agree to changes 3. Describe 2-3 actions a project manager may take as they begin to close out the project. Be sure to justify using the actions you discuss. 4. Review Project Management in Action: The Power of Lessons Learned (pages 518-520 in the textbook) and provide an overview to the project team on the significance of the information. Be specific. Pg 518-520 from book PROJECT MANAGEMENT IN ACTION The Power of Lessons Learned Projects are discrete. They have a beginning and an end, at which time the project team disbands and moves on to other things. Despite the fact there has inevitably been significant tacit learning during the project, there is often only a limited capture of this into a sharable form for future reuse. Too often, as the project team dissolves, the learning fades into the memories of individuals minds. This makes it extremely difficult for others to benefit in the future from the insights learned. The usual excuses for this loss echoing through the corridors include just too hard, not enough time, team disbanded before we had the chance, and many more. The key error here is the incorrect assumption that learning during or from projects is an added bonus or a nice- to-have luxury. This is not the case in best.

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Original Assignment: Primary Task Response: Your first task is to post your own Key Assignment Outline to the discussion area so that other students are able to review your plan. Attach your document to the main discussion post, and include any notes that you feel are appropriate. The purpose of this assignment is to help improve the quality of the Key Assignment Draft that you will complete next week. Current Assignment: Respond to Another Student: Review at least 1 other student's Key Assignment Outline, and provide meaningful feedback. Refrain from general feedback, such as simply stating "good job." Your feedback to other students is most helpful if you not only point out weak areas but also offer suggestions for improvement. The best feedback takes a three-stage approach to identify what was done well, weaknesses, and areas for improvement. 125 words min Student assignment below Table of Contents I. The Organization 3 II. Problem Statement 4 III. Research Strategy 5 Examples of Memo & Questionnaires 6 IV. Ethical Considerations 9 V. Sample Population 10 VI. Data Analysis Summary& Management Strategy 11 VII. Research Results 12 VIII.References 13 The Organization Environmental Management Alternatives, EMA, was founded by two brothers and a friend to provide an alternative to the disposal of hazardous waste. Starting out with the three owners, a sales rep., and two laborers they built a profitable business. They began to look into new markets within the environmental industry and hired project managers that had a client list they could bring with them and so began the growth and expansion of the company. They ended up with five project managers and three sales reps which were bringing in more work than they could handle so a hiring spree ensued and along with this the troubles began. They ended up with a workforce of twenty personnel consisting of operators and laborers. As with any company growing pains can be difficult to deal with but in the case of EMA they had the additional problems of having no true, defined management structure in place and they were winging it. With the lack of a clear plan or clear leadership the work force quickly became disgruntle in the disorganization that followed. It became apparent to the owners that a restructuring was in order that included defined roles, chain of command, and accountability. Problem Statement The lack of structure was the problem for EMA, if one were to best describe the leadership at the time a functional or weak matrix would best describe this situation. When looking at these two styles we can see that there are five characteristics that are considered and the role of the manager in each. The project manager’s (PM) authority, resource availability, management of the project budget, PM’s role, and project management administrative staff are the five characteristics to be considered. Under these two styles the manager has little to no control over these characteristics with no r.

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The results are in. The presentation to the leadership team went well, and all eyes turn to you as the CEO utters those famous words: So, what are the next steps? You’ve been anticipating that, and have loads of questions: How should we cascade the results to managers and staff? Is there are a right way and a wrong way? What are the best practices? How do we go about action planning? What should we focus on? How do I deal with groups that don’t want to follow the organizational approach, i.e. they want to do their own thing? How do I satisfy the people who don’t accept the organization’s results and think their group is different? Join Norm Baillie-David, SVP Consulting, as he draws from numerous case studies and success stories to provide best practices in how to proceed after the survey to ensure that your survey investment is maximized and that you do the right things right to improve employee engagement in your organization.

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Running Head: FINAL REPORT 1 FINAL REPORT 3 Title Name Class Professor Date Title Introduction References 88 VIRTUAL TEAM SUCCESS So why don’t leaders deal with performance issues? One of the most common reasons leaders fail to hold team members accountable is that they don’t effectively communicate expectations — or for that matter, what ‘‘good’’ behaviors or deliverables even look like. In addition, when leading a team of people who are geographically distributed, timely feedback also poses a challenge. Time zone differences or infrequent contact can increase the ‘‘lag time’’ between when the problem occurs, when the leader becomes aware of the problem, and when the opportunity to provide feedback arises. Conflict avoidance is another reason. Many leaders would rather attempt to wait out a problem than risk getting into a potentially contentious conversation with a team member. And dealing with poor performers is particularly difficult when you can’t regularly observe your team members. How can virtual team leaders regularly monitor team members’ work when they have limited or no physical contact? To make matters worse, how can a virtual team leader provide timely feedback and/or hold team members accountable when leading a team whose members do not report directly to him or her? Raygen Company Slump: How Would You Handle It? Before we introduce the factors that separate the best virtual team leaders from the rest of the pack and provide some practical tips for enhancing your effectiveness, take a few minutes to assess how you would deal with a virtual team that is having performance problems. Read the following case study and think about how you would handle it. Write down how you would approach each situation. After you complete that process, use the scoring guidelines to evaluate how you did. Then when you’ve reviewed the tips and guidelines for leading from a distance, revisit the case study to determine what you might do differently. Lepsinger, R. D. D. (2010). Virtual Team Success. Hoboken: Center for Creative Leadership. Retrieved from http://ebookcentral.proquest.com/lib/apus/detail.action?docID=589145 Created from apus on 2017-03-09 19:28:25. C o p yr ig h t © 2 0 1 0 . C e n te r fo r C re a tiv e L e a d e rs h ip . A ll ri g h ts r e se rv e d . How to Lead Virtual Teams 89 Case Study: Raygen Company Raygen Company is a global professional services firm that provides consulting services to its clients. One key to Raygen’s success is its innovative marketing strategies. Three years ago, the SVP of marketing formed a cross- functional virtual team made up of ten geographically dispersed employees from marketing, sales, consulting, and finance. Throughout this three-year period, the team was extremely successful in generating and implementing new marketing strategies. However, it appears as though the team has hit a plateau in terms of its performance. Both the quality and ...

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MGT521 Critical Thinking Writing Rubric - Module 12 Exceeds Expectation Meets Expectation Below Expectation Limited Evidence Content, Research, and Analysis 25-30 Points 19-24 Points 13-18 Points 7-12 Points Requirements Includes all of the required components, as specified in the assignment. Includes most of the required components, as specified in the assignment. Includes some of the required components, as specified in the assignment. Includes few of the required components, as specified in the assignment. 29-35 Points 22-28 Points 15-21 Points 8-14 Points Content Demonstrates substantial and extensive knowledge of the materials, with no errors or major omissions. Demonstrates adequate knowledge of the materials; may include some minor errors or omissions. Demonstrates fair knowledge of the materials and/or includes some major errors or omissions. Fails to demonstrate knowledge of the materials and/or includes many major errors or omissions. 37-45 Points 28-36 Points 19-27 Points 10-18 Points Analysis Provides strong thought, insight, and analysis of concepts and applications. Provides adequate thought, insight, and analysis of concepts and applications. Provides poor though, insight, and analysis of concepts and applications. Provides little or no thought, insight, and analysis of concepts and applications. 13-15 Points 10-12 Points 7-9 Points 4-6 Points Sources Sources go above and beyond required criteria and are well chosen to provide effective substance and perspectives on the issue under examination. Sources meet required criteria and are adequately chosen to provide substance and perspectives on the issue under examination. Sources meet required criteria but are poorly chosen to provide substance and perspectives on the issue under examination. Source selection and integration of knowledge from the course is clearly deficient. MGT521 Critical Thinking Writing Rubric - Module 12 Mechanics and Writing 5 Points 4 Points 3 Points 1-2 Points Demonstrates college-level proficiency in organization, grammar and style. Project is clearly organized, well written, and in proper format as outlined in the assignment. Strong sentence and paragraph structure, contains no errors in grammar, spelling, APA style, or APA citations and references. Project is fairly well organized and written and is in proper format as outlined in the assignment. Reasonably good sentence and paragraph structure, may include a few minor errors in grammar, spelling, APA style, or APA citations and references. Project is poorly organized and written and may not follow proper format as outlined in the assignment. Inconsistent to inadequate sentence and paragraph development, and/or includes numerous or major errors in grammar, spelling, APA style, or APA citations a ...

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