Beruflich Dokumente
Kultur Dokumente
ASSIGNMENT
Mb0049-Project ManageMent
Set-1
SUBMITTED BY:
NAME ROLL NO COURSE CENTRE CODE CENTRE CITY : : : : : VIJAY KUMAR SHARMA 520933061 mba 3293 NEW DELHI
c) Integrity: Highest levels of trust, fairness and honesty are expected while dealing with people both within and outside the organization. This includes the customers, shareholders, dealers, employees, the government and society at large. They ensure that functioning is clean. Their transactions will be transparent. Ethics is something they practice diligently. d) Quality: The quality philosophy should not cover only the product quality, but every process that has gone into making it. Economy of words when instructions are given, acknowledging compliance, arriving on time, remembering the promises and above all a keen eye for details and patience to make others know what they want are components of quality. e) Customer Orientation: It is now recognized that every organization has two sets of customers internal customers and external customers. Internal customers are people in the organization employees, directors and team members. External customers are
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h) Identification with the organization: A sense of pride and belonging goes with the ownership of the job, the project, team members and organization. This is brought about by the culture and communication system in the organization. Information sharing brings in trust and promotes belongingness. The tendency seen is that most managers strongly identify with their own departments, units or divisions and they lack a sense of organization. I) empowering employees: The professional manager should possess the ability to empower his employees down the line. Empowerment is the process by which employees are encouraged to take decisions pertaining to their area of work. This leads employees developing a sense of pride in their jobs. But managers often hesitate to empower their subordinates as they feel insecure and show a sense of uncertainty. The professional manager practices empowerment and encourages employees to grow and develop in their positions. j) Coping with changes: There is a saying The only constant in this world is change. A professional manager has the ability and capacity to cope with change. He accepts the fact that change is inevitable and is ready to implement change at the workplace. To implement change successfully, it is essential that employees are involved in the implementation of change. Moreover, the positive and negative consequences of change need to be discussed and understood before implementation. Thus a professional manager has the attitude to accept change as a way of life and takes it in his stride. Vijay Kumar Sharma Page 3 of 10
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They have the formal organization They have teams comprising members who structure, with departments, functions, are responsible for completing one entire sections having a hierarchy of managers deliverable product. and their assistants. All of the managers function on a The teams will have all the resources continuous basis catering to a series of required to finish the jobs. requirements issued by the planning department. An assembly of various units of their They have a time schedule within which all production forms a products and a variety the elements of the projects have to be of such products make up the business of completed. the company. No particular member or a department or There is greater accountability among team a team is responsible for the completion members and everyone is responsible for of any particular product. Their creativity the delivery. and innovation is in particular respect of their jobs. Most of the members do not get exposed It is found that a sense of ownership of to other areas of operations in the the project motivates team members to be organization. They become specialists and creative, cooperative among them to insular. achieve high productivity. B. Reengineering Vs. E-engineering
Reengineering: This is a process by which managers redesign a bundle of tasks into roles and functions so that organizational effectiveness is achieved. By doing so dramatic improvements in critical measures of performance like cost, quality and service are expected. There will be a radical rethink about the business processes adopted. A business process may be of any activity like inventory control, product design, orders processing, and delivery systems. No reference is taken to the existing process and an entirely new process is adopted. The following rules for reengineering are effective: Make changes with the outcome in mind not the tasks that result in them. Make the users of the results of the process effect the change. Let the people on the spot decide on the solution decentralize. E-Engineering: The term E-Engineering refers to the attempts of companies to make use of all kinds of information systems, to make their functions efficient. New information systems are installed for conducting all business processes in the organization. The use of electronic communication within the organization enables frequent interactions between employees and results in better communication. Vijay Kumar Sharma Page 5 of 10
Q. 4 List out the macro issues in project management and explain each.
Answer: Macro Issues in project management: Evolving Key Success Factors (KSF) Upfront: In order to provide complete stability to fulfillment of goals, a project manager needs to constantly evaluate the key success factors from time to time. While doing so, he needs to keep the following aspects of KSFs in mind: The KSF should be evolved based on a basic consensus document (BCD). KSF will also provide an input to effective exit strategy (EES). Exit here does not mean exit from the project but from any of the drilled down elemental activities which may prove to be hurdles rather than contributors. Broad level of KSF should be available at the conceptual stage and should be firmed up and detailed out during the planning stage. The easiest way would be for the team to evaluate each step for chances of success on a scale of ten. KSF should be available to the management duly approved by the project manager before execution and control stages. KSF rides above normal consideration of time and cost at the levels encompassing client expectation and management perception time and cost come into play as subservient to these major goals. Empowerment Title (ET): ET reflects the relative importance of members of the organization at three levels: Team members are empowered to work within limits of their respective allocated responsibilities. The major change from bureaucratic systems is an expectation from these members to innovate and contribute to time and cost. Group leaders are empowered additionally to act independently towards client expectation and are also vested with some limited financial powers. Managers are empowered further to act independently but to maintain a scientific balance among time, cost, expectation and perception, apart from being a virtual advisor to the top management. Partnering Decision Making (PDM): PDM is a substitute to monitoring and control. A senior with a better decision making process will work closely with the project managers as well as members to plan Vijay Kumar Sharma Page 6 of 10
Management by Exception (MBE): No news is good news. If a member wants help he or she locates a source and proposes to the manager only if such help is not accessible for free. Similarly, a member should believe that a team leaders silence is a sign of approval and should not provoke comments through excessive seeking of opinions. In short leave people alone and let situation perform the demanding act. The bend limit of MBE can be evolved depending on the sensitivity of the nature and size of the project. MBE provides and facilitates better implementation of effectiveness of empowerment titles. MBE is more important since organizations are moving toward multi-skilled functioning even at junior most levels.
Answer: A. Risk Identification: Risk identification occurs at each stage of the project life cycle. To identify risks, we must first define risk. As defined earlier, risks are potential problems, ones that are not guaranteed to occur. When people begin performing risk identification they often start by listing known problems. Known problems are not risks. During risk identification, you might notice some known problems. If so, just move them to a problem list and concentrate on future potential problems. As projects evolve through project development so too does the risk profile. Project knowledge and understanding keep growing, hence previously identified risks may change and new risks identified throughout the life of the project. Here we will discuss various tools and techniques available for risk identification. The best and most common methodology for risk identification is done using a brainstorming session. The brainstorm typically takes 15-30 minutes. You have to be sure to invite anyone who can help the Vijay Kumar Sharma Page 7 of 10
.Q.6 ABC Company implements got a very big project and they decided to allot
the same to a new project manager, who joined the company recently. In order to execute the project successfully, what are the various phases in which the project lifecycle should be divided.
Answer:Phases of project management life cycle in order executed the project successfully Analysis and Evaluation Phase It starts with receiving a request to analyze the problem from the customer. The project manager conducts the analysis of the problem and submits a detailed report to the top management. The report should consist of what the problem is, ways of solving the problem, the objectives to be achieved, and the success rate of achieving the goal. Marketing Phase A project proposal is prepared by a group of people including the project manager. This proposal has to contain the strategies adopted to market the product to the customers.
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