place of work? Why?
I need at least 200 words
This question was created from MGMT570 hw1 https://www.coursehero.com/file/13411605/MGMT570-hw1/
Do you agree with the authors that a directive decision can and should be made in a fair and objective manner, or do you believe any decision that a manager makes without consulting those who will be affected is inherently subjective and potentially harsh?
(Bessant
527)
Bessant, John, Joe Tidd. Innovation and Entrepreneurship, 2nd Edition. John Wiley & Sons UK, 2011-05-09. VitalBook file.
I need at least one page.
instructions. There are instructions including in the templates. The Project charter is the imformatio that I supplied and you can probaly use it as a guide. I also attached the PMBOK guide.
Work Breakdown Structure
According to the PMBOK® Guide, “the WBS is a deliverable-oriented hierarchical decomposition of the work to be executed by the project team, to accomplish the project objectives and create the required deliverables.” In other words, it lists the project’s deliverables and work packages. For this week, you will create a work breakdown structure (WBS) for the project you selected during Week 1.
Remember that the WBS starts with your major deliverables (that you stated in your scope management plan) at the highest level. The lower levels have the work package required to complete those deliverables. Review the textbook (and the PMBOK® Guide, if you have it) for some suggestions on how to create a WBS. From your work breakdown structure, develop a project task list with dependencies and add durations, using MS Project.
Develop the Work Breakdown Structure
Your WBS should have a minimum of 100–150 line items in MS Project and be three levels deep.
Make sure to use verb-object task names (for example, “Develop software”).
Enter tasks in MS Project.
Create the predecessor relationships.
DO NOT LINK SUMMARY TASKS OR ASSIGN RESOURCES!
Deliverables:
Statement of Participation and status update
The MS Project file (.mpp) saved from the Tracking Gantt chart screen
Risk Management Plan
Remember, risk is an uncertain event or condition that can have a positive or negative impact on the project. This week, you will be identifying and analyzing your project risks and developing a risk management plan to monitor and track your project. You will evaluate each task in your project schedule to identify any risk factors associated with the execution of the deliverable. You will then add your list of risk to the risk register template in Doc Sharing. The number of risks will depend on the project deliverables in your schedule; however, 20–25 positive and 20–25 negative risks would be considered the minimum. Review the instructions on the first sheet of the template and complete your risk register in its entirety.
Deliverables:
Use the Risk Register Template spreadsheet found in Doc Sharing (there is a separate tab for each portion of the risk management plan).
Statement of Participation and status update
Project Schedule and Budget
A project plan cannot be considered complete until the resources have been assigned (including budget and cost estimate). This week, you will assign the resources required to work on your project to your scheduled tasks. In addition, you will add the cost of the resources per hour and any direct or indirect cost required for project contracts, materials, or supplies.
You will submit a two-part summary report (business professional format) of your project budget and resources, which includes the following:
Part 1: Project Budget (Cost Management)
Explain your approach to estimating the project cost (e.g., top down, bottom up, etc.) and why that method was chosen.
Create a table that shows the original budgeted cost (from the charter) and the actual budgeted cost (side by side). Include line items for labor, materials, contract, equipment, travel cost, and so on.
Compare the budget from the charter to the final budget and explain any variances that occurred from your original budgeted cost in the project charter and the current project cost (include your original estimated cost for the project).
Explain your budget contingency plan and how much is budgeted for contingency.
Part 2: Resource Management
Explain the results of your resource assignments. Did you assign enough people to the project? Were there any resources over-allocated? What approach will you take to fix any allocation problems?
Develop a plan to manage your project team and define how you will motivate your team and how you will handle team conflicts.
What structure would you select for your project: functional, weak matrix, balanced matrix, strong matrix, or pure project? Why?
Deliverables:
MS project file (.mpp) updated with resource assignments and cost
MS Word file with report of project budget and resource management
Statement of Participation and status update
Communication Plan
According to the PMBOK® Guide, “the Communications Planning process determines the information and communications needs of the stakeholders; for example, who needs what information, when they will need it, how it will be given to them, and by whom.” In other words, it lists the general communication requirements for the project. This week, you will create a simple communication plan for the execution of your project. Each team will need to complete the Communications Plan found in Doc Sharing.
Deliverables:
Communication Plan
Statement of Participation and status update
Can I get some help with this?
1. (TCOs 1, 8). What does KSAO stand for
with respect to training? Give one example for each letter in your explanation for the job of Professor of Human Resource Management. (Points : 35)
Question 2.
2. (TCOs 2, 8). Explain the basic steps to conducting a person analysis and how a person analysis is used in a needs assessment. Do a very basic person analysis on either yourself or on your professor, based on the job you or he or she is currently employed in (and your common knowledge). (Points : 40)
Question 3.
3. (TCOs 3, 8). First, provide the meaning of the acronym SMART with respect to training goals. Then, consider these four training objectives. Rewrite them as two SMART training goals.
a) Audit any of the elements inside the organization, looking for compliance to the element that is being audited, and demonstrate how to dig for issues.
b) Through role playing, demonstrate how to conduct a surveillance audit, organize your team of auditors, and review the element of the standard with your team that will be used prior to the audit.
c) Through role playing, demonstrate how to write a concluding report after the audit is finished with input from your team.
d) Realize what the importance of your certificate as an auditor means to the organization and its value to the long-term strategic goals of this organization. (Points : 40)
Question 4.
4. (TCO 4, 5, 6) You are a training manager for a midsized corporation. You are working on a training proposal for your HR director when you get a call from the manager of the accounting department. He states that he needs training done for his team, which will assist it in learning the newest version of the Peachtree accounting software. He mentions that his boss, the CFO, told him to put together a proposal for training that included a way to measure transfer of training. He is panicked and says, “First of all, I don’t know what transfer of training is, and second, how can I measure it?” What will you tell him? (Points : 40)
Question 5.
5. (TCO 7) Explain how the use of training can go hand in hand with performance improvement plans, and give an example. What kind of performance improvement would NOT appropriately go hand in hand with training (provide an example)? (Points : 40)
credible work packages?
in many journal articles, authors talk about the importance of PMs having both short- and long-term “visions” when it comes to managing a project and looking out for a company’s goals and objectives. What does this mean to you?
Also, why are these important?
originally developed to do software development. Could a traditional process be successfully used to develop a new software program? Why or why not? Could an Agile methodology be used to build a strip mall in your home town? Why or why not? Please explain.
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