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DEVELOPING AND MANAGING PROJECT TEAMS exame
Project planning and control
Project planning and control
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Activity 10
1
Senior management of the bottle shop at which you work as a day manager wishes to develop a new stock control process. They feel that the old system is not coping and want to initiate a new, more streamlined system that will make operations more effective and efficient. This should be up and working within the next three months.
You have been assigned the responsibility of project manager.
a.Develop a project plan including timelines, work breakdown structure including roles and responsibilities.
b.Identify appropriate project management tools and describe how they can be accessed. Provide an example of the tool and outline how it relates to your project.
Activity 10
1
Senior management of the bottle shop at which you work
as a day manager wishes to develop a new stock control process. They feel that the old system is not coping and want to initiate a new, more streamlined system that will make operations more effective and efficient. This should be up and working within the next three months. You have been assigned the responsibility of project manager. a.Develop a project plan including timelines, work breakdown structure including roles and responsibilities. b.Identify appropriate project management tools and describe how they can be accessed. Provide an example of the tool and outline how it relates to your project.
The current economic downfall has forced many organizations to strategically restructure and downsize. Broadway Brokers is not immune to these economic challenges and has been faced with competition from discount brokers and Internet brokerage services. Broadway Brokers position of holding the largest market share has been jeopardized by their slow reaction to the shifting changes within the industry. Broadway Brokers staff possessed strong selling and interpersonal skills however lacked in their knowledge of the high tech skills that had been inundating the market. The organizations lack of adapting to new technology and their absorbent overhead was threatening their profitability. The organization was faced with the need to restructure, consolidate, and implement employee layoffs in order to remain competitive with the current financial climate. Rumors of impending office consolidations and staff layoffs had existed for some time. However, the CEO commentary in a Financial Times article confirmed such gossip. In fact, decisions had already been made by top management to enact a structural plan that would severely curtail offices, close offices, and reduce the level of employees across the organization. Top management was firmly fixed upon downsizing and consolidation and was now relying on its management staff to come up with a plan to implement a transition. A dozen of the company’s most respected managers – everyone from assistant vice presidents to managing directors were join together to devise a plan for change (Jick & Peiperl 2003).
Thomas Burns is the owner of Burns Auto. Thomas has twelve years experience in the automobile industry and bought the dealerships as a five-year investment. He wants to take on a new method of managing inventories and forecasting sales, especially now that all manufacturers have mandated the "turn and earn" approach. Richard Settle is Burns' Corporate President and Sales Manager. Richard has fifteen years experience in the automobile industry working for a larger company, he acquired the position of senior vice president at that company before coming to work for Thomas. He has since been with Burns for five years and feels that the responsibility of forecasting should be a one-man job so that one man is held accountable. Peter Reardon is a potential consultant Thomas is taking into consideration. John Peterson is the consultant that has helped Richard in the past. Lisa Hopkins is the Corporate Vice President at Burns.
2. What impact did the project management tools have on the Jaguar Project? Specifically, how did it change behaviour? How did it impact performance?
Gray, C., Larson, E. (2008). Project Management: The managerial Process. New York, NY: The McGraw-Hill Companies Inc.
To give alternative courses of action and to recommend the best alternative to improve the company’s operations.
Graham, R. J. & Randall, L., Creating an Environment for Successful Projects: The Quests to Manage Project Management, second ed. San Francisco: Jossey-Bass, 65-113, 2003.
...nager) to think of idea to get many orders. They found Europe market is the way to fill the capacity. However, new orders created new bottlenecks. Consequently, two things were done. First, the inventory is increased. Second, the delivery period is increased twice than before.
First is to examine each of those projects to the corporate objectives, compare and contrasting project selection criteria and justify why a project meets the selection criteria.
The new president believes that the key to the new strategy is to be able to understand the true nature (i.e. costs) of customers and orders. He feels that if the company is able to tie costs o customers in an accurate manner, it will enable the company to better focus on higher profitability.
Kezner, H. Project Management: A Systems Approach to Planning, Scheduling, and Controlling. 6th. New York: John Wiley and Sons, Inc, 1998. Print.
PMBOK, (2013). A guide to the project management body of knowledge : (PMBOK guide). 5th ed. Newtown Square, PA: Project Management Institute, Inc..
Management Styles at Coca-Cola The success that the management team has in motivating its employees to meet their objectives is based on the management style they adopt. There are three main management styles; autocratic, democratic and a laissez-faire style. [IMAGE] The North London Coca-Cola branch has an ethos or culture than is run in a ‘laissez-faire’ style, meaning ‘hands off’ approach. If the workers are meeting their KBI, Key Business Indicators, then the managers and directors of the company take this relaxed style of coordinating their business. They have a vision to ‘refresh everyone everyday’ and values to take pride in their work, to be ‘honest, fair and determined to win’ and have a passion for action.
Over recent years companies have become less dependent on paper and more dependent on technology. Take American Honda Motors for example; the Davenport Parts facility recently converted computer systems to more efficiently manage its inventory. Prior to its new system months of preparation was needed in order to ensure a smooth change over. Without the four basic functions of management all working together success would not have been possible.
Leadership and Management at the Coca Cola Company Business is an economic institution whose goal is economic Survival and whose activities are dominated by the profit motive. Its primary purpose is to create and satisfy a customer and make a profit. To achieve this purpose, business must be skilfully managed. Management is defined as the art of conducting and supervising a business or as using judgment in business affairs. A manager is one who actively directs, controls and manipulates his or her business environment in a manner that takes account of the risks involved in order to realize monetary gain.
When planning a new project, how the project will be managed is one of the most important factors. The importance of a managers will determine the success of the project. The success of the project will be determined by how well it is managed. Project management is referred to as the discipline that entails the processes of carefully planning, organizing, controlling, and motivating the organization resources so as to foster and facilitate the achievement of specific established and desired goals and meet the specific criteria of success required in the organization (Larson, 2014). Over the course of this paper I will be discussing and analyzing the importance of project management.