...search of the competent project manager Crawford, L Project Management Program, University of Technology, Sydney, PO Box 123 Broadway NSW Australia 2007 As project management matures as a profession there is increasing international interest in the concept of project management competence. Demand for added value and the impact of the information age on work practices has meant that we are constantly required to deliver more for less with increasing emphasis on the competence to deliver value. Whether we recognise it or not, in every aspect of our lives, we are increasingly delivering results through projects. This places emphasis on competence of people who manage and contribute to projects. A major international research project is enhancing understanding of the project management role and of the environments in which projects are managed. It is providing clues in the search for the competent project manager. 1. Introduction Project management is often referred to as the ‘accidental profession’ [1]. It is also a profession in formation, and much of the attention given to project management competence reflects attempts to pin down, or better understand the evolving nature of project management and the role of the project manager. Although there has been focus on the search for the competent project manager, there is growing appreciation that projects will be delivered more effectively if there is synergy between the project management competence of individuals...
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...MAN620/ADM720 Project Management Lecture Session 1 : 26th January 2010 An introduction into project management with some history of project management and some contextual information. How project management has permeated almost all aspects of working life. The evolution of the project management context. Why and under what circumstances project management is used. What characterizes projects and differentiates them from other forms of management. Examples of projects – large medium and small. Chapter 1 - An Introduction to Project Management The Project Management Book of Knowledge (PMBoK) defines Projecy Management as “the application of knowledge, skills, tools and techniques to project activities to meet project requirements”. In the course outline we make the following statements with regard to what this course promises you engineering students. In the engineering environment, Project Management can be practiced either a stand-alone professional discipline or as an integral part of the delivery mechanism for engineering services. Either way, all engineers need a thorough understanding of Project Management theory, principles, practices, tools and techniques. This course has been structured to stimulate the interest of student engineers in the discipline of Project Management and to equip them with sufficient knowledge of the discipline to meaningfully participate in project work at an early stage. Many organisations do not employ full time Project Managers and...
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...INTRODUCTION TO PROJECT MANAGEMENT C H A P T E R 1 Introduction To Project Management Project management offers a structured approach to managing projects. The purpose of this book is to outline the latest planning and control techniques used by industry, commerce, sport and domestic projects, and particularly those used by the project planning software and referred to in the Project Management Institute's (PMI) project management body of knowledge (PMBOK), and the Association of Project Manager's (APM) body of knowledge (bok). As the use of projects becomes more pervasive, so more managers are entering the field of project management. Their success will be helped by their ability to develop a fully integrated information and control system to plan, instruct, monitor and control large amounts of data, quickly and accurately to facilitate the problem-solving and decision-making process. To achieve these goals the project manager needs a comprehensive toolkit - as a plumber works with a bag of tools, so the project manager works with a computer producing organisation charts, work breakdown structures, barcharts, resource histograms and cash-flow statements. Projects have traditionally been managed through a classic functional hierarchical type organisation structure, but with the increase of multi-disciplines, multi-departments, multi-companies and multi-national projects so there has been a move towards management-by-projects, project teams and matrix organisation structures. As...
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...Introduction to Management Management - universal phenomenon. * Very popular/ widely used term and is a purpose activity * All organisations – business/political/cultural/social are involved in management * Management helps/directs various efforts towards a definite purpose. * Directs group efforts to pre-determined organisation goals * Process of working with/through others effectively/efficiently (limited resources, equipment, time and money) = completion of organisation goals * Goals – different for every organisations (Launching products or profit increase) * Creating internal environment – management uses various factors of production. * Management responsibilty=create conditions/atmosphere – feel less burdened and enjoy work * Availability – materials, wages, formulations of rules and regulations * Good management = effective (appropriate task) efficiency (doing task right) * Harold Koontz, “Management is an art of getting things done through and with the people in formally organised groups. * Art of creating an environment where people can perform and individualscan co-operate towards attainment of group goals”. * F.W. Taylor, “Management is an art of knowing what to do, when to do and see that it is done in the best and cheapest way”. Management as a Process * Series of inter - related functions. * Process which management creates/operates/directs purposive organisation through systematic/coordinated/co-operated...
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...presented to IMM Graduate School of Marketing In partial fulfilment of the Postgraduate Diploma By Gerhardus Francois Nel Student Number: N67513 July 2012 Supervisor: Dr Sidney Shipham Executive Summary The marketing profession worldwide has for the last decade been under pressure to show its worth. Marketers are finding it harder to show value and at an executive level, this is even more pronounced. The lack of being able to show clear return on investment in their activities has meant that many marketers and indeed marketing departments are being questioned as to their role in the fulfilment of the business strategy. In the light of all this negative attention, marketers themselves have not branded themselves as strategically important and through the ever increasingly complex role of a marketer today, the gap between how marketers are viewed by their counterparts and how they view themselves, has begun to show. In an effort to establish how marketers view themselves, their perceptions of their value and how that impacts on their career advancement and acceptance at an executive level, the research aims to highlight the need for a professional marketing standard in which marketers can gain a positive impression of themselves and the profession in general. Simply having a recognised qualification will obviously not be the only solution but the subsequent understanding of the value of marketing at a strategic level for the business and the explicit application of that...
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...ills, economic growth, colonialism, traditional views and philanthropy to mention but a few. It is the purpose of this essay to show that the emergence of social work was necessitated by social strife. The Elizabethan Poor Laws of 1601 according to J.D. Marshal (), cited the laws were enacted to deal with the problem of urban destitution. The Act of Elizabeth 1601 laid down that each parish was to be responsible for the maintenance of its own poor people. The laws were also enacted on the assumption that the poor were entirely responsible for their situation. Poverty, according to Midgley (1984) was seen as a direct consequence of idleness. In 1834, the Poor Laws were amended through the introduction of the principle of less eligibility which sought to limit the number of people on poor relief by making poor relief unattractive. (The laws led to the establishment of work houses where destitute were housed). The underlying governmental motive was that of providing social stability, alleviating discontent, preventing riots, and dissatisfaction and thus the emergence of social work was indeed necessitated by social strife. More so, the poor laws led to the establishment of work houses where destitutes were housed. According to some school of thought, these people lived terribly and some recognised this and they began to render personal social services to the less fortunate. This also marked the rise of voluntary organisations such as the charity organisation society and...
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...BUSINESS ANALYSIS Second Edition Debra Paul, Donald Yeates and James Cadle (Editors) Second Edition BUSINESS ANALYSIS BCS The Chartered Institute for IT Our mission as BCS, The Chartered Institute for IT, is to enable the information society. We promote wider social and economic progress through the advancement of information technology science and practice. We bring together industry, academics, practitioners and government to share knowledge, promote new thinking, inform the design of new curricula, shape public policy and inform the public. Our vision is to be a world-class organisation for IT. Our 70,000 strong membership includes practitioners, businesses, academics and students in the UK and internationally. We deliver a range of professional development tools for practitioners and employees. A leading IT qualification body, we offer a range of widely recognised qualifications. Further Information BCS The Chartered Institute for IT, First Floor, Block D, North Star House, North Star Avenue, Swindon, SN2 1FA, United Kingdom. T +44 (0) 1793 417 424 F +44 (0) 1793 417 444 www.bcs.org/contact Second Edition BUSINESS ANALYSIS EDITED BY Debra Paul, Donald Yeates and James Cadle © 2010 British Informatics Society Limited All rights reserved. Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted by the Copyright Designs and Patents Act 1988, no part of this publication may be reproduced, stored...
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... ABSTRACT Social work as a profession has an obligation to respond to and, if necessary create, societal agendas. Social development is clearly on the current societal agenda. This paper examines the different emphases and levels of social development and advocates a broad perspective of the concept. The relationship between social development and social work is then explored. Shared values and goals augur well for a constructive relationship. Finally the paper addresses the importance of education for social workers to participate in social development initiatives. Teaching and practice curricula are discussed as well as different levels of training. The paper concludes with recommendations for future networking, both between educators and disciplines, and research and literature. Introduction According to Ira Goldenberg, professions are shaped by the social and political realities of their time and by the societies of which they are a part (Franklin, 1990). This is clearly evident in the social work profession, which has been characterised by its focus on particular methods at certain periods in its history. The profession has either emphasised "private troubles"...
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............................................................................. 1 Vision and Mission and definition of Corporate Governance ............................ 2 Introduction..................................................................................................... 3 ICSI Map ......................................................................................................... 4 Objectives and Functions ................................................................................. 5 Council and its Committees and Organisation Structure of the ICSI .................. 6 Role of Company Secretary.............................................................................. 7 Career Path.....................................................................................................11 ICSI at your Desktop.......................................................................................13 10. Company Secretary Management Information Center ...................................14 11. Professional Development and Continuing Education .....................................16 12. Publications ....................................................................................................18 13. Memorandum of Understanding (MOU) .........................................................19 14. ICSI's Major Initiatives in Corporate Governance ............................................ 21 15. Centre for Corporate Governance ...................................
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...Introduction This report will aim to evaluate and explain what it means to be an HR Professional with using the CIPD HR Professional Map (HRPM) as the basis for the evaluation. A - Briefly explain how the CIPD HR Professional map defines the HR profession, including gthe professional areas, the bands and the behaviours. B – Evaluate how the 2 core professional areas, and any 2 selected behaviours uphold the concept of ‘HR professionalism’ give examples from the knowledge and activities @ band C- Explain with related examples, why the HR professional needs to be able to manage themselves, manage groups or teams, manage upwards and manage across the organisation CIPD Professional Map – The CIPD HR Profession Map (HRPM) is an accurate tool that guides an HR practitioner’s learning and development through becoming an effective HR professional. HR professionals can use the map for many reasons such as identifying skills and team capability, building role profiles and identify areas that need development (HRPM, CIPD, 2012). Professionalism is defined as a continuous development of outcomes anticipated through appropriate behaviors and conduct that are needed in order to have beneficial business relationships (Gian Fiero, 2008). The principles of professionalism among others commit professionals to have some values such as be customer focused, have proper ethical standards, accountability and reliability, be proactive, responsive and have the willingness to learn and study...
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...Resource Management, 2006, 4 (1), 36-43 SA Tydskrif vir Menslikehulpbronbestuur, 2006, 4 (1), 36-43 AN OPERATIONAL ’PROJECT MANAGEMENT CULTURE’ FRAMEWORK (PART 1) YVONNE DU PLESSIS CRYSTAL HOOLE yvonne.duplessis@up.ac.za Department of Human Resources Management University of Pretoria ABSTRACT The aim of this research is to develop an operational ‘project management culture’ framework, which can be used by project managers and organisations to support project work. One of the main causes of project failure is attributed to a non-supportive project management culture in organisations. A triangulation method is followed inclusive of a thorough literature review, a survey questionnaire and a concept mapping process. A project management culture framework with descriptive elements, based on Deal and Kennedy’s (1982) definition of organisational culture, comprising of four dimensions i.e. project process; people in projects; project systems and structure, and project environment was developed. Key words Project management culture The management of projects has become a strategic issue for many companies. Issues such as strategic alliances, rapid movement of labour and capital, and failure of projects are calling for the need of risk assessment and management from a new perspective. An organisation that wants to remain competitive in providing its customers with continually improved products and services has no choice but to use project management concepts...
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...The CIPD Profession Map Our Professional Standards Contents Introduction 2 The CIPD Profession Map 4–7 The design principles and architecture of the Profession Map 4 Bands and transitions 6 Professional areas 8–46 Professional area definitions 9 1 Insights, strategy and solutions 10 2 Leading HR 14 3 Organisation design 17 4 Organisation development 20 5 Resourcing and talent planning 23 6 Learning and development 26 7 Performance and reward 30 8 Employee engagement 33 9 Employee relations 36 39 10 Service delivery and information Behaviours 42–51 The Profession Map behaviours 43 Curious 44 Decisive thinker 45 Skilled influencer 46 Personally credible 47 Collaborative 48 Driven to deliver 49 Courage to challenge 50 Role model 51 1 Profession Map – Our Professional Standards V2.4 Introduction The CIPD Profession Map sets out standards for HR professionals around the world: the activities, knowledge and behaviours needed for success. Use the standards in the CIPD Profession Map for you and your organisation to: • define great HR • diagnose areas of success and improvement • build HR capability • recognise achievement through professional qualifications and membership. By the profession, for the profession ...
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...PRINCIPLES OF MANAGEMENT lecture notes Document Transcript • 1. UNIT I OVERVIEW OF MANAGEMENT Definition - Management - Role of managers - Evolution of Management thought - Organization and the environmental factors – Trends and Challenges of Management in Global Scenario. 1 • 2. Management - as how the mind controls the human body and its function similar management (mind) controls the various activities ( human body) in the Organisation - Collection of physical equipments, 4 M’s in Organisation – Men, Machine, Materials, Money, and leads to nothing. For efficient and profitable functioning it is necessary that all these factors are put to work in a co- ordinated manner. Management Definition Management is the art of getting things done through others. Harold Koontz Def as “ Management is the process of designing and maintaining an environment in which individuals, working together in groups efficiently to accomplish selected aims” • Managers carry out their managerial function • Applies to any kind of Organisation •Applies to managers at all Organisational levels •Aim is to create a surplus •Concerned with productivity, implies effectiveness and efficiency •Mgt of 4 M’s in the Orgn – Men, Machine, Materials & money Characteristics of Management • Mgt is Universal • Mgt is dynamic • Mgt is a group of managers • Mgt is Purposeful • Mgt is goal oriented • Mgt is integrative Function • Mgt is a Social process • Mgt is a Multi-faceted discipline • Mgt is a continuous process...
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...The CIPD Profession Map Our Professional Standards The CIPD Profession Map Our Professional Standards Contents Introduction The CIPD Profession Map The design principles and architecture of the Profession Map Bands and transitions Professional areas Professional area definitions 1 Insights, strategy and solutions 2 Leading HR 3 Organisation design 4 Organisation development 5 Resourcing and talent planning 6 Learning and development 7 Performance and reward 8 Employee engagement 9 Employee relations 10 Service delivery and information Behaviours The Profession Map behaviours Curious Decisive thinker Skilled influencer Personally credible Collaborative Driven to deliver Courage to challenge Role model 2 4–7 4 6 8–46 9 10 14 17 20 23 26 30 33 36 39 42–51 43 44 45 46 47 48 49 50 51 1 Profession Map – Our Professional Standards V2.4 INTRODUCTION Introduction DESIGN AND ARCHITECTURE The CIPD Profession Map sets out standards for HR professionals around the world: the activities, knowledge and behaviours needed for success. Use the standards in the CIPD Profession Map for you and your organisation to: • define great HR • diagnose areas of success and improvement • build HR capability • recognise achievement through professional qualifications and membership. By the profession, for the profession BANDS AND TRANSITIONS Based on research and collaboration with organisations around the world, and continuously reviewed and updated with our research...
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...A business report on accounting Many companies across the world have introduced the business literacy program in their organisation in order to ensure to improve the performance within the organisation by means of pay per performance programs and it is very clear that the success of this program or even any other program is possible only once the employees are aware about the program and can work accordingly. Many big concerns like the Soft Drink Giant PepsiCo has been making use of Visual to conduct the learning program for their employees in order to initiate the success of the new ideas within the context of the company. Many leaders and managers in the company prefer to align the educational system and its offerings with the goals and objectives of the organisation which is not an easy task to do, so it is a must that communication initiates are reinforced along with proper training and education so that this will help the employee to understand the goals of the organisation very clearly and also develop their skills and motivate them to contribute and perform at their best. The leaders have to draw a clear picture by means of literacy programs in order to ensure that the employees are very clear and work form heart and soul and also for rewards obviously. Learning and its relationship to the Organisation Even if an organisation concludes that learning provides the answer to its further development it has to consider, not only the approach, but also how people learn in...
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