...contents Executive summary Task 1 Introduction 5 Using of Activity on node to draw the network diagram 6 Determine the timing of activities and the total float 7 Determine the project duration and the critical path 9 Determine the earliest finish date for the project 9 Analyzing the changing activities 10 Limitations of Network Diagram 11 Conclusion 12 Reference 28 Appendix 29 Appendix 1 30 Appendix 2 31 Table of contents Task 2 Introduction 12 Project objective 14 Key milestone for the expanding project 14 Assumption 14 Resources 15 Cost 15 Time 15 Project planning and using techniques 16 Project team 17 Project manager’s leadership styles 18 Project manager’s skills 19 Project control 20 Time management 20 Cost management 20 Quality management 20 Managing Risk 24 Close sure 26 Conclusion 27 Reference 28 Appendix 33 Executive summary: In this report, it has two parts. The first part, will addressed the design a new product for Cassop Ltd and it is also explain about the limitation of network diagrams. The next part give general about how company success in the project of opening new base and ensuring that this project open on time and within budget. Task 1 Introduction As a produces organization which main produces products...
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...Project Scheduling why is it so Important? Cecelia Williams Columbia Southern University MBA 6941, Managing Project Teams Professor Jim Marion 26 June 2012 Managing any type of project big or small is no easy task. Is a powerful communication tool for scheduling? During my career and personal life I didn’t realize how many projects that I dealt on a daily basis because anything that you do regardless if it is related to each other and directed toward a common goal or output needs some type of scheduling to be successful. For example going to my niece wedding if my daughter would have had a schedule on what she was going to do instead waiting until the last minute which interferes with my scheduling. So, that is why communication in scheduling is such a powerful tool. Having an accurate schedule can be a great tool for a project manager” without good schedules, project team members can find themselves working in chaos because they have not purposefully considered sequential task relationship and priorities” (Brown & Hyer, 2010, pg 200). “Whether you are presenting project status updates to senior management, your customer, or reviewing upcoming work with team members, an accurate project schedule provides an objective method of communicating schedule progress, as well as highlighting the potential impacts of project issues (Bondale, 2010)”, everyone has to be on board having an accurate schedule keeps everyone in the link and if there is some issues...
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...Managing project and multi-cultural organisations The paper version 1. Title page: title of the course, title of the project, number of the group, names of all the team members 2. Short presentation of the project > short summary about our project and for which company BELEN 3. Introduction About the company: Sultana Why we do this project for Sultana / aanleiding ANIQUE 4. Macro analyse SARAH + ANNA Economical Social Cultural Technological Ecological (Political) 5. Meso analyse SARAH + ANNA Sector Competition 6. Internal analyse LINDA Marketing Financial 7. SWOT NADIA 8. Analyse of the trends in flavours etc. ANNA LENA 9. New product design: new flavour (Sultana Special Flavour) + marketing/communication ALL 10. WBS: Planning of activities > See planning special flavour, with which weeks + responsible departments ANIQUE + LINDA 11. WBS dictionary – the description of the activities 12. OBS: organization chart > Zie organogram 13. Responsibility matrix – REAW ANIQUE 14. GANTT ILARIA + ALFRED 15. Cost analysis: See S&G charter: prime costs, revenue, consumer price, trade marge, commercial profit ALFRED First presentation → WBS presentation : activities must be taken → Project charter Maybe we can tell some more 1. Introduction: who we are, for which company, sort about what we are doing 2. Short introduction about the company, Sultana, what company 3. WBS: planning of activities + responsible departments Introduction...
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...2. Risk Treatment 4.Risk management incorporated as activities in project 5. Others 1. Introduction. It should not surprise to anyone that the concept of risk and its identification, management and control risk will be one of the major forces the project stakeholders. We will need to collectively address and acknowledge by all the project stakeholders to the project all exist in an climate of change-and change brings with it one constant :risk. The goal of risk management is to ensure that a suitable risk response mechanism is put in place to reduce the resulting consequences in the project. 2. Standard Used for Risk Management Process. Standard "AS/NZS ISO 31000:2009 is used for this proposed project to mitigating project risk-from concept through to finalisation. 3. Risk Management Plan. 3.1. Risk Register. We have developed a Risk register for the current project. Qualitative risks has been categorised and based on likelihood /their consequences ratings. We have used Table: 1 for the level of Likelihood and Table: 2 for its consequences. Table: 3 the Risk severity Matrix has been used to identify the risk priority of the project. [pic] Table. 1 [pic] Table. 3 3.2. Risk Treatment. Identifying, assessing, analysing and managing risk at the start of the project does mean that Project stakeholders are following due process every time a project is initiated. Because projects manage change from the concept stage through to the finalisation stage...
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...Project code: 9273 M1 Report Word limit/Words Covered: 5000/5079 Research Report Title: LEADERSHIP AND MANAGEMENT ACROSS DIFFERENT CULTURES - HOTEL LEICESTER MARRIOTT, UK http://issuu.com/sanjaykumarguptaa/docs/project-report-recruitment-and-selection-process Table of Contents Introduction 1 Introduction to subject area 1 Background of the study 1 Literature Review 3 Critical evaluation of leadership theories 3 Compare and contrast of leadership style across different cultures 6 Critical evaluation of motivational theories 7 Compare and contrast motivational techniques across different cultures 8 Critical evaluation of theories for managing cultural diversity 9 Secondary research method 10 Primary research method 10 Interview 10 Findings and Discussion 11 Findings from secondary research 11 Managing diversified customers 11 Recommendations and Conclusion 13 Conclusion 13 Recommendations 13 References (Harvard Style) 17 Introduction Introduction to subject area It is a well known fact that success of the hospitality industry depends on the high quality services provided to the customer. It is the responsibility of the leaders to motivate and inspire employees to deliver a higher quality services for the success of the organization. With the increasing globalization, the leaders in the hospitality industry also come across through different challenges. Employees from diverse background...
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...: | An expert's opinion on an issue may be subjective but very accurate. | | | Student Answer: | | True | | | | False | | | | | | | | Points Received: | 5 of 5 | | Comments: | | | | Question 2. | Question : | The simplest method of project screening and selection is developing a list of criteria that pertain to the choice of projects and then applying them to alternatives. | | | Student Answer: | | True | | | | False | | | | | | | | Points Received: | 0 of 5 | | Comments: | | | | Question 3. | Question : | A simplified scoring model addresses all the weakness of a checklist model for project screening. | | | Student Answer: | | True | | | | False | | | | | | | | Points Received: | 5 of 5 | | Comments: | | | | Question 4. | Question : | The most important thing to remember when using project selection models is to be consistent and objective. | | | Student Answer: | | True | | | | False | | | | | | | | Points Received: | 5 of 5 | | Comments: | | | | Question 5. | Question : | Personnel costs comprise one of the highest sources of project expense. | | | Student Answer: | | True | | | | False | | | | | | | | Points Received: | 5 of 5 | | Comments: | | | | Question 6. | Question : | Souder's...
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...of critical activity B is 4 days plus total float of activity C is 2 day and the addition results in 6 days. The latest finish time (LFT) is latest start time of activity plus duration and the formula as below: Latest finish time = Latest start time + Duration We can use the above formula to calculate the LFT of activity C i.e. LST of C is 6 days and the duration is 2 days. Therefore, LFT for this activity is 8 days. The total float is deducting EST and duration from LFT (Furman, J 2011). For example, the LFT of activity F is 19 days, EST is 13 days and duration is 3 days. Total float for activity F = 19 days – 13 days – 3 days = 3 days (Field & Keller 2006) 3. Explain how you determined the project duration and the critical path. Before calculating the project duration, we need to understand what’s...
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...is implemented through projects | C. | Only top management must understand strategy | D. | Project selection should be clearly aligned with strategy | E. | Project management plays a key role in supporting strategy | | 2. | A project selection process that is strongly linked to strategy results in A. | The most profit. | B. | Better utilization of the organization's resources. | C. | More projects. | D. | A larger and more diverse organization. | E. | Stronger core competencies. | | 3. | Which of the following is NOT true about organizational politics? A. | Project managers should not engage in organizational politics | B. | Politics can have a significant influence on which projects receive funding | C. | Politics exist in every organization | D. | Politics can influence project selection | E. | Politics can play a role in the aspirations behind projects | . | 4. | Which of the following terms is often used to denote a project that a powerful, high-ranking official is advocating? A. | Sacred cow | B. | Pet project | C. | Political necessity | D. | Special undertaking | E. | Strategic ploy | | 5. | Why do project managers need to understand their organization's mission and strategy? A. | To reduce project duration and increase the number of projects implemented | B. | So they can make appropriate decisions and adjustments and be effective project advocates | C. | It...
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...MANAGING VIRTUAL PROJECT TEAMS A research project submitted to the faculty of San Francisco State University In partial fulfillment of the requirements for the degree Master of Business Administration by Bryan Rolf Trautsch San Francisco, California December 11, 2003 Copyright (c) 2003 by Bryan Trautsch. CERTIFICATION OF APPROVAL I certify that I have read VIRTUAL PROJECT MANAGEMENT by Bryan Rolf Trautsch, and that in my opinion this work meets the criteria for approving a research project submitted in partial fulfillment of requirements for the Master of Business Administration degree at San Francisco State University. ________________________________________ Dr. Robert C. Nickerson Professor of Information Systems ________________________________________ Dr. Sam S. Gill Professor of Information Systems ABSTRACT MANAGING VIRTUAL PROJECT TEAMS Bryan Rolf Trautsch San Francisco State University Fall 2003 The purpose of the project is to explore the communications and collaborations issues associated with managing virtual project teams. In order to establish a better understanding of the problem, the paper evaluates virtual teams against more traditional collocated teams to provide some background and depth to the research. The method used in the research was in the format of a questionnaire consisting of six questions. The questionnaire was delivered via e-mail to various project managers with virtual project team experience...
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...Brochure ACCA Diploma in International Financial Reporting ACCA Diploma in International Financial Reporting This brochure contains detailed information about the ACCA Diploma in International Financial Reporting (DipIFR). Should you have any questions after reading this brochure, please contact us at BPP Nederland. Contact person : Phone number: e-mail: Iris Calmes MSc RA 020 – 5677823 i.calmes@bppnederland.nl About the ACCA DipIFR The Diploma in International Financial Reporting is an internationally recognised qualification in financial accounting using International Financial Reporting Standards (IFRS / IAS). It is accredited by the ACCA (Association of Certified Chartered Accountants) and is aimed at accounting and finance professionals who already have experience in accounting. The aim of the qualification is to develop knowledge, understanding and application of International Financial Reporting Standards and the concepts and principles which underpin them. The Diploma is ideal for auditors, accountants, finance or tax professionals, who need a comprehensive refresher of IFRS/ IAS or who need to understand and apply the IFRS/IAS. To be eligible to take the Diploma one should: - be a member of an Accountancy professional body, or - have a relevant degree + two years work experience, or - have three years work experience. Overview Who should attend? Why study DipIFR On completion of the Diploma, students should be able to: - understand and explain...
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...PART II: – THE CHANGE ANALYSIS – IMAGES OF CHANGE This part of the project is presenting to readers an analysis of the images of change found in the two companies – Royal Philips Electrical and BMW. A review of the said companies is made and comparison based on their change stories. The image of change possessed by any manager is determined by how best he/she is able to plan, direct and control the organization's resources (human, finances, materials/equipment and time) in the best possible way. Rodger Dean Duncan (2013), maintained that managers of change should be gardeners as he presented it in a sub-heading “ Be a Gardener, Go for Growth; A first tendency of many business people is to fix things. But successful leaders invest energy in growing rather than fixing. They know the organization is a living organism with many interrelated elements capable of extinction or growth. Successful leaders are gardeners, they create a nurturing environment and they cultivate with care.'' The above quotation has given us a clear picture of how managers of change should look like and what they need to do in order to keep the organizations in continuous growth. Therefore, it is necessary to present a critical analysis of change images in organizations which may apply to any situation of management and not limited to any specific organization. 2.1 Review of the changes in each of the case study organizations: 2.1.1 Royal Philips Electronics Company: ...
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...Paper title The role of effective communication in managing Information Technology projects Specific instructions Write academic paper in which you discuss the role of effective communication in managing IT projects. * The paper should be well-researched and conceptualised, drawing on arguments in published books and academic articles. * It should critically discuss the role of effective communication from a broad perspective, paying attention to the implications for team dynamics, management of conflict, dissemination of project briefs, management of meeting, collection and management of information etc. * The paper should cite at least three published books and three journal articles. These sources must be cited in-text and a complete reference list provided at the end of the paper. * It should be written in very formal academic English, with no contractions, clichés, slang, abbreviations, emotive and/or gender insensitive words. * Your arguments and/or claims must be logical and well-developed using sufficient examples and supporting data from your research. You might consider using sub-headings to enhance readability. * Paper should have an abstract of 200words and a methodology section. It should also have a declaration and a content page. * The entire paper should not exceed 12 pages and it should be carefully edited for style and language. * It should be typed in Arial font size 12 with sub-headings in 14. It should be in 1.5 line...
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...N14C31 Managing Projects 01.10.2012 Lecture 1: Introduction to Project Management & WBS Dr Christos Braziotis Christos.Braziotis@nottingham.ac.uk Module Convenor Dr Christos Braziotis Lecturer in Supply Chain and Operations Management Nottingham University Business School, Room B37, South Building Tel: 115 9514026 Email: Christos.Braziotis@nottingham.ac.uk N14C31 – Managing Projects © Christos Braziotis, 2012-2013 – Nottingham University Business School Slide 2 Agenda • Introduction to the Module: – Aims – Resources – Assessment • Introduction to Project Management: – Aspects to consider in Project Management – Work Breakdown Structure N14C31 – Managing Projects © Christos Braziotis, 2012-2013 – Nottingham University Business School Slide 3 Introduction to Project Management N14C31 – Managing Projects © Christos Braziotis, 2012-2013 – Nottingham University Business School Slide 4 • The word “Project” is frequently used N14C31 – Managing Projects © Christos Braziotis, 2012-2013 – Nottingham University Business School Slide 5 • The word “Project” is frequently used N14C31 – Managing Projects © Christos Braziotis, 2012-2013 – Nottingham University Business School Slide 6 What is a Project? – Definitions • A temporary endeavor undertaken to create a unique product or service (US Project Management Institute) • Unique process, consisting of a set of coordinated and controlled activities with start and...
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...Managing and Directing Successful Projects with PRINCE2TM 2 Managing and Directing Successful Projects with PRINCE2TM Written by Andy Murray of Outperform, Lead Author of PRINCE2 this brochure provides an overview of both Managing and Directing Successful Projects with PRINCE2TM. The public consultation comprised of: • Reviewing the Issues Log • A series of workshops/focus groups facilitated by the Best Practice User Group (BPUG) • ‘Champion’ interviews of key users • A series of surveys. More than 170 organizations and individuals provided feedback as part of the consultation process. Analysis of the feedback shows a general consensus for change as follows: • Reduce the size of the manual and improve the style of language (more guidance less instruction) • Integrate with other OGC products • Show linkage to other methods and bodies of knowledge • Provide more guidance on tailoring (particularly for smaller projects) • Include (or reference) the soft aspects of Project Management (e.g. people management, change management, ‘fuzzy’ requirements). Why has PRINCE2 been refreshed? PRINCE2 is often cited as the world’s most widely used project management method. Its success is largely due to it being non-proprietary but also due to the ability of organizations to apply it to a variety of industries, environments and project sizes. Since its launch in 1996, the project management industry has not stood still. The emergence of Agile and iterative approaches...
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...Project Roles and Responsibilities This template can be used to define roles and responsibilities – Below is a few typical examples of the different types of roles involved in delivering a project and their respective responsibilities. Title Project Manager Role The person responsible for developing, in conjunction with the Project Sponsor, a definition of the project. The Project Manager then ensures that the project is delivered on time, to budget and to the required quality standard (within agreed specifications). He/she ensures the project is effectively resourced and manages relationships with a wide range of groups (including all project contributors). The Project Manager is also responsible for managing the work of consultants, allocating and utilising resources in an efficient manner and maintaining a co-operative, motivated and successful team. Responsibilities • • • • • • • • • • • • • • • • • • • • Managing and leading the project team. Recruiting project staff and consultants. Managing co-ordination of the partners and working groups engaged in project work. Detailed project planning and control including: Developing and maintaining a detailed project plan. Managing project deliverables in line with the project plan. Recording and managing project issues and escalating where necessary. Resolving cross-functional issues at project level. Managing project scope and change control and escalating issues where necessary. Monitoring project progress and performance....
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