...[pic] Project Human Resource Plan Template This Project Human Resource Plan Template is free for you to copy and use on your project and within your organization. We hope that you find this template useful and welcome your comments. Public distribution of this document is only permitted from the Project Management Docs official website at: www.ProjectManagementDocs.com Human Resource Plan Company Name Street Address City, State Zip Code Date Table of Contents Introduction 2 Roles and Responsibilities 2 Project Organizational Charts 3 Staffing Management 4 Introduction This section explains the purpose and importance of having a human resources management plan. It should provide a general description of what the plan includes and explain how the project manager and project team can use the plan to help them manage the project effectively. Human resources management is an important part of the Software Upgrade Project. The human resources management plan is a tool which will aid in the management of this project’s human resource activities throughout the project until closure. The human resources management plan includes: • Roles and responsibilities of team members throughout the project • Project organization charts • Staffing management plan to include: a. How resources will be acquired b. Timeline for resources/skill sets c. Training required to develop skills ...
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...PROJ 587 WEEK 6 QUIZ SET Purchase here http://devrycourse.com/proj-587-week-6-quiz Product Description Version 1 1. Questions: (TCO D) As a project manager, dealing with conflict is part of the job. There are many sources of conflict; one source that is often overlooked is the manager. Based on the Week 4 reading and lecture, what major ways do people deal with conflict? Share a personal experience of conflict and how you dealt with the situation. 2. Questions: (TCO E) In order to have a high-performance team you must first recognize the qualities of a high-performance team. Describe at least five qualities of a high-performance team and then what can be done to develop those qualities in a team. 3. 3. Questions: (TCO F) The PMI® Code of Ethics is made up of four areas: responsibility, honesty, respect, and fairness. Discuss the area of responsibility and what it means for you, the project manager. 4. Questions: (TCO F) When developing a stakeholder matrix, the portfolio manager must look at the portfolio governance in order to complete the stakeholder analysis. In your own words, what is the role, interest and expectations of the governance? Version 2 1. Question: (TCO D) As a project manager, dealing with conflict is part of the job. There are many sources of conflict; one source that is often overlooked is the manager. Based on the Week 4 reading and lecture, what major ways do people deal with conflict? Share a personal experience of...
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...PROJ 587 WEEK 6 QUIZ SET Purchase here http://www.proprofs.com/training/course/?title=proj-587-week-6-quiz Product Description Version 1 1. Questions: (TCO D) As a project manager, dealing with conflict is part of the job. There are many sources of conflict; one source that is often overlooked is the manager. Based on the Week 4 reading and lecture, what major ways do people deal with conflict? Share a personal experience of conflict and how you dealt with the situation. 2. Questions: (TCO E) In order to have a high-performance team you must first recognize the qualities of a high-performance team. Describe at least five qualities of a high-performance team and then what can be done to develop those qualities in a team. 3. 3. Questions: (TCO F) The PMI® Code of Ethics is made up of four areas: responsibility, honesty, respect, and fairness. Discuss the area of responsibility and what it means for you, the project manager. 4. Questions: (TCO F) When developing a stakeholder matrix, the portfolio manager must look at the portfolio governance in order to complete the stakeholder analysis. In your own words, what is the role, interest and expectations of the governance? Version 2 1. Question: (TCO D) As a project manager, dealing with conflict is part of the job. There are many sources of conflict; one source that is often overlooked is the manager. Based on the Week 4 reading and lecture, what major ways do people deal with conflict? Share...
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...Project Management Plan Horace Bethea, Nicole Brown, Eric Cornick, Robin Evans, and Kristi Longstreet CPMGT/301 November 19, 2012 Steven Chardon-Strunk Project Management Plan Because of strict accreditation regulations and laws related to Title IV of the Higher Education Act of 1965 for institutions offering federal financial aid, an organization cannot offer traditional sales bonuses for employees who enroll students. Recently there has been a decline in employee morale. Senior management thinks that a new employee incentive program may boost employee morale (University of Phoenix, 2012, para. 3). This paper will include the work breakdown structure, activities, the sequenced activity diagram, a human resources plan, and a communication plan. The communication methods identified in the communication plan will be evaluated by identifying the communication tools and techniques most effective for the audience, and an explanation of why the methods of communication identified are most effective. The objective to this project management planning process is to successfully implement an employee incentive program within the university to boost employee morale that has declined because of the changes in compensation structure. Although the university cannot control what laws and regulations are changed governing federal financial aid, the university must abide by the changes to keep their accreditation. The university...
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... COURSE TITLE: Project and Change Management COURSE NUMBER: IST 7060 TEXT BOOK: Project Management, the Managerial Process. 6thEdition. Author Erik W. Larson & Clifford F. Gray OFFICE HOURS/METHOD OF CONTACT: I do not have an office on campus but can be reached in the evening using blackboard. I also respond to e-mails within 24 hours of receiving them. My e-mail address is: debra.x.gordon@wilmu.edu PREREQUISITE: IST 7000, IST 7020, and IST 7040 1. COURSE DESCRIPTION This course focuses on managing projects within an organizational context, including the processes related to initiating, planning, executing, controlling, reporting, and closing a project. Project integration, scope, time, cost, quality control, and risk management are also explored. Other areas covered in the course are: managing the changes in organizations resulting from the introduction or revision of information systems, identifying project champions, working with user teams, training, documentation, and the change management role of the IS specialist. 2. RATIONALE This course integrates two major related topics, project and change management. As projects evolve and implementation strategies are developed, the role of change management becomes critically...
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...PROJECT MANAGEMENT By Michael Harding Roberts Table of Contents Chapter 1 - Introduction and Principles .............................................................................. 1 Chapter 2 - Projects and Stages ........................................................................................ 4 Chapter 3 - Roles and Responsibilities ............................................................................ 27 Chapter 4 - Project Definition ........................................................................................... 45 Chapter 5 - Risk Management ......................................................................................... 57 Chapter 6 - Estimating ..................................................................................................... 66 Chapter 7 - Planning ........................................................................................................ 79 Chapter 8 - Stage Agreement ........................................................................................ 101 Chapter 9 - Project Support ........................................................................................... 110 Chapter 10 - Tracking, Controlling and Reporting .......................................................... 122 Chapter 11 - Change and Issue Management ............................................................... 144 Chapter 12 - Quality Management ......................................................................
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...Running head: ROLES AND RESPONSIBILITIES PAPER Roles and Responsibilities Paper Don Weiser University Of Phoenix Roles and Responsibilities Paper In this paper I will discuss the roles and responsibilities of a project manager and select a project I do on a regular basis. Project Manager The Project Manager is responsible for directing the projects resources; developing the project plan; and ensuring that the project is completed on time, within budget, and with acceptable quality. The manager also plays a primary role interfacing and coordinating with customers and management. The project manager: Ensures the overall success of the project. Applies lessons learned from recent projects. Manages to project priorities. Acts as a catalyst to resolve project problems and conflicts, escalating when necessary. Assesses strengths and weaknesses at project completion, and applies knowledge gained to his or her next project. Ensures that impacted teams are involved and informed as early as possible in the project management process. Project team members The Project Team Members are responsible for performing the work to accomplish the project objectives. The team members may be drawn from within, or outside of the company.Each team member will have responsibilities assigned by the project manager.Project team members report directly or inderectly to the project manager. Chosen Project: I am going to...
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...PROJECT FEASIBILITY DOCUMENT |Project name |insert project name | |Release |Draft/Final | | |Date: | |Author: | | |Project | | |Director: | | |Project | | |Champion: | | |Accountable | | |Body: | | |Executive Summary ...
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...OM03 PROJECT MANAGEMENT Assignment – I Assignment Code: 2014OM03A1 Last Date of Submission: 15th April 2014 Maximum Marks: 100 Attempt all the questions. All the questions are compulsory and carry equal marks. Section‐A 1. a) What is the difference between project management and project portfolio management? b) Discuss the qualities of an effective project manager. 2. a) What are the phases of project life cycle and how does it differ from product life cycle? b) How IT projects differ from other projects? Discuss. 3. a) Why a project needs to be managed? b) Define the role, responsibilities & characteristics of a project manager. 4. Describe different types of project selection criterion. Discuss various qualitative and quantitative methods for selection of projects. 5. Section‐B Case Study A project manager obtained the following data relating to a project. Activity Sequence 1 – 2 1 – 3 1 – 4 2 – 5 3 – 6 3 – 7 4 – 6 5 ‐ 8 6 – 9 7 – 8 8 – 9 Estimated time...
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...Project Vision, Objectives and Scope The organization consists of a team of experienced accounting professionals providing clear and relevant advice in a timely and professional manner. Its approach is to deliver an integrated solution by tapping into various years of experience and expertise to deal with everyday challenges. Vision The vision of the project is to increase productivity, minimize errors and improve clients’ satisfaction by implementing an Enterprise Solutions that will help simplify the accounting processes and still have the ability to generate the information needed to make informed business decisions. The project is intended to support the planning, oversight, and implementation of QuickBooks Enterprise Solutions and to establish a structure to maintain the accounting functions and payroll with system/data interfaces, tables, and codes. The project will provide planning, analysis, programming, data updates, testing, documentation, software quality assurance and implementation support to ensure that this software provides continued relevance to the accounting department of the organization (Horne, 2011). Objectives The objectives of the project include the following 1. Support and improve the current operations in the organization. 2. Improve efficiency of delivery systems, 3. Reduce product costs. 4. Improve the company’s market position and future prospects. Scope Statements The Project...
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...Water Worx Hydrotherapy Water Worx Hydrotherapy Table of Contents Introduction 1 Project Objectives 1 Benefits 1 To the patients: 1 To the Gym: 1 To the Owner: 1 To the Doctor/Clinic: 1 Measures of Success 2 Summary Scope 2 Project scope 2 Product (service) scope 2 Project deliverables 3 Project schedule 3 Work Break down analysis: 3 Time line of Schedule: 3 Work breakdown structure: 4 Project cost 5 Stakeholders and Role players 6 Stakeholders 6 Role-players 6 Project Assumptions 6 Facility 6 Patients 6 Cost 6 Personnel 6 Risks 7 Client 7 Pool 7 Business 7 Biokineticist 7 References 7 Introduction Our business, Water worx, will be based on combining biokinetics and hydrotherapy in order to open a practice on the premises of an existing gym. The biokineticist will be the owner of Water worx and Water worx will be renting a heated pool from the gym. Water worx will recruit patients from the gym’s existing patient data basis as well as references from doctors and clinics. Hydrotherapy is a therapy based on the external use of water to treat a variety of physical disabilities, rehabilitation and improving ones overall wellbeing. It is a therapy that has been used for these benefits through the ages and has been proved to be very effective. It involves performing exercise in the water and is especially beneficial for people struggling with weight bearing activities, due to sprains, arthritis, recent fracture...
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...PROJ 410 Week 1 DQ 2 To Buy This material Click below link http://www.uoptutors.com/proj-410/proj-410-week-1-dq-2 A project manager and a contract manager are both needed to administer a procured project or process. If you were the project manager, how would you work with a contract manager to ensure a successful procurement? In answering this question, consider such issues as, at what point you would want to get the contract manager involved in the project, what areas of the contract you would want to be his or her responsibility, how much and what types of communication you would want the seller (i.e., the contracted firm) to have with the contract manager, and who would handle conflicts that might arise with costs, schedules, or scope. Please remember to answer all components of the question. What are the differences between the project manager and contract manager? What knowledge should a project manager have and what knowledge should a contract manager have to perform the jobs? What do you think about hiring a project manager (PM)? What steps might you take to find the right contractor and project manager? Price used to be the main object, now we want a “buy best value” concept where price is just one factor. We also look at past performance, management, etc. What examples do you have about the way you contract your work? What are the six steps you would take in the project procurement management? In this era of cost containment and reduced budgets, we have seen...
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...1) Draw the network diagram (use activity on the node). (8 marks) [pic] 2) Explain how you determined the timing of activities and the total float. (6 marks) Earliest start (ES) is defined as the earliest possible time that a task can begin. Predecessors are completed before an activity can begin. The latest start time (LS) is the latest time that a task can begin without delaying the entire project. For critical activities, the earliest start time and the latest finish time are equal; their total float is zero. On the other hand, Earliest finish (EF) is the earliest possible time that a task can be completed. It is computed as; earliest start time + activity duration. On the other hand, Latest finish (LF) is the latest time that a particular task can be completed without delaying the completion of the entire project. Latest finish time is computed as the latest start time + activity duration. With respect to start times, an activity is regarded to be critical if the earliest finish and latest finish times are equal. Total float (TF) is computed as the difference between the earliest start time (ES) and the latest start time (LS). This is equal to the difference between the latest start time (LS) and the latest finish time (LF). In summary, Total Float, TF = LS-ES = LF-EF Calculations are summarised in the table below. Note that; Total Float (TF) = Latest Finish Time (LF) – Duration – Earliest...
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... • Centralized structure: Decision-making happens from leadership. Mid-level managers carry little responsibility towards accepting product changes. • Informal structure: “Doing things collectively and informally just doesn't work as well as it used to.”. This would not work for a company of 800 employees. • Products are going to production before they are fully developed; under pressure from sales to get out the unit- this hinders the entire process. • Incorrect use of specialists: Engineering services employees are used below their capacity to contribute and are denied functions they could be performing. Solution Statement: The solution to the problem we have identified is to implement a matrix organization structure to increase coordination. • Matrix structures endorse flexibility, encouraging an environment that deals better with adjusting to change. Functional areas maintain a stock of talented employees to meet projects' requirements. • Mutual adjustment is the primary means of coordination within the upper layers of a matrix structure, and decision-making is decentralized among matrix managers. • A matrix structure will create more standardization resulting in integrated work activities. • Resource co-ordination: functional managers focus on hiring, training and managing employees in their departments, while project managers can focus on achieving the goals of their specific projects or products. • Specialization: Instead of being good at a variety of tasks, specialized...
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...Assignment 03 ‐ PROJECT MANAGEMENT PLAN CHALLENGE The Project Management Plan (PMP) is the project document that clearly defines the project and forms its baseline guidance document for the duration. The PMP is typically the first document to be prepared by the project team once the project has been approved; as such it follows the Project Charter approval. A key to a successful PMP is that the Project Manager must ensure that the stakeholders play key roles in its development. The PMP establishes the overview of many of the key project management plans that will be more fully developed later. By learning how to create an effective Project Management Plan, you will better understand its content and its role when acting as a Project Manager. OBJECTIVES 1. 2. 3. To demonstrate an understanding of how to develop effective Project Management Plan (PMP). Understand the content requirements of a typical Project Management Plan (PMP). Develop a Project Management Plan (PMP). Project "Home Sweet Home" Scenario Now that Mary‐Jo and Bobby Doe are happily married, the newlyweds have decided to build their very own dream house. They have asked you (the renowned Project Manager!) to help them to prepare a Management Plan for this very important Project. Based on a simplified list of project activities (see table below), your task is to prepare a Project Management Plan. Options: ‐ If you would like to submit a Project Management Plan based on a "real" project from your ...
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