....0 INTRODUCTION Success of organization is depends on its effective management system. Every organization will use different method of management systems to apply in organization. Every organization must hired flexible and high credibility person to serve as a managers. This is because, managers is a person who will influence organization productivities especially workers. They will look their managers as their role model in work, as a friend and etc. So, we had interviewed for a manager to know more of his job and which skills he used in organization. Mister Jaunis Bin Kamin is a construction manager for the Sabah team project under Jabatan Kerja Raya Malaysia(JKR). JKR is important department for Malaysia development. His is 42 year old and come from Ranau Sabah. He already married and his missions in life is ‘to improve knowledge every single of time, to achieve target must put effort’. In 1981-1983,he was studying in Sekolah Menengah Kebangsaan Mat Saleh Ranau from form 1 until form 3. He has continued his study for form 4 until form 5 in Sekolah Menengah Kebangsaan Sains Bukit Padang. In 1989,he has taking Diploma’s in Architect at Universiti Teknologi Malaysia, Johor. he also has continued his studied in Degree’s in Architect also at same university in1997-2000. In 1989-1999,he has work as Designer at Supervision Site Office in architect firm at Kota Kinabalu. After that ,in 1999 he started worked for JKR head office in Kuala Lumpur. Then, he worked as...
Words: 4794 - Pages: 20
...Operations Management Paper An operations manager is someone who watches over the day to day process of a business and has a certain role in that business. In this paper I will define what the role of an operations manager would be in a company. I also want to talk about how the use of a project manager is useful in a business. I will also state some jobs that an OM should be doing in order to be successful. I also want to talk about how and what a manager is. They are first and foremost a leader. We will explore what a leader is and how they are good at their job and the tools that they need in order to be successful at their job. When we look at a business what do we see? We see roles that are clearly defined. So let’s look at job where we see those roles and how an OM would be someone who can manage these people. What is the main purpose of an operations manager? They are someone who enforces and upholds the management process and that consists of planning, organizing, staffing, leading, and controlling. (Heizer and Render. Pg 7). We will talk about this in further detail and I will explain how I do this in a company. The job of a manager is not just his duties and his roles within the company but it is his responsibility to be a good leader and there is a lot more to it than just giving orders and good leader is someone who inspires others to follow. What is a manager’s responsibility? Well they need to be able to accomplish certain tasks through their...
Words: 1912 - Pages: 8
...a major role in managing a project. The project manager needs to know the subject to some degree and have a good idea as to what types of resources are available to complete a project. A project manager also needs to have a good idea of what steps should happen to manage a project from start to finish. Experience is the only thing that can help really refine the process and to allow a process to come in most economically. The need to ask the right questions comes from repetitively working on projects. Knowing what to ask and how to ask questions of the receiving parties takes skill and practice. Just asking the question and not being able to analyze it for the real meaning takes someone who can interpret what people are really trying to say. A project manager needs to know how to break out the work for a project. A seasoned person will already have a good idea of what tasks need to happen and in what order they need to be happen in. This person will be able to estimate time and costs associated with each task with much greater accuracy. Experience can help but experience could also be a detriment when calculating these items. If the project manager a bad experience on a previous project where everything went wrong he or she may be prone to pad the time and costs too much which could make the reality of the project too costly and/or time prohibitive. These past experiences a seasoned project manager has had with projects can affect more than their...
Words: 765 - Pages: 4
...Q1 : What are some of the major problems facing the management of Hyten in accepting Formalized Project Management ? There are many problems faced by Hyten Corporation due to accepting Formalized Project Management. One of the problem is trying to decide whether to hire from within or outside the organization. As mentioned by Jason Finney (Assistant Director of Presonnel), Hyten should stop hiring from outside the organization as there are many competent people within the organization who possess MBA degrees in System or Project Management and the familiarity with the company. In his opinion, this would actually be an advantage to the organization. Also, if Hyten continues to hire outsiders, it would create some distention from the current employees. Competent people at Hyten will start filtering to places of new employment. Sue Lyons (Director of Personnel) agreed with Jason that filtration will take place if personals from outside the organization were hired to manage Projects. Also, Hyten can expect backlash from people who have to teach employees their new roles . According to John Rich (Director of Engineering), there is no need to “change a winning combination” as the implementation of Project Management would “mess things up”. In his view, the current system at Hyten has a good chain of command and the new matrix would only create problems. The main problem addressed by John is that the Engineering Department is a very technical...
Words: 3211 - Pages: 13
...of a municipal project is 12 Month, in that case is the responsibility of the project manager in the municipality to make sure that for them to get cost effective time management they must apply project time management. A subset of project management that includes the processes required to ensure timely completion of the project. It consists of activity definition, activity sequencing, activity duration estimating, schedule development and schedule control Project time management with PMBOK consists of six main processes. The first of these processes is in the definition of activities and action items. Project managers must identify the tasks to be undertaken during the project life cycle. Without the definition of activities and action items, there is nothing to schedule. Methods used to define activities during this process include decomposition and utilization of templates. Decomposition is a breakdown of milestones into action items. The templates may come from previous activities or previous projects. The second process in time management is the sequencing of activities. This process involves the mapping of task dependencies. To do this, project managers will require preceding documents. Tools for this activity include the precedence diagramming method, the arrow diagramming method and other methods for diagramming dependencies. The output for this process is the network diagram. PROJECT COST MANAGEMENT The municipality must have a value for money to make sure that the use...
Words: 3603 - Pages: 15
...sales had increased to almost $55 million. However, in 1996 competition from larger manufacturers and from some Japanese and German imports made itself felt on Photolite’s sales. The company did what it could to improve its product line, but due to lack of funds, it could not meet the competition head-on. The company was slowly losing its market share and was approached by several larger manufacturers as to the possibility of a merger or acquisition. Each offer was turned down. During this time period, several meetings took place with department heads and product managers regarding the financial health of Photolite. At one of the more recent meetings, John Benet expressed his feelings in this manner: I have been offered some very attractive buyouts, but frankly the companies that want to acquire us are just after our patents and processes. We have a good business, even though we are experiencing some tough times. I want our new camera lens project intensified. The new lens is just about complete, and I want it in full-scale production as soon as possible! Harry Munson will be in charge of this project as of today, and I expect everyone’s full cooperation. This may be our last chance for survival. With that, the meeting was adjourned. ROJECT INFORMATION The new lens project was an innovation that was sure to succeed if followed through properly. The innovation was a lens that could be used in connection with sophisticated camera equipment. It was more intense than the...
Words: 2062 - Pages: 9
...Chapter 1 An Introduction to Project, Program, and Portfolio Management LEARNING OBJECTIVES After reading this chapter, you will be able to: Understand the growing need for better project, program, and portfolio management Explain what a project is, provide examples of projects, list various attributes of projects, and describe project constraints Describe project management and discuss key elements of the project management framework, including project stakeholders, the project management knowledge areas, common tools and techniques, and project success factors Discuss the relationship between project, program, and portfolio management and their contribution to enterprise success Describe the project management profession, including suggested skills for project, program, and portfolio managers, the role of professional organizations like the Project Management Institute, the importance of certification and ethics, and the growth of project and portfolio management software 2 OPENING CASE Doug Milis, the Chief Executive Officer (CEO) of Global Construction, Inc., was summarizing annual corporate highlights to the board of directors. Like many other large construction companies, they had a very difficult year. They had to scale down operations and let some employees go. When one of the board members asked what he was most proud of that year, Doug thought for a few seconds, and then replied, “Excellent question, Gabe. Honestly, I think the main reason we survived this...
Words: 12765 - Pages: 52
...several years. In addition to various lab personnel who would be used as needed, the contract mandated that a senior chemist be assigned for the duration of the project. In the past, the senior chemists had been used mainly for internal rather than external customer projects. This would be the first time a senior chemist had been assigned to this client. With only four senior chemists on staff, the project manager expected the resource negotiation process with the lab manager to be an easy undertaking. Project manager: "I understand you've already looked over the technical requirements, so you should understand the necessity for assigning your best senior scientist." Lab manager: "All of my senior scientists are good. Any one of them can do the job. Based upon the timing of your project, I have decided to assign John Thornton." 238 DUCOR CHEMICAL Project manager: "Just my luck! You assigned the only one I cannot work with effectively. I have had the misfortune of working with him before. He's extremely arrogant and unpleasant to work with." Lab manager: "Perhaps so, but he got the job done, didn't he?" Project manager: "Yes, he did. Technically, he is capable. However, his arrogant attitude and sarcasm produced a demoralizing atmosphere for my team. That project was about three months in length. This project is at least a year. Also, if follow-on work is generated, as I expect it to be, I'll be...
Words: 1101 - Pages: 5
...between the project manager and line managers when project manager focuses only on the best interest of his/her project and the line manager is expected to make impartial company decisions? 2 Recognizing the challenges 2 Who should have more of a say during negotiations for resources: the project manager or the line manager? 5 How should irresolvable conflicts over staffing between the project and line managers be handled? 6 Should an external customer have a say in project staffing? 7 How do we remove an employee who is not performing as expected? 7 Should project managers negotiate for people or deliverables? 8 References 9 How do we create a partnership between the project manager and line managers when project manager focuses only on the best interest of his/her project and the line manager is expected to make impartial company decisions? Base on Robert Sutton express, a management science and engineering professor at Stanford University who is the author of Good Boss, Bad Boss, having more than one boss is absolutely normal in these days. “As you to go to a matrix structure, you can easily have between one and seven immediate supervisors,” he expresses (Lawson, 2005). Adam Grant who is an associate professor at the University of Pennsylvania’s Wharton School and co-author of “The Hidden Advantages of Quiet Bosses,” agrees. “As companies continue to flatten, organize work around specific projects, and use temporary teams to complete projects, many employees...
Words: 2884 - Pages: 12
...years. In addition to various lab personnel who would be used as needed, the contract mandated that a senior chemist be assigned for the duration of the project. In the past, the senior chemists had been used mainly for internal rather than external customer projects. This would be the first time a senior chemist had been assigned to this client. With only four senior chemists on staff, the project manager expected the resource negotiation process with the lab manager to be an easy undertaking. Project manager: “I understand you’ve already looked over the technical requirements, so you should understand the necessity for assigning your best senior scientist.” Lab manager: “All of my senior scientists are good. Any one of them can do the job. Based upon the timing of your project, I have decided to assign John Thornton.” Ducor Chemical 237 1321.ch05 11/3/05 9:14 AM Page 237 Project manager: “Just my luck! You assigned the only one I cannot work with effectively. I have had the misfortune of working with him before. He’s extremely arrogant and unpleasant to work with.” Lab manager: “Perhaps so, but he got the job done, didn’t he?” Project manager: “Yes, he did. Technically, he is capable. However, his arrogant attitude and sarcasm produced a demoralizing atmosphere for my team. That project was about three months in length. This project is at least a year. Also, if follow-on work is generated, as I expect it to be, I’ll be stuck with...
Words: 1138 - Pages: 5
...1a The definition of project. Project is temporary endeavor with a defined beginning and end, undertaken to meet the unique goals and objectives, usually to bring beneficial change or added value. It is a complex, non-routine, start date, specific objectives and conditions, clarify responsibilities, budget planning, a fixed end date, and participatory activities. The project's main goal is to meet customer needs, and carefully planned in order to achieve a specific purpose. To defining a project, its describes a discipline, structured method for selectively collecting information to use through all phases of the project life cycle, to meet the needs of all stakeholders, and to measure performance against the strategic plan of the organization. There are five generic steps for developing a project plan: Defining the Project Scope Project scope is a definition of the end results of a project, mainly is to define as clearly as possible. Project Scope describes what is the expectations to delivered when the project complete, it should define the results to be achieved in specific, tangible and measurable terms. To ensure that scope definition is complete, there is a checklist: Project objective The first step of project scope definition is to define the overall objective to meet the needs. Deliverables The next step is to define major deliverables. Milestones A milestone is a significant event in a project that occurs at a point in time. It should be natural...
Words: 3655 - Pages: 15
...Term Paper RESON: MAKING DEVELOPMENT TEAMS ACCOUNTABLE FOR SHORT PROJECT CYCLES: Case Study by XXXXX XXXXXX Professor XXXXXX XXXXXX University January 30, 2015 Content Company Background 2 Company’s Structure and Strategies 3 Specific Problems 3 RESON’s shared philosophy 4 Reson: All focus on time 5 Reson: project in 1998 5 Grounded 5 Recommendation 6 Conclusion 8 References 9 RESON: MAKING DEVELOPMENT TEAMS ACCOUNTABLE FOR SHORT PROJECT CYCLES Company Background Reson Company was found in Denmark in 1976. The company...
Words: 3019 - Pages: 13
...T. Project CEO – Yes, succession planning. Project Manager – How so? President & CEO – I experienced professional growth in the company, and I suspect that others would like to grow in that same manner. I would have liked a defined career path and the ability to track my progress for meeting the requirements. Knowing where the openings are and what skills it takes to fill the positions would have made it much easier to advance. Project Manager – I understand. It seems the system tracks the answers in performance reviews as well as the training courses each employee completes. President & CEO – Yes, exactly. Those records would be entered into the system by the employee. Each employee could see progress in the system and plot a course. I know everyone does not want to be the president of the company and are content in the current role, but those that want to grow will stay with the company instead of leaving to grow elsewhere. Project Manager – I appreciate your time. Is there anything else you would like to share? President & CEO – Yes. We have had great success with the financial integration, and I expect a full six months more of savings than was originally calculated due to the time savings in the automatic calculations. The people time saved with calculation speed in the system was near to six months less time required for reaching the return on the investment point. The automatic calculations make the time a bit more in savings. Project Manager – Thank...
Words: 1982 - Pages: 8
...2. Strategic goals: The goal is to increase Joes Fish Shack restaurants costumer service measures by 10% within 12 months. 3. Work area and performance issue: Work area is Joes Fish Shack restaurant in Fremantle, WA. The restaurant is quite big. It can seat over 400 people. There is a deck with a beautiful view to the river. Restaurant seats about 150 people. They have a big restaurant area, function room and outside area. It is very busy in summer and usually fully booked on weekends. In winter time is quieter. The restaurant hires mostly backpackers. The owner doesn’t interrupt in the restaurant business and gives the main manager “Joe” the freedom to make the important decisions. All the kitchen staff and managers are sponsored. That means that they will work there longer so it is quite stable. On the floor they have 4 floor managers. One is local and three are sponsored. All the waiters are overseas students or...
Words: 3026 - Pages: 13
...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 ......................................................................
Words: 93619 - Pages: 375
