Project Management Proof Reading and Paper Editing Services

Project Management Oz Assignments

Project Management Proof Reading and Paper Editing Services

1 Tips for reviewing and analysing projects for identifying improvements

For successful identification of improvements it is necessary to ensure that all the advantages are realised and understand the additional advantages that can be accomplished. For conducting an effective analysis and review it is necessary to ask for openness that is, emphasizing on the significance of being honest and open as well as ensuring the fact that people are not getting punished for openness. Second step is the description of happenings in objective terms and next to focus on developments (Bowers & Khorakian, 2014). The next step is document procedures and practices leading towards the success of projects anddecision makingrecommendations for their application to similar projects in future. For reviewing the project paying attention to unknowns can increase risk implementation and therefore thorough lookout for this is highly recommended. The purpose of any project is focusing on future projects and not assigning blame for the past happenings. Moreover, it is also necessary to look upon both negative and [positive lessons of a task.

Conducting gap analysis is extremely important in this relation where it is important to project charter review for the evaluating how well original objectives are matched with project objectives. Review of expected deliverables is essential for ensuring whether acceptable substitutes are in place or whether an accepted quality level is accomplished. In this relation determining the achievement of goals, satisfaction of stakeholders, project benefits and costs, identification of furtherbusiness developmentareas, learned lessons, reporting recommendations and findings are also important.

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2 Difference between mentoring and coaching

According toFleming & Koppelman(2016), coaching is task oriented and mentoring is mainly relationship oriented. Mentoring seeks safe environment where mentee are responsible for sharing issues that impacts personal and professional relationship. Coaching is short term that is; a coach is responsible for involving with coached for short period. On the contrary, mentoring requires long time for the success of both partners in learning each other and building a trust and secured climate. The purpose of coaching is responsible for the performance of individual involving achievement of new skills or polishing of existing skills. Mentoring asHornstein(2015) argued is responsible for the development of individual not only for present job also for the future. Coaching does not need any design whereas mentoring needs a specific designing phase.

3 Ways for assigning responsibilities to teammembers

Team leaders need to consider certain factors for assigning responsibilities   to the team members while assigning responsibilities. First it is necessary for team members to understand their responsibilities as well as their team mates’ (Lorinkova, Pearsall & Sims, 2013). This, then proceeds to understand the ways through which roles are interrelated in the accomplishment of the goal of whole tem and having authority for coordinating functions with teammates. It is necessary to make team members clearly aware of expectation from certain project otherwise the whole project management process will go in vain.

4 Negotiation process descriptions

According toMir & Pinnington(2014), negotiation happens at anytime in the program or project and can be informal or formal in nature. Negotiations skills are effective in case of contract management, stakeholder management, requirements management and conflict management. Skills for good negotiation include ability for setting limits and goals, having emotional control, excellent skills for listening and verbal communication along with the knowledge of how and when to finish negotiation. Competitive negotiation considers getting the best deal despite of interests and needs and there are possibilities for the winner to take everything in such negotiation (Martinsuo, 2013). Collaborative negotiation on the other hand, refers to a win-win scenario and this approach is responsible for having best results, assists in long term relationship building by optimizing possibilities for conflict.

The process of negotiation consists of certain phases like planning, discussing, bargaining, proposing, review and agreement. Planning refers to preparation by gathering information, setting goals and ensuring their accordance with tolerance is equally important (Northouse, 2015). Discussing consist of certain phases like listening, questioning, probing, regular paraphrasing and checking the understanding. Proposing necessitates clear and open communication and bargaining prepares for the trade-offs. In agreement written records must be taken along with the review on resolution and its results must be communicated with all parties.

5 Qualities of a good leader

An efficient project leader needs to possess effective vision regarding the way for articulating them. Visionaries are responsible for thriving on change and drawing new boundaries. Lack of communication often is responsible for the failure and therefore a project manager is required to effectively communicate with team regarding the goals, objective and outcomes of project. The project manager needs to possess honesty and integrity for setting his actions as examples for the team members. Enthusiastic leaders integrate optimism among members enhancing their passion and effort towards successful accomplishment of project (Pemsel & Wiewiora, 2013). Empathy and competence are essential features which cannot be defined as the competence of leader in concerned skill rather successfully leading others. The leader needs to understandprofessional skillsor potential of his team and keep their mind calm under stressful circumstances. Team building abilities through the provision of substances for grasping a strong hold on team is another essential feature of leader along with problem solving capabilities.

6 Required human resources and skills, abilities and experience level required for successful   fulfilment of the task considering time and quality requirements for Software upgrade project

Human resource management is one of the most significant parts in the context of software upgrade project. For the management of human resources several plans can be adhered to that is responsibilities and roles of team members across the project, charts of project organisation, timeline for skills or resources, required training for developing skills as well as reward and recognition system (Ramasesh & Browning, 2014). The purpose of this plan is to accomplish success through ensuring the accomplishment of appropriate human resources with resources, necessary skills and resources if some gaps are identified in this relation. In Software Upgrade Project responsibilities and roles of human resource managers are essential aspects for success.

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Project managers secure first position in human resource management and are responsible for its success. PM is required to approve and authorize all expenditures associated with project. He is responsible for approving ensuring that established criteria are meeting through work activities and he is liable for reporting the status of project and evaluating team members’ performance as well as communicating that with functional managers. Thus, PM needs to possess certain skills like management, scheduling, and budgeting as well as effective communication (Svejvig & Andersen, 2015).

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The next position is secured for design engineer, responsible for gathering the requirements for coding, upgrading design and testing of upgraded software. Design engineer must possess proficiency in html programming, Java programming languages and C++. Implementation manager is responsible for implementation, monitoring and distribution of new upgrade in software. IM manager needs to report the status to PM regarding the management plan for project communication. For the management of network architecture IM needs to be proficient. Training Lead associates with the training of network users and giving training status to the PM. Functional Managers contribute towards resource providing for project according to project staffing plan. Conducting performance appraisals is also the responsibility of functional managers based on PM’s feedback.

Ways for delegating tasks

  • Phase management: Here an effective project initiation document needs to be provided based on sign-off requirements and project deliverables.
  • Planning: High level of planning needs to be implemented ensuring the possession of right resources, people, supporting tools and methodologies for each phase offinancial planning.
  • Control: This phase is associated with controlling issues, costs and scope as well as time management, benefits and risks.
  • Team management: In this phase appropriate support and training are required based on specific needs. Additional complexities are required to be adhered.
  • Communication: Clear communication needs to be implemented with different stakeholders, team members as inadequate communication contributes towards failure of the project (Turner, 2016).
  • Procurement and integration: Hiring third parties may require and their management is essential part of procurement management and in integration process it is important to interface with functions.

7 Planning development session and group training ensuring all workers are confident and capable of performing jobs safely and effectively

Training and development session are responsible for the use of resources and activities for guiding a group towards achievement of specific outcome. This ensures the fact that expected outcomes of project are fulfilled effectively and developing the knowledge of people. Training is similarly identified as elemental in Software upgrade program and required funding is needed in this context too. For effective development of training the first step is to define learning objectives. This step is associated with the discussion of specifying what is required from trainees and determining how to measure them. The second step is clarification of key topics as well as related concepts. In this phase the team is going to emphasize on certain central ideas or skills as stated byWheelan(2014).

Moreover, the project manager needs to explain clearly for reaching the objectives of project.  The third step is organising material. Fourth step is linked with planning techniques for presentation. Certain activities are required to be adhered to in this relation like lectures, discussions, demonstrations, online learning and role play. Demonstrations and discussions work at its best when the steps of procedure are discussed clearly and trainees can be accompanied with online learning for gaining practical experience.

Role play ensures that trainees are conducting new skills in simulated environment and gaining the feedback of other participants. Small group teaching is associated with clarifying learners regarding their clear understanding of new information for explaining this to other in own words as well as answering questions (Martinsuo, 2013). The next step in training and development process is including evaluation that is, checking that team members have understood key points. The final step is thinking about timing. Some skills are going to take more time for mastering than others and this required time needs to be understood in order to allow extra time.

Reference List

1. Bowers, J., & Khorakian, A. (2014). Integrating risk management in the innovation project. European Journal of innovation management, 17(1), 25-40.

2. Hornstein, H. A. (2015). The integration of project management andorganizational behaviourchange management is now a necessity. International Journal of Project Management, 33(2), 291-298.

3. Lorinkova, N. M., Pearsall, M. J., & Sims, H. P. (2013). Examining the differential longitudinal performance of directive versus empowering leadership in teams. Academy of Management Journal, 56(2), 573-596.

4. Martinsuo, M. (2013). Project portfolio management in practice and in context. International Journal of Project Management, 31(6), 794-803.

5. Mir, F. A., & Pinnington, A. H. (2014). Exploring the value of project management: linking project management performance and project success. International journal of project management, 32(2), 202-217.

6. Northouse, P. G. (2015). Leadership: Theory and practice. London: Sage publications.

7. Pemsel, S., & Wiewiora, A. (2013). Project management office a knowledge broker in project-based organisations. International Journal of Project Management, 31(1), 31-42.

8. Ramasesh, R. V., & Browning, T. R. (2014). A conceptual framework for tackling knowable unknown unknowns in project management. Journal of Operations Management, 32(4), 190-204.

10. Svejvig, P., & Andersen, P. (2015). Rethinking project management: A structured literature review with a critical look at the brave new world. International Journal of Project Management, 33(2), 278-290.

11. Turner, R. (2016). Gower handbook of project management. London: Routledge.

12. Wheelan, S. A. (2014). Creating effective teams: A guide for members and leaders. 3rd eds, London: Sage Publications.

13. Fleming, Q. W., & Koppelman, J. M. (2016, December). Earned value project management. Project Management Institute.