Project Management
TABLE OF CONTENTS THEORY 2 REFERENCES 11 INTRODUCTION 12 PURPOSE OF PLAN 12 BACKGROUND INFORMATION 12 GOALS AND OBJECTIVES 13 BUSINESS GOALS 13 BUSINESS OBJECTIVES 13 PROJECT GOALS 14 PROJECT OBJECTIVES 14 SCOPE 14 SCOPE DEFINITION 14 CHANGE PROCESS CONTROL 15 MILESTONES 15 RISKS 16 PROJECT DELIVERABLES 17 ASSUMPTIONS 17 PROJECT ASSUMPTIONS 17 CONSTRAINTS 17 PROJECT CONSTRAINTS 18 CRITICAL DEPENDENCIES 18 QUALITY MANAGEMENT APPROACH 18 ACTIVITY REVIEWS/WALKTHROUGHS 18 PERFORMANCE/QUALITY STANDARDS 19 QUALITY MANAGEMENT ROLES 19 PROJECT MANAGEMENT APPROACH 20 WORK BREAKDOWN STRUCTURE (WBS) GANTT CHART 21 BASIS OF ESTIMATES 21 PROJECT ROLES AND RESPONSIBILITIES 21 COMMUNICATIONS AND CONTROL APPROACH 21 APPENDICES APPENDIX : PROJECT SCHEDULE APPENDIX : WORK BREAKDOWN STRUCTURE APPENDIX : COST ESTIMATION APPENDIX : RESPONSIBILITY CHART APPENDIX : COMMUNICATION PLAN APPENDIX : CHANGE CONTROL REQUEST 1 APPENDIX : CHANGE CONTROL REQUEST 2 APPENDIX : RISK ASSESSMENT APPENDIX : PROJECT TEAM DIRECTORY Theory . Project Integration Management Project Integration Management is comprised of three processes: Project Plan Development, Project Plan Execution, and Integrated Change Control. (Heldman, 2002) The Project Integration knowledge area is concerned with coordinating all aspects of the project plan and is highly interactive. Project planning,
Using appropriate theory, critically analyse the macro environmental factors that have influenced the development of the global pharmaceutical industry
Using appropriate theory, critically analyse the macro environmental factors that have influenced the development of the global pharmaceutical industry during the period covered by the case The macro environment “consists of broad environmental factors that impact to a greater or lesser extent on almost all organisations” (Johnson, Whittington, Scholes pg50). The macro environments looks at the behaviour of the whole economy and focuses on unemployment, economic growth and inflation. The macro environment can also be referred to as the PEST framework: political, economic, social and technological. The contents of the above four categories will affect the strategy an organisation will adopt. In this essay, the factors which influenced the development of the pharmaceutical industry during the period covered by the case, will be critically analysed. Patents in a strategic context are used by organisations to ensure their new ideas and products are protected against copycats. “Owning a patent gives you the right to stop someone else from making, using or selling your invention without your permission” (Entrepreneur Media Inc). Patents are essential for large scale firms such as the pharmaceutical industry as they rely on them to not only secure income from inventions but to also block new entrants creating generic medicines at a lower cost with the same ingredients.
What are the strengths and limitations of a rational, strategic approach to organisational change?
Essay 3: What are the strengths and limitations of a rational, strategic approach to organisational change? Introduction Following the brief introduction of a model-ideal conceptualisation of Organisational Goal-Directed-Activity, and the definition within the perspective defined by this model of such terms like 'rational (organisational) action system', 'strategy', and 'organisational change', the first part of this essay presents a non-evaluative summary of a selection of distinct approaches to organisational change. Various approaches to strategy are similarly addressed in an attempt to register and explore some of the links that have been identified by a number of authors between positions on strategy reviewed and corresponding approaches to organisational change. The second part, bypassing the rather common practice of partitioning the set of organisational change approaches into largely non-overlapping rational and nonrational, strategic and nonstrategic, subsets, identifies a number of distinct Rational and/or Strategic Modes, associates them with the approaches to organisational change reviewed in the first part, and attempts an integrated appraisal of the distinctive strengths and limitations such diverse Modes confer to the approaches to change that invoke and utilise them. . A Model-Ideal Conceptualisation of Organisational Goal-Directed-Activity, Rationality,
What factors contribute to make a good leader and how might your style of leadership vary to be successful when involved in individual, racket and team activities?
What factors contribute to make a good leader and how might your style of leadership vary to be successful when involved in individual, racket and team activities? Leadership can be defined as the process whereby an individual influences group members in a way that inspires them to achieve some group goal that he or she has identified as important.There are several factors that can contribute to making a high-quality leader; one of them is the potential leaders' characteristics. Some of the characteristics that are important include good communicator, motivational, confident, consistent, decision maker, tactful and tolerant. However the list is ever growing and no definitive list is possible. There has been a debate into whether leadership is down to nature or nurture. Trait theorists suggest that leaders are born with the attributes to lead. However trait theorists also believe that certain personality types and physical attributes like height, weight and self confidence develop leadership success. All the same it has been more recently it has been agreed that although the above may be the case, it is social influence which will influence a person's development as a leader. Fielder's contingency model (1967) tries to explain the link between a leader, personality traits and the situational requirements of the task. It suggests that leadership is contingent on the overall
What factors contribute to make a good leader and how might your style of leadership vary to be successful when involved in individual, racket and team activities?
Chris Corry - 6ABL What factors contribute to make a good leader and how might your style of leadership vary to be successful when involved in individual, racket and team activities? In the sporting world many teams and individuals succeed in major competitions, and an effective leader is often the driving force behind this success. There are several types of leader, and countless scenarios in which they shine. As scenarios can contrast, there is no "perfect model" for a leader. Yet, there are lots of characteristics, many of which have been observed, recorded, and developed that are evident in many leaders. So, what is it that makes a good leader? A good leader could be defined as..... "A person who is able to apply their own knowledge, experience and ability successfully into a scenario". However, there are numerous facets that make up leaders. Firstly, a leader must be chosen. A change in leader may occur for a number of reasons (e.g. dissatisfaction with the previous leader). Leaders are often chosen due to certain traits or abilities that they possess. These will include ..... * Communication * Respect for group members * Respect from group members ( are a role model) * Enthusiasm and empathy * High ability (in a subject) * Deep knowledge (of a subject) * Charisma and confidence According to Carron (1981) new leaders are selected in two ways. Firstly,
Workplace Dispute Summary.
Workplace Dispute Summary William Jones LAW/529 Professor Racquel Peebles January 20, 2004 Workplace Dispute Summary Introduction The organization of the Nashville Fire Department (NFD) is vast. It branches into three separate but inter-related structures: the Operations branch which embodies the Emergency Medical Services (EMS) and Fire Suppression and Rescue Division (FRD); Administration and Support Services which oversees training, personnel, occupational safety and health, maintenance, and communications; and the Fire Marshall which regulates fire investigations, code enforcements, and analysis of arson events. Although NFD is a branch of the Metropolitan Government of Davidson County and falls into a grouping of city services (judicial courts, police, public works, water services, etc.), it maintains its own internal structure and functions as a stand-alone entity. As a result of its structure NFD is governed by the Civil Service Commission (CSC) of Nashville-Davidson County, but is given authority to settle internal disputes within its organization. Post-disciplinary appeals and grievances are directed to the CSC. Discipline The case in review involved employee "Bob" who was charged by his immediate supervisor with article 23 of section 6.7 of the Civil Service Rules handbook. Section 6.7 contains the assorted infractions for disciplinary action against a