- •Strategic Business Management Studies
- •Replacing negative characteristics table
- •Identifying sources of employee(s) satisfaction.
- •Considering how organisations communicate
- •If an employee Experiences Failure, ask him/her the Following Questions in Sequencially.
- •Improving Company Performance
- •Introduce Self-Management
- •International Cultural Different Attitudes to Staff Appraisals
- •Table for Dealing with Failure or Poor Performance
- •Improving Standards and Quality in your Organisation
- •Evaluating key leadership roles
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- •Developing and building your personal strenghts
- •The Dos and Don’t of Establishing a Framework
- •Inverting the Pyramid
- •Choosing a Rewarding System Along the Following Framework
- •Inspiring your staff to excel
- •Strengthening Your Vision Statement
- •Choosing Monitoring Systems.
- •Types of Negotiations in Different Organisations
- •Defining and Understanding the above Roles.
- •The Do’ and Don’ts during Negotiations
- •Table for Countering Typical Ploys and Tactics
- •Helping the Other Party to Move to Closure.
- •Adjusting Your Presentation to Your Audience Size
- •Visual Aids
- •Investment as Fixed Assets
- •Dos and Don’ts on stock
- •Identifying Stock
- •Table for Understanding Qualified Phrases
- •Identifying Information you Need table.
- •Making the Most of Surveys Techniques to Collect Relevant Information.
- •Comparing a Bread-Toaster features and Benefits to Customers.
- •Implementing Growth Strategies.
- •Successful Publicity Campaign dOs and considerations
- •Table of Key Steps to Successful Publicity
- •Using the Right Publications for your Adverts.
- •Strategic Marketing Plan.
- •Identifying the Key Features of Projects. 353
- •Identifying Key Players and their Roles in Project Management.
- •Involving Stakeholders.
- •Key for Setting Project Objectives.
- •Choosing a Leadership Style
- •Compiling a Closing Down Report. 411
Identifying the Key Features of Projects. 353
PROJECT FEATURES |
POINTS TO NOTE ABOUT PROJECTS |
All Projects have a start-up date and close-down date. |
Some projects can be repeated often, but they still have start and end points. Routine work can be distinguished form projects because it goes on and there is no clear end to its life. |
Projects have organised, methodical approach plans used to implement objectives. |
Good planning ensures that projects are completed on time and within budget. Effective plans guide projects and provide details of the work that needs to be done. |
Projects are allocated (Definite Resources) of time, personnel and budgets on their own merits. |
Some projects operate outside the normal routine of business life, others operate within business; nevertheless, all projects need separate resources. |
Projects emphasise team-work to get the (job done) objective completed on time and budgets. |
Project teams take responsibility for completion of projects and contribute to the success of organisation. Projects offer new challenges and experience to staff. |
Projects have established goals which bring results in terms of quality and performance. |
Projects often result in new ways of working or they create something that did not previously exist, projects work is innovative. NB Project objectives must be identified and understood by everyone involved in the project. |
Tips for Managers
1 Greet a new project as an opportunity to develop your skills.
2 review your work to determine which tasks would be better tackled as projects.
3 Draw up a list of all people who might be able to help you.
4 Make sure that your core team consists of people you really trust.
Examining Key Roles Players in Project Management.
Projects usually involve a wide range of people with different skills and background and interests. As project manager you are only in charge of the project, but you cannot succeed alone; therefore you need to establish good relationships with other key players in the project.
Identifying Key Players and their Roles in Project Management.
KEY PLAYER |
KEY PLAYER ROLES |
The Sponsor initiates the project, adds to the team’s authority and is the most senior team member of the project. |
a) Ensures that the project is of real value to the organisation. b) helps in setting objectives and constraints, is the inspirational figurehead c) provides resources (money) |
The project manager is responsible for achieving the project’s overall objectives and leads the project team. |
a) Produces detailed plans, b) develops and motivates the project team, c) communicates project information to stakeholders and other interested parties and d) monitors the project. |
The stakeholder is any party (person or, organisation) which is interested in and or is affected by the outcome of the project. |
Contributes to various stages of the planning process by giving feedback from time to time and sometimes is not a stakeholder for the entire project life. |
A key team member assists the project manager providing wide advice, experience and knowledge needed by the project manager. |
Examines the feasibility and planning of the project, gives technical expertise, and is co-responsible for the completion of the project on time and within budget. |
A team-member can be full or part-time who carries out (implements) the project plan. |
Is responsible for completing project tasks or fulfills specialised e.g. consultant to the project. |
The customer is the person (organisation) which benefits from the changes (results) brought about by the project. |
Strongly influences the objectives of the project and how its success is measured, dictates how and when some activities are provided, and provides direction for the project manager. |
The Supplier provides the materials, products or services needed to carry out the project. |
Can be very involved and supportive of the project, delivers supplies on time and at fixed cost agreed with the project manager. |