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Ted Tenhagen
Activity 1-2: Management Skills
QSO-640-X5265
1.) Autonomy
a.
What is Autonomy in Project Management?
Autonomy, when regarding project management, is a style of management in which the team members or employees have a great deal of freedom to do their work as they please, so long as their work is completed on time. b.
Why is autonomy important?
Even though autonomy grants team members a great deal of freedom in their work, they are not left on their own to complete the project. By creating an open work environment, where the team members can feel as though they are responsible for the work, they produce may end up creating a better product
than one that is done by a team with heavy oversight from their PM. c.
What can happen if a PM lacks autonomy?
When a project manager fails to incorporate autonomy into their management style, the members of the team may feel as though they are dealing with two extremes. The first example being one where team members feel they are overly scrutinized for their work and that they are being micromanaged. The second, being on the opposite end of the spectrum; would occur if the project manager choses not to have oversight of their team, but also fails to make themselves available if anything is needed or performing weekly check-ins with the team. Both situations can lead to not only lower morale in the team but may also result in lesser work being done since they believe the project manager lacks authority.
2.) Authority
a.
What is Authority in Project Management?
Authority is a characteristic earned by a project manager when their work has given them the respect of not only their team members, but other managers as well. b.
Why is managing Authority important?
A project manager needs to be seen as the person you go to if you have any hesitations with your work or if you believe a problem as shown itself, they need to truly lead the team. A project manager who has
earned authority over their team can easily introduce guidelines and procedures to be used as well as give direction to team members., both of which would be taken seriously and implemented. c.
What can happen if a PM lacks Authority?
A project manager that lacks authority over their team, the there is a high likelihood that each team member is performing their duties in the way that they seem fit, instead of a way were everything fits together. When a team/project has a project manager that lacks authority, there is also the possibility that multiple leaders can gain authority and lead individual groups in ways that they see fit. Having multiple groups, following multiple leaders, while trying to create cohesive work is extremely challenging and could put the project in jeopardy. There is a chance that the opposite could happen though, where multiple team members step up to give direction to the others in order to complete the project properly and on time if they believe the true PM lacks authority in the role.
3.)
Conflict Management a.
What is Conflict Management in Project Management?
Conflict management is the process of resolving issues that may occur in a team in a way that allows each side to feel as though their needs are being addressed. b.
Why is Conflict Management important?
Two of the project manager’s responsibilities is making sure the job is finished on time and that it is one budget. Successfully implementing conflict management A project manager, or any manager, having great conflict management skills can create a more open work environment. Team members will feel as though they can bring any issues that they have to the team lead and feel that they will not only be heard, but that the problem will begin to be solved. This can affect morale and work efficiency extremely positively.
c.
What can happen if a PM lacks Conflict Management skills?
If a project manager lacks conflict management skills, then there is a high likelihood that the project the team is working on will be interrupted and fall off schedule. Every argument that comes up on the team needs to be addressed shortly after it arises, and the project manager is the only team member with the authority to decide which direction the team goes in resolving the issue. Forgoing this could lead to team members not feeling supported or having team members work on sections of the project differently since no direction is given.
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Related Questions
You work in the human resources department of a company that has just undergone a new organizational working team concept (working in virtual teams). You have been chosen as the team leader for a five-member team to design policies and procedures for the newly designed virtual teams concept and present your recommendations to the leadership team.
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Address the following in your plan:
Identify at least 3 potential team conflict challenges and how you as the team leader plan to address each challenge.
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Address the following in your plan:
Explain your role as the leader and the importance of collaboration and communication.
Define both collaboration and communication.
Provide 1–2 examples of collaboration and communication from a team perspective.
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Your immediate task is to organize and assign each team member with their specific assignments to complete the project. Describe how you would go about creating an implementation plan, including which team member is assigned to which tasks.
Address the following in your plan:
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Change and Communications Management Plan in Project Management
Development of a change and communications management plan for the project to createan enterprise PMO.
Development of an approach to change management and communicationsmanagement PMI’s change processes.
Roles and Responsibilities
What key roles are needed to execute the change and communications management activities?
What are the responsibilities of each key role?
High-level Process
What processes will be used to execute your change and communication management plan?
Are there linkages or dependencies between these or other processes?
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project is and what resources it is consuming, both people and otherwise.” List components that are included in a business case
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To ensure that all stakeholders are able to access and report
project information you need to establish the knowledge
management system. Research and provide an email to all
members of the project team a detailed outline of the
system you have implemented.
NOTE: This can be a simple system where files and folders
are located or.a more complex system you have researched
but as a minimum you need to include:
a. The purpose of the knowledge management system,
b. How team progress, insights and experiences will be
captured,
c. How the IT consultant will assist with this process,
d. Provide the process for the team to:
i. Access the system,
ii. Store and retrieve information.
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Review the five common project risks below.
Resource Risk: The inability to secure, or maintain, sufficient resources on the project team
Scope Creep: Any uncontrolled, unapproved work that occurs after the project has started
Budget Risk: Any type of budget control issues, such as cost overruns
Stakeholders: Risks related to stakeholders’ abilities to fulfill their project commitments
Micromanagement: The management style where senior management or project stakeholders closely observe or control subordinates, possibly affecting the project timeline
Discuss the following:
The importance of risk management and mitigation in project management
The strategies you would recommend using to mitigate the five common project risks
The steps an organization can take to reduce risks from affecting future projects, so they do not need to be included in the risk register
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5. Research on effective teams indicates that they experience
a)
moderate levels of process conflict at the beginning of the project timeline, which later decline.
b)
moderate levels of relationship conflict and high levels of process conflict throughout the project.
c)
moderate levels of task conflict in the middle of the project timeline.
d)
high levels of relationship conflict throughout the project.
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At the first virtual meeting of the team, all members have been asked to make an individual contribution, which will be circulated to other team members prior to the next meeting. Your task is to provide a document which:
• analyses the mission and vision statements of named organizations.
To gain a merit grade you must have a further section in the document which:
• evaluates the impact of a named organization’s vision and mission on its strategy.
To gain a distinction grade you must add another section to the document which:
analyses how external influences affect organizational strategy in a named organization
notes:
Any organization or company you choose and analyze its data with a mention of the link from which the basic data was taken, for example, Amazon, Apple, or any other major company
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You have been working for 6 months as a project coordinator and enjoy the work, but you feel you have not been given the same opportunities other co-workers have with their manager. Your co-workers had regular performance reviews, an action plan to tackle issues at work, new projects to work on, and opportunities for training.
You have a meeting coming up with your manager and want to address this. You want to persuade your manager to give you the opportunities to train and further develop your skills at the workplace. You would also like to discuss an action plan to deal with issues at work and regular performance reviews. You are aware that your manager has been very busy and stressed, and has recently taken on two large projects. You are also aware that the organization is looking at cutting back on expenses due to a decline in profits.
Describe the steps you would take to prepare for this meeting. What type of information would you present and what would you research before…
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Following mini-case scenarios involve ethical dilemmas associated with projectmanagement. How would you respond to each situation, and why?
Gold Star LAN projectYou work for a large consulting firm and were assigned to the Gold Star LAN project. Work on the projectis nearly completed and your clients at Gold Star appear to be pleased with your performance. Duringthe course of the project, changes in the original scope had to be made to accommodate specific needsof managers at Gold Star. The costs of these changes were documented as well as overhead andsubmitted to the centralized accounting department. They processed the information and submitted achange order bill for your signature. You are surprised to see the bill is 10 percent higher than what yousubmitted. You contact Jim Messina in the accounting office and ask if a mistake has been made. Hecurtly replies that no mistake was made and that management adjusted the bill. He recommends that yousign the document. You talk to another…
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What do you think? Agree or disagree and why1.The Association for Project Management stated the following, “to provide leadership to the movement of commited organizations and individuals who share our passion for improving project outcomes.”I would be happy to give my personal opinion regarding the mission of the above organization in this descriptive way: In a world where the administration of a project has become a major solution for innovation, it’s important to understand that our future depends on the success of our projects. Valid at all times, this evidence deserves to be regularly reminded. Spearhead of any strategy, the projects promote the emergence of innovative solutions … but project management cannot be improvised.From this thorough thought, the rationale of the Association for Project Management is to promote principles, methods, and tools of project management, first inside the Association for its committed organization and individual members…
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determine.... What strategies can organizations use to manage project risks effectively within their project system management framework?
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In a different case study centered on planning management, a technology startup faced challenges in project delivery and timeline adherence. The company decided to overhaul its planning processes to enhance project coordination and meet client expectations consistently. The key focus was on adopting agile methodologies and incorporating collaborative project management tools. This shift allowed teams to adapt to changing requirements seamlessly and fostered a more iterative approach to project planning. By breaking down projects into smaller, manageable tasks and encouraging regular communication among team members, the company saw a marked improvement in project delivery times and overall client satisfaction. The case study underscored the importance of dynamic planning approaches in the fast-paced landscape of the technology industry.
Question: How did the adoption of agile methodologies influence the team's ability to adapt to changing project requirements, and what specific…
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Which of the following outcomes is not a reason for project success?
a) To be completed on time
b) To be within the budget
c) To be below the desired performance level
d) To use resources efficiently and effectively
Which of the following features does not have a significant contribution to the formation of an effective project team?
a) Ideal and complementary skill set
b) Clear and shared goal
c) Clear definition of responsibility
d) Top management support
e) Friendly relations
Which of the following is not one of the basic rules to be followed when developing project networks?
a) Flow is from left to right.
b) There is a starting node and an ending node for each network.
c) Each activity should have a unique label.
d) The label of each activity should be larger than the previous activities.
e) For an activity to start, all subsequent activities must be completed.
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Read and answer the followingquesfion
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1. Summarize the process of managing resources within an IT project
2. Explain the difference between resource loading and resource leveling. Provide an example of each. Also, explain their advantages/disadvantages
3. Discuss at least two team building activities and explain why team building is vital to project success
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Normative-re-education approach
Rational-empirical approach
Environmental-adaptive approach…
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