Egeland, B. (2009, November 17). A Lessons Learned. Retrieved June 12, 2010, from Project Management Tips Guidance for real life situations: http://pmtips.net/lessons-learned-template/…
Managers must adopt a new mindset that values flexibility, speed, innovation, integration, and the challenges that constantly evolve…
3. What are the key tenants of the TJX business described in the “Business Overview” in the 10K?…
A good project manager knows that they must set a good example in order to lead their team to success. They are ultimately aware of the greater needs of their stakeholders, organizations, and clients, and are thus able to guide the project to a successful end (Schwalbe, 2012, p.20). In the Orion Shield Project, Gary Allison was given to opportunity to become the Research and Development Program Manager for an important client of Scientific Engineering Corporation (SEC). While it was his first time being in such a role, his supervisor, Henry Larsen, felt he was well suited for the opportunity. Upon reviewing the summary of the Orion Shield Project, it became clear that Gary Allison did not succeed in being an effective program manager. There were many areas with room for improvement, including difficulties in regards to technical, ethical, legal, and contractual issues. The balance of this report will seek to identify and discuss these areas of difficulty and where Gary Allen went wrong, along with the other stakeholders in this project.…
Beer, M. Eisenstat, R. & Spector, B. (November/December 1990). Why Change Programs Don’t Produce Change. Harvard Business Review, 68 (6), 158-166.…
Strategies, and especially plans, can also become prone to phenomena much the same as those aforesaid mathematical computations from error or uncertainty propagation. Poor management, especially over long periods, can wreak havoc on a plan’s implementation by morphing into unexpected or unintended consequences tantamount to having set forth an entirely different objective from the outset. Furthermore, it could manifest due to outright neglect at one end of the spectrum or accumulation of incessant modifications unintentionally transformative at the other. Typically, this occurs as subtle deviations and incremental changes to an implementation plan…
Project Retrospectives: Advocates of retrospective methodology claim there are distinguishing characteristics that increase its value over past lessons learned methods. What are they? How does each characteristic enhance project closure and review?…
ION Investigations Inc. is a premier investigative agency that is located in Orlando, Florida. They are serving Orlando and Central Florida. ION Investigations Inc. has been in the industry for more than 20 years. Some of their services include background checks, business surveillance, child custody investigations, corporate investigation, criminal investigations, general fraud investigation, and more. Confidentiality is 100%…
‘Keeping projects on track -- especially in the face of constant change requests and additions -- is a project manager 's greatest challenge. And when project managers don 't properly set expectations from the start -- with senior management, the client or their team -- and don 't have a strategy in place for dealing with scope creep or last-minute requests or changes, deadlines can suffer.’ *1…
Material examined suggests few alternatives. One is to introduce the new strategy and gain a competitive advantage, keeping in mind the factors which could influence the process and manage them before they become a problem. Second alternative may be to go back to the old strategy and hope everything will work out or continue with the current process and hope for the best.…
An alternative to the eight steps suggested by Kotter and Cohen is the Model of Organizational Change and Development. This model operates in this way: forces for change affect performance outcomes, which are the focus of diagnosis of the problem, which leads to the selection of appropriate methods, as constrained by impediments and limiting conditions, followed by implementation of the method, which is the provision for program evaluation, and lastly feedback is provided to begin the change process over once again (Ivancevich, Konopaske & Matteson, 2014, p. 514). Operating in a similar manner to the eight steps used in Heart of Change, the Model of Organizational Change and Development also uses specific steps that have been considered essential to successful change management (Ivancevich, Konopaske & Matteson, 2014, p. 513). In both approaches to change, the need for change is ever present for organizations to achieve success in…
First managerial error according to Johnson (2010a) “failing to account for employees’ ability to learn safe machine operation methods by experimenting on their own with ways to speed up production and thereby reduce the effect they are required to use. “(page 80). In this example management expects the employees’ to follow step by step procedures to perform his job. The problem with this view is that it puts limit on how the employee can to perform his job. It takes the view that management knows the most efficient way to perform the job. The solution this problem is allowing employees the freedom to develop new and more efficient ways to perform their jobs. The postmodern/CAS has the same mindset in that managers must develop strategies for taking advantage of this ongoing learning . Another example for employees to provide an efficient and ongoing learning process is by joining a communities of practices is as stated by Wenger(2006 ) “are groups of people who share a concern or a passion for something they do and learn how to do it better as they…
A rain had started in the early evening of March 3, 2007, and the streets of Metropolis were cold and grey where the AtekPC headquarters were located. As John Strider, CIO for AtekPC, packed up his briefcase at the end of the day, his thoughts returned to the new Project Management Office (PMO) that he had approved several months ago. During his tenure of over twenty years at AtekPC, Strider had never witnessed the kinds of pressures that were now facing the personal computer (PC) industry. Strider recognized that the industry was in transition and that his Information Technology (IT) organization would be involved in some critically important projects in the days ahead, as AtekPC sought to take a leadership role in these changes. It was that thought which brought to mind the PMO initiative. If it were implemented right, this PMO could be a big help to AtekPC, but Strider had concerns about what might happen if they tried to push too hard with this idea. Instead of a help, it could become another item on his growing list of problems. There were so many questions on his mind: How much PM is enough PM? How much PMO support is enough PMO support? When do you get to the point that the PMO structure and process is enabling productivity and contributes to a more successful outcome with fewer mistakes and a higher quality result— whatever you define success to be at the beginning? And when does PM involvement become administration for its own purposes? When do you cross the line? Strider thought that he understood what this PMO could do for AtekPC, but the initiative was still in its infancy. It needed time to prove itself. On the one hand, his management team had hired some experienced people with real talent to spearhead the PMO program. On the other, they were new to the PC business and to AtekPC. They didn’t understand how powerful the culture was here, he thought.…
Saladis, Frank P.; Kerzner, Harold; Saladis. Bringing the PMBOK Guide to Life : A Companion for the Practicing Project Manager. Hoboken, NJ, USA: Wiley, 2011. p 222.…
References: Boulmetis, J. & Dutwin, P. (2011). The abcs of evaluation: Timeless techniques for program and project managers (3rd ed.). San Francisco, CA: Jossey-Bass.…