Mgmt 529 Course Project Leadership Development Plan

Topics: Project management, Leadership, Management Pages: 17 (3191 words) Published: May 17, 2015
[Type the company name]
MGMT 592 Leadership in the 21st
Leadership Development Plan

Bussey, Chris

Table of Contents

I. Purpose

II. Background and Current State

III. Literature Review

IV. Vision, Mission, Objectives and Action

V. Summary and Conclusion

VI. References

PURPOSE:

I am currently the Manager of the Project Controls group for the Containerboard and Cellulose Division at Georgia Pacific LLC. I have held this position for over a year. Prior to this position I have many years of professional experience which includes several years of supervisory and managerial experience. After twenty years plus of professional experience I am writing this paper partly from a reflective prospective and also as a part of my continuous improvement effort. I currently manage the Project Controls group, which is part of the Project Management organization. The group consists of four professionals that have various levels of experience and compliance levels. The department organization chart is below:

The core purpose of my team is to deliver competitive and predictable projects that meet organizational objectives by assuring transparent, credible, and actionable project estimate, schedule, and cost information. Additionally, the objective is to create long term value by applying project controls oversight, leadership, and partnerships in executing the right projects at the right time and the right cost. I have a short term and long term goals for my Leadership Development Plan. This paper will mainly focus on the short-term plan which is to continue to develop the skills that will enable me to effectively create and manage a highly effective team of technical professionals with various levels of experience and compliance. While at the same time ensuring that the individual goals are consistent with the vision I have developed for the department. In addition, make sure that I set a process in place to periodically check to ensure the vision is in line with the vision and goals of my leadership.

BACKGROUND AND CURRENT STATE:
My current role did not exist prior to November 2011 and was part of a reorganization effort that created the Technical Services group. The purpose of the organization was to ensure the company is better able to manage capital projects effective, which means scope them correctly, manage them correctly, and finish this on time and within budget. The company has now put a greater emphasis on project management and more importantly project controls. In April 2014, when I was hire as the Project Controls Manager, the department only included one very experience employee with some challenging work practices. The department did not have a clear vision, purpose or specific goals. As part of my 30 day plan, I developed a department gap analysis for purpose of getting alignment from all the stakeholders and setting the appropriate priorities. Below is a sample of a larger document that I created as a way to document the currently state before I begin any serious initiatives. Category

Strategic objective

Deficiency

COST ESTIMATING
PRODUCE TIMELY AND ACCURACY COST ESTIMATES
1. CURRENTLY NO STANDARD ESTIMATING APPLICATION CONSISTENCY USED BY THE COMPANY. 2. THE ESTIMATING TOOL CURRENTLY USE IS A 1500 ROW EXCEL SPREADSHEET 3. THERE ARE NO COST REFERENCE DATA TABLES

COST MANAGEMENT
PROACTIVELY TRACK AND MONITOR ALL PROJECT RELATED COST SO THAT ONE CAN ADDRESS ANY AND ALL ISSUES BEFORE THE BECOME PROBLEMS 1. CURRENTLY MOST COST TRACKING IS DONE USING EXCEL SPREADSHEETL 2. LACK OF PROJECT CONTROLS RESOURCES TO SUPPORT AND TRAIN MILL PERSONAL 3. THERE IS A LACKOF KNOWLEDGE AND TRACKING FOR THE CURRENTLY COST TRACKING SYSTEM CALLED PRIMAVERA UNIFIER. 4. THE PRIMAVERA UNIFIER NEEDS TO BE REVISED TO INCLUDE THE NEEDS OF PROJECT MANAGEMENT 5. EXTENSIVE TRAINING NEED TO OCCUR WITH ALL PROJECT MANAGMENET , CORPORATE AND MILL ENGINEERING STAFF ON THE...

References: “Research indicates that leaders with the best results do not rely on only one leadership style;
They use most of them in a given week – seamlessly and in different measure – depending on the business situation” (Goleman, 2000)
1/3 indicated that initiatives had performed above plan. “Considerable slippage occurs between
What are often quite good plans for improvement and their actual execution?” (Jeffery, 2005)
quotas) rather than larger goals (DeWaal, 2002). With an industry shift toward more complex
Selling present, there is much long term impact when teams look for the quick sale rather than
effects (DeWaal, 2002). One example of this is a field reaction to corporate “pipeline metrics”
Or paperwork requirements
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