Assignment 5: HR Project Management Final Team Report
Running head: PROGRESS, RESULTS, AND FINALIZING THE HR PROJECT 1
PROGRESS, RESULTS, AND FINALIZING THE HR PROJECT
Assignment 4-Progress, Results, and Finalizing the HR Project
Name: Gabrielle McNeely
Institutional Affiliation: Strayer University
Course: HRM 517 Assignment 4
Professor Information: Tony Denkins
May 22, 2019
Assignment 4-Progress, Results, and Finalizing the HR Project
Introduction
The paper evaluates strategies in managing and sustaining HR project progress. It also addresses existing risks associated with the control of a project. A discussion on the closure of a project and the team is also important.
Project Management and Strategy for Sustainability
A project comprises of several processes and stakeholders involved in it. These may be referred to as human and financial resources. Stakeholders include the leadership, employees, and customers who are involved in the development of the project. The three above factors are instrumental in ensuring that an organization can achieve its objectives. When it comes to successfully directing and managing project work, it is essential to note that the key objectives of an organization are achieved through effective management of a project. Also, it means effective use of resources to support the maximization of efforts in supporting the development of a project. Concerning the above, it is essential to note the various strategies employed in creating a successful outcome of a project (Lehnert, Linhart, & Röglinger, 2016). The first strategy comprises evaluating the mission and vision of a project concerning the operational goals of an organization.
The vision and mission serve as the purpose of a project and its implementation. It serves as an indicator of noting the success of variables associated with a project. Comprehending the vision and mission serves as a guide towards managing activities and resources associated with the development of a project. All approaches employed in a project are aligned with the need to support positivity in a project. The second strategy looks into the training of the team members involved in the project’s development. Training is an essential component of developing skills and knowledge among the members involved in the implementation of the project’s variables.
Training ensures that the team members are up to date with the changing nature of the variables and resources employed by the organization in handling the project. The last strategy focuses on creating a project’s deliverable planning document (Martens & Carvalho, 2017). This looks at variables such as time and the use of resources towards delivering the objectives of a project. It also employs possible ways through which to save resources of a project. It is through this that it becomes easy to look at the risks and the benefits associated with the process of delivering the project.
Strategies to deal with Risk Resolution in a Project
It is crucial to create a list as a starting point in identifying the risks. An action plan is vital to be developed per risk. This ensures the effective management of risks. About the above, the first strategy may look into accepting the risk. Accepting the risk does not mean that someone may let it affect project development. It means that one has identified it and logged it in the risk management software. The risk is preserved for further research and used to influence an organization to deal with it in case it starts to affect the operations of a project (Kerzner & Kerzner, 2017). The strategy deals with small risks associated with a project. The second strategy focuses on avoiding risk. An organization may change its plans to avoid the risk associated with project management.
Avoiding the risk means studying it and understanding its effect. It also means changing the schedule and project plan associated with an activity such as training to deal with the risk. Risk transference is another essential strategy that is used to deal with several parties. The risk may be transferred to another person. An example includes the use of a consultancy to deal with the software that identifies and manages errors. Transference arrangements are written via project contracts. An example may also include the role of an insurer in a project (Kerzner & Kerzner, 2017). The insurer may be liable for the provision of new equipment in replacing the damaged components of a project.
The fourth strategy comprises of mitigating the risk. Risk mitigation is easier to understand than avoiding risk. It limits the impact of risk in the management of a project (Maruping, Venkatesh, Thong, & Zhang, 2019). The training reiterated above among the members of a project’s team may serve as a mitigation strategy for the development of a project. All the strategies mentioned above are significant in their implementations since they change the approaches used in the management of risks and the development of projects.
Actions are undertaken for Closure of a Project
The closure of a project is significant because it shows that the project has concluded. It is essential because it also depicts the different variables and how the management delivered on them successfully. Concerning project closure, the project manager has the role of reviewing the needed information from different phases to closure. This is to identify information relating to the completion of a project. It also focuses on identifying the possibility of a project meeting its objectives. Project scope may be measured against its plan by the project manager. This means reviewing documents to ensure its completion before the project team considers the closure of the project.
The process also creates some procedures for investigation. It investigates the document revolving around reasons for actions undertaken in the case of the termination of a project before its completion. In the case of outside suppliers being employed in the project, then it means that verifications have to be made concerning the acceptable deliverables and works (Brioso, Humero, & Calampa, 2016). The process may also look into essential activities such as finalizing of open claims and the process of updating records in reflecting the final results.
Requirements associated with closure undergo proper definitions about terms and conditions of the contract. Contracts are applicable in different phases of a project and need to be checked to ensure that they are aligned with the progress of a project to its conclusion. This ensures any complaints regarding variables are handled, and litigation is undertaken.
An Overview of the Project Team on the Importance of information
Successful projects originate from the aspect of ensuring proper planning and collaboration of members of the project’s team. A project cannot move forward without the contribution of the project members. A project depends on the project manager, team member, sponsor, executive sponsor, and business analyst (Kerzner & Kerzner, 2017). The project manager is involved in the development of a project plan. His/her work revolves around recruiting team members and providing regular updates to the senior officers in the project. The project manager serves as the project lead and manages deliverables according to the project’s plan. The project team member contributes towards achieving objectives of a project by providing expertise. The project team manager ensures the completion of deliverables and objectives (Lehnert, Linhart, & Röglinger, 2016). A team member documents the process (Kerzner & Kerzner, 2017). The project sponsor is in charge of approving budgets for businesses.
The expert is involved in making significant decisions associated with the project. It is the role of the individual to communicate the goals of a project throughout a project. The executive sponsor is involved in managing the ultimate responsibility associated with the project (Martens & Carvalho, 2017). The executive sponsor has powers to approve the deliverables of a project. He/she approves significant changes associated with the scope of a project. The professional is also in charge of providing an additional fund to the scope of the project. The business analyst is involved in defining the variables of a project and gather information requirements for business units.
Conclusion
In conclusion, human resource management is crucial in ensuring the development of a project in any given organization. The main reason for the above is because it aligns human and financial resources in establishing development. Project work entails understanding the environment and working to ensure active strategic development. Projects always depend on practical approaches to eliminate possible risks. Human resources in the management of projects look into processes such as team recruitment, coordination of activities, and management of the projects throughout its lifecycle. The critical interest comprises of comprehending the relationship between executive function and its impact on project management. There is a secure connection between human resources and project management. The two factors are instrumental in influencing the competitiveness of a company. Human resource has been instrumental in identifying roles and responsibilities among stakeholders. These comprise of project sponsors, business analysts, team members, and project managers. They are involved in identifying risks and ensure development.
References
Brioso, X., Humero, A., & Calampa, S. (2016). Comparing point-to-point precedence relations and location-based management system in the last planner system: A housing project of the highly repetitive processes case study. Procedia Engineering, 164, 12-19.
Kerzner, H., & Kerzner, H. (2017). Project management: a systems approach to planning, scheduling, and controlling. Hoboken, New Jersey: John Wiley & Sons.
Lehnert, M., Linhart, A., & Röglinger, M. (2016). Value-based process project portfolio management: integrated planning of BPM capability development and process improvement. Business Research, 9(2), 377-419.
Martens, M., & Carvalho, M. (2017). Key factors of sustainability in project management context: A survey exploring the project managers' perspective. International Journal of Project Management, 35(6), 1084-1102.
Maruping, L., Venkatesh, V., Thong, J., & Zhang, X. (2019). A Risk Mitigation Framework for Information Technology Projects: A Cultural Contingency Perspective. Journal of Management Information Systems, 36(1), 120-157.