-
QUESTION 11
Title: W5A2 PMC 6601 FINAL PAPER
Paper Details
THE WRITER MUST HAVE W1A3, W2A2, W3A2, AND W4A2.(568979,568074,569113, 569184}
Final Project Part V: Final Plan and Presentation
This week, your final project is due for submission. The deliverables for Week 5 are:
The project control plan
The project closeout plan
The final presentation and paper
The project control plan: Describe the reports and control mechanisms that the project manager and the team will use to track the project. The plan should include the details of performance measurement that defines which variables will be measured, how they will be measured, and when they will be measured. The measurable objectives should be identified as milestones on the Gantt chart. You may use Microsoft Project to develop a baseline for your project plan. Project evaluation and reporting will also explain how a project manager will communicate performance evaluation results to management and to the customer. This will include the results of performing the cost and schedule variance analyses and a risk analysis, formulating cost or schedule or performance alternatives, forecasting budget and schedule completion, employing the methods of taking corrective actions, and managing expectations.The project closeout plan: The plan should describe the method of determining when the project has met its objectives and the method of determining when the project will be terminated. In the closeout plan, discuss the closing of the project, reassigning personnel, and delivering materials purchased under the contract. Include a summary of lessons learned in developing the project management plan along with recommendations and propose follow-up work, as required.
Compile your final project plan to include all incremental submissions from Weeks 1 to 4. The final submission will be a multipage Microsoft Word document with supporting Microsoft Excel spreadsheets, Microsoft Project files, and any other documentation, as needed.
Your final project should adhere to the following guidelines:
The paper should have fifteen to twenty pages.
The paper must have a title or cover page.
The title or cover page must be followed by an abstract of 100–200 words.
The paper must use the proper APA style for citing sources and references.
The instructor's feedback must be incorporated into your paper. Create a 10–15–slide Microsoft PowerPoint presentation that can be presented to an executive decision maker for an approval of this project. The slides should generally follow the twelve elements of the assignment as depicted in assignment guidance in Week 1.Name your documents SU_PMC6601_W5_A2_LastName_FirstInitial.doc (.xls, .ppt , .mpp, or other, as needed).
Submit your document to the W5: Assignment 2 Dropbox by Tuesday, November 7, 2017.
Cite any sources using the APA format on a separate page. Click here to learn how to cite sources using APA guidelines.
Assignment 2 Grading Criteria
Maximum Points
Designed a project control plan.
50
Designed a closeout plan in a logical way.
50
Compiled the final project plan
50
Incorporated the instructor's feedback.
20
Compiled the findings for the four-week project in a PowerPoint presentation.
40
Wrote in a clear, concise, and organized manner. Utilized appropriate type and number of scholarly sources for graduate level work. Demonstrated ethical scholarship in accurate representation and attribution of sources. Displayed accurate spelling, grammar, and punctuation.
40
Total:
250
| Subject | Business | Pages | 10 | Style | APA |
|---|
Answer
Project Procurement Risk, Team Management and Communication Plan
Part one
Different Types of Procurement Contracts
A contract refers to a legally binding agreement between two or more people. One party is normally the buyer while the other party is the seller. Procurement contracts are divided into three main categories namely fixed price, time and material and cost reimbursement contracts (Edquist et al. 12). Fixed price contract is considered a lump-sum contract. It is only used when there is a hundred percent certainty in the scope of work. After signing the contract, the seller is contractually bound to ensure the task is completed within the specified period (Beebe & John 21). This contract is further divided into fixed price, fixed price incentive fee and fixed price with an economic price adjustment contracts.
Cost reimbursable contracts are considered a cost disbursable contract. Here, the seller is reimbursed for a completed task plus a fee that represents his profit (Auriol & Mohammad 399). This contract is used when there is an uncertainty in the scope of the project. Examples of this type of contract include cost plus fixed fee contract, cost plus award fee, cost plus percentage of cost contracts (Uyarra et al. 640). Time and materials contract is a hybrid form of cost-reimbursable and fixed price contracts. It is normally used where the deliverable is labor hours. The type of contract is used to hire experts or any outside support.
Risk Level of each Contract
Fixed-price contract has two main risks. The first is that the contract price will generally be higher. Secondly, if the project in question delays leading to additional cost overruns, the seller will have to bear the additional cost (Larson & Clifford 28). The major risk of cost reimbursement is that the seller can always elevate an unknown amount of expenses that the buyer has to pay (Mullins. DeAnn & Janice. 5). As such, it creates a cost creep that arises when the requirements for the project are unclear.
Procurement Management Process
A procurement management process refers to the method by which inventories are bought from the external suppliers. This process majorly involves managing reviews, receipts, orders and approval of items from suppliers (Johnson & Fraser 11). The process also specifies how the supplier relations will be managed to realize a high level of the service received (Akhavan & Mohammad 20). This management process is normally used any time an item is acquired from an external supplier. It helps to confirm if the products availed meet the needs of the firm (Bredillet & Christophe 16). Additionally, it helps in the building of a positive supplier relationship to ensure that supplier issues are quickly resolved. The five major step involved in procurement management process include specification, selection, contracting, control, and measurement (Müller et al. 9).
Part Two
Characteristics of an Effective Team
There are a number of characteristics that an effective team must possess. The first is that team members must possess emotional intelligence. From past studies, the success of any team depends on the social sensitivity of the team members (Unger et al. 612). The overall group intelligence is being determined by the ability to understand the thoughts and feelings of other team members. Social sensitivity surpasses IQ and, therefore, in order to work well as a team, its emotional intelligence has to be at the highest level possible (Thomas, Svetlana & Stella 76).
Secondly, an effective team is normally composed of both extroverts and introverts. Society labels extroverts as superior team players, go getters and doers (Schroeder 37). They are seen as effective team members due to their freeness with other team members. However, studies show that extroverts normally perform worst as opposed to the expectations of the society and as such, they lose their status (Napier, Mark, & Felix. 260). Introverts on the other hand gain status as they exceed the expectations that society places on them (Kutsch, Tyson, & Mark 27). Therefore, mixing both extroverts and introverts enables a team to eliminate setbacks that are caused by dips in the team’s morale.
Thirdly, effective teams communicate proactively in four main ways. The first is that, the team members provide information before they are asked. Secondly, they provide assistance and support before being asked. Thirdly, they make suggestions and provide guidance on how to achieve the team’s initiatives. Lastly, they update the other team members concerning the situation and progress status of the project (Kutsch, Tyson, & Mark. 26).
Lastly, an effective team normally has great leadership. Even if all members are on point in a team, every effective team still needs a great leader. The team leader plays critical roles such as motivating team members, acting as role model, nurturing skills and providing effective feedback. The role of the team leader is critical as he or she is the one responsible for efficient communication, directing the scope of the team and hiring the right people (De Jong, Kurt & Nicole 16).
Three Team Development Strategies
The first and most important team development strategy is agreeing on goals and targets (Nangoli et al. 241). All the team members must work towards the same targets and set goals. Without a shared vision from all the team members, competition and conflict are most likely to develop (De Jong, Kurt & Nicole 11). As such, no success can be achieved. Therefore, each team member should be involved in the setting of goals and targets of the project to be handled. This ensures that every member fully understands the team’s purpose.
Secondly, teams must develop trust among its members. This forms a key aspect of team’s cohesion. Trust is critical in ensuring honest and open communication to occur within the team (Woodcock 28). Lack of trust may make team members to be reluctant in pitching their ideas for fear of rejection. Even though trust is expected to develop with time as people work together, teams can speed up the process by participating in training exercises that help inspire trust among them (Larson & Clifford 33).
Lastly, for a team to be effective it has to solve its conflict within itself. Constructive conflict that occur between team members is a sign of an extremely healthy team. Teams that operate without a challenge from other team members risk suffering from ‘group think’; this is where team members will just agree with a given course of action against their will because they do not want to upset the person who proposed an action (Thamhain 31). Communicating and agreeing to disagree is actually more productive than trying to please other team members.
Administrative and Behavioral Aspects of Team Development
Behavioral aspect mostly draw from the activities and actions of the team members. For a team to be highly functional, it has to possess four major behavioral aspects. The first is establishing trust between the members to help build the foundation of a cohesive system. Secondly, a team must members must commit to decision made during the project handling. Thirdly, the team must focus on achieving the collective results (Katzenbach & Douglas 67). Lastly, the team must engage in conflict that arises from different points of view.
The administrative aspect of team development mostly borrow from the technical skills of the team leaders. The leader must work extra hard at reassuring and motivating team members. For the team to effectively develop, the leader must set clear responsibilities and duties for each members of the team (Slotegraaf et al. 44). The leaders also tend to use sources of influence, for instance, reward power to help motivate the members. The leader can use coercive powers, for instance, exercise his authority and recommend punishment to disloyal team members (Smither & Kwaku 31). The leader must also decide on which type of leadership style to use with respect to the team’s main objective. After establishing all these, the team leader shall have created a stimulating work environment for the team.
Part Three
Communication Plan
|
stakeholder |
Information need |
Messages
|
Frequency |
Sender |
medium |
|
Project sponsor |
Details with regard to funding of the project. |
Project activities, deadlines, related budget issues, accomplishment and the expected funds (Smither, John & Sandra 39) |
When the reports are requested or due. |
Project manager |
Written documents and formal communication (De Jong, Kurt, &Nicole 15). |
Risk Mitigation Plan
|
Risk |
Severity |
Action plan |
|
Lack of supplier interest in tendering on the project at hand (Liu, Jiyao, & Yi 37). |
High |
Assessment of the levels of market competitiveness and adoption of procurement method which is appropriate (Napier, Mark, & Felix 261). |
|
Conflict between stakeholders |
Medium |
Keeping relevant stakeholders briefed about the project’s progress (Starkweather & Deborah 40). |
|
Breach by contractor |
High |
Use of standard contract form where applicable and identification of correct contract type for the project (Tadege & Ole Jonny 16). |
Human Resource Structure for the Project Team Members
|
Function |
Project sponsor |
Business analyst |
Project manager |
IT personnel |
|
Project plan establishment |
Inform |
Consult |
Accountable Responsible |
Consult |
|
Product testing |
Inform |
Responsible |
Accountable |
Consult |
|
Project initiation |
Consult |
|
Accountable Responsible |
|
|
Gathering user requirements |
Inform |
responsible |
Accountable |
Inform |
|
Developing technical Requirements |
Inform |
Responsible
|
Accountable |
Inform |
|
Deployment of the procured product |
Consults |
Responsible |
Accountable |
Consults |
References
|
Akhavan, Peyman, and Mohammad Reza Zahedi. "Critical success factors in knowledge management among project-based organizations: A multi-case analysis." IUP Journal of Knowledge Management 12.1 (2014): 20. Auriol, Emmanuelle, Stéphane Straub, and Thomas Flochel. "Public procurement and rent-seeking: the case of Paraguay." World Development 77 (2016): 395-407. Beebe, Steven A., and John T. Masterson. Communicating in small groups: Principles and practices. Pearson Higher Ed, 2014. Bredillet, Christophe N. "Blowing hot and cold on project management." Project Management Journal 41.3 (2010): 4-20. De Jong, Bart A., Kurt T. Dirks, and Nicole Gillespie. "Trust and team performance: a meta-analysis of main effects, contingencies, and qualifiers." Academy of Management Proceedings. Vol. 2015. No. 1. Academy of Management, 2015. Edquist, Charles, Nicholas S. Vonortas, Jon Mikel Zabala-Iturriagagoitia, and Jakob Edler. eds. Public procurement for innovation. Edward Elgar Publishing, 2015. Johnson, P. Fraser. Purchasing and supply management. McGraw-Hill Higher Education, 2014. Katzenbach, Jon R., and Douglas K. Smith. The wisdom of teams: Creating the high-performance organization. Harvard Business Review Press, 2015. Kutsch, Elmar, Tyson R. Browning, and Mark Hall. "Bridging the risk gap: The failure of risk management in information systems projects." Research-Technology Management 57.2 (2014): 26-32. Larson, Erik W., and Clifford Gray. Project Management: The Managerial Process with MS Project. McGraw-Hill, 2013. Liu, Jingjiang, Jiyao Chen, and Yi Tao. "Innovation performance in new product development teams in china's technology ventures: The role of behavioral integration dimensions and collective efficacy." Journal of Product Innovation Management 32.1 (2015): 29-44. Müller, Ralf, Johannes, Glückler, Monique Aubry, and Jingting Shao. "Project management knowledge flows in networks of project managers and project management offices: A case study in the pharmaceutical industry." Project Management Journal 44.2 (2013): 4-19. Mullins, Frank E., DeAnn Lechtenberger, and Janice Murdock. "Twenty Characteristics of an Effective Conflict Management Response Team." Journal of Human Services: Training, Research, and Practice 2.1 (2017): 5. Nangoli, Sudi, Sheila Namagembe, Joseph M. Ntayi, and Muhammad Ngoma. "Towards building project-stakeholder commitment: Case study–citizenship projects in Uganda." World Journal of Entrepreneurship, Management and Sustainable Development 8.4 (2012): 233-245. Napier, Nannette P., Mark Keil, and Felix B. Tan. "IT project managers' construction of successful project management practice: a repertory grid investigation." Information Systems Journal 19.3 (2009): 255-282. Schroeder, Harold. "Post project assessment: An art and science approach." Journal of Management Information and Decision Sciences 16.1 (2013): 37. Slotegraaf, Rebecca J., and Kwaku Atuahene-Gima. "Product development team stability and new product advantage: The role of decision-making processes." American Marketing Association, 2013. Smither, Robert, John Houston, and Sandra McIntire. Organization development: Strategies for changing environments. Routledge, 2016. Starkweather, Jo Ann, and Deborah H. Stevenson. "PMP® certification as a core competency: Necessary but not sufficient." Project Management Journal 42.1 (2011): 31-41. Tadege Shiferaw, Asmamaw, and Ole Jonny Klakegg. "Linking policies to projects: the key to identifying the right public investment projects." Project Management Journal 43.4 (2012): 14-26. Thamhain, Hans. "Managing risks in complex projects." Project Management Journal 44.2 (2013): 20-35. Thomas, Janice L., Svetlana Cicmil, and Stella George. "Learning from project management implementation by applying a management innovation lens." Project Management Journal 43.6 (2012): 70-87. Unger, Barbara Natalie, Hans Georg Gemünden, and Monique Aubry. "The three roles of a project portfolio management office: Their impact on portfolio management execution and success." International Journal of Project Management 30.5 (2012): 608-620. Uyarra, Elvira, Jakob Edler, Javier Garcia-Estevez, Luke Georghiou, and Jillian Yeow. "Barriers to innovation through public procurement: A supplier perspective." Technovation 34.10 (2014): 631-645. Woodcock, Mike. Team development manual. Routledge, 2017.
|