Fluent Essays

Reflect on the assigned readings for the week. Identify what you thought was the most important concept(s), method(s), term(s), and/or any other thing that you felt was worthy of your understanding.  Also, provide a graduate-level response to each of the following questions: The PMI “Code of Ethics and Professional Conduct” provides guidelines for ethical behavior by project management practitioners. It describes four main values that should guide a project manager’s actions. List these four values and give one example per value of why it should guide a project manager’s actions. Cultural patterns differ in various parts of the world, so project team members need to be more sensitive as to how their actions are interpreted. Project managers working with global and virtual project teams need to be especially mindful of the increased need for communications.  Discuss some of the extra communications challenges posed by virtual and global project teams, along with a few approaches to address these challenges. Imagine you are the project manager of a team tasked with building a new hotel.  When brainstorming project communication plan considerations, what would you list under “purposes”?CONTEMPORARY PROJECT MANAGEMENT, 4E Timothy J. Kloppenborg Vittal Anantatmula Kathryn N. Wells © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. ‹#› Organizational Capability: Structure, Culture, and Roles Chapter 4 © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. ‹#› Chapter 4 Core Objectives: Compare and contrast functional, project, and matrix methods of organization Relate how organizational structure influences implementation of strategic plan Describe positive organizational cultural elements that should be exploited, as well as negative cultural elements and how to overcome them Describe various project life cycle models © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 3 Chapter 4 Behavioral Objectives: Describe executive, managerial, and associate-level roles in project management Explain how to apply the PMI’s Code of Ethics and Professional Conduct Predict the impact of organizational structure & culture on individual and team behaviors and performance © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Atos Origin – A Global Company “I have observed that adaptability and empathy are helpful strengths for project managers in this environment…It is important for you, as a student of project management, to understand and appreciate that organizations are different and are continuously evolving.” Rachana Sampat (Thariani), Atos Origin © 2015 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Atos Origin has been through three mergers/acquisitions in the last 15 years. The project life cycle for most projects follow the typical IT project management approach. A team of global employees works to service a client need Onsite – prCONTEMPORARY PROJECT MANAGEMENT, 4E Timothy J. Kloppenborg Vittal Anantatmula Kathryn N. Wells © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. ‹#› Leading and Managing Project Teams Chapter 5 © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. ‹#› Chapter 5 Core Objectives: Describe stages of team development and strategies to move teams through the project life cycle. Describe characteristics of a high-performing project team; assess your team and how it can improve. Describe methods of team decision-making and when each type is most effective. © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 3 Chapter 5 Behavioral Objectives: Explain how to utilize and improve the project team relationship. Describe types of project management power and when each is appropriate. Describe sources of project conflict, how to resolve conflict, and a negotiating process. Summarize how to develop high-performance traditional and virtual teams. © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Gallup Consulting “Gallup has studied more than 6 million people, and we have found that individuals have much more potential for growth and productivity in areas of great talent than areas of weakness…A strengths-based approach improves team cohesion and generates better results. We have found that high-performing teams are more likely to match individuals’ talents to assigned tasks and emphasize individual strengths versus seniority in making personnel decisions.” Jim Asplund, Gallup Consulting © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 5 Acquiring the Project Team Pre-assignment of Project Team Members Negotiation for Project Team Members On-Boarding Project Team Members Acquire project team – “the process of confirming human resource availability and obtaining the team necessary to complete project assignments.” PMBOK® Guide © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, orCONTEMPORARY PROJECT MANAGEMENT, 4E Timothy J. Kloppenborg Vittal Anantatmula Kathryn N. Wells © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. ‹#› Stakeholder Analysis and Communication Planning Chapter 6 © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. ‹#› Chapter 6 Core Objectives: List, describe, & prioritize project stakeholders Describe each section of a project communication plan Build a communication matrix Develop strategies for stakeholder management © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Chapter 6 Behavioral Objectives: Tell how to build project relationships & why they are important for communication Develop a project communications management plan Plan, conduct, & improve project meetings © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. The Organizational Zoo “The use of creative tools such as metaphor and reflective conversations is becoming more common and makes a significant contribution to success…” www.organizationalzoo.com/profiler Copyright Arthur Shelley 2013 Image artist John Szabo © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 5 Identify Stakeholders After charter is accepted, a good place to start detailed planning is with understanding who the stakeholders are and how to communicate with them PM’s Stakeholder Responsibilities include: Understanding the stakeholders Building relationships with stakeholders Developing a communications plan for dealing with stakeholders © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Identify Stakeholders Multiple users with different—sometimes conflicting—requirements May not know what they want May not be the actual user Unreasonable requests Stakeholders other than the users Find Stake