Strategic Capacity of Project Management - Essay Example

?Project Management of the of Teacher Contents 0. Executive Summary 2 2.0. Introduction 2 3.0. Discussion 3 3.1. Case study 3 3.2. Designed Capacity 3 3.3. Effective Capacity 3 3.4. Actual Output 4 3.5. Utilization 4 3.6. Efficiency 4 3.7. Project Management Plan 5 3.8. Elements in a project 6 4.0. Conclusion 8 5.0. Recommendations 8 6.0. References 9 1.0. Executive Summary In this paper, there are set of questions that I am set to set to answer in compliance to a course that I am enrolled in. I will be discussing some salient points relative thereto project management and will also discuss how these key points will contribute to the enhancement and achievement of targeted company goals. The matter will be answered in accordance to the lessons learned from the module of this course which provided us learners the opportunity to work, plan, and manage a project using standard theoretical precepts. Some project management tools and techniques will also be used to introduce a technique in resolving organizational issues and concerns with sensitivity to available budget allocation and dynamics of the organization. In this questionnaire, I am expected to also use the tools for negotiations, teambuilding and quantitative estimation that can be drawn from the lesson using the case presented as my springboard for analysis. 2.0. Introduction Project management refers to the strategic capacity of an organization to put direction and implement programs and projects in accordance to specific goals and objectives set by the company with a purposive end in mind (Lock, 2007). The outcome could either be about gaining profit, about organizational strengthening, attaining performance efficiency or developing a collaborative action with potential partners, venture-interest, or with possible business associates (Dinsmore, & Brewin, 2011). 3.0. Discussion 3.1. Case study Johnsons is a major player in the UK dry cleaning industry. Management has decided to move operations to a new site. The new site will allow Johnsons to expand its operational base by 50% and bid for new public sector contracts. Currently at its site, Johnsons has a capacity to deal with 20,000 kg of laundry. However, management prefers to work at 80% of its capacity. At a recent board meeting, the HR manager has been asked to explain the reason for poor workforce planning and lack of discipline which has reduced the working capacity to 60%. The above information can be used to define various terms. 3.2. Designed Capacity This is the average allowable level of capability, fitness and power of competence in the performance of services. In the case cited, the Johnson Company has a capacity to deal with 20,000 kg of laundry but considering some variables in the organization, e.g. human resource availability, laundry machines, spaces, and resource operational availability. 3.3. Effective Capacity This refers to an organizational design and value chain analysis pertaining to effective capacity management (Capacitas, 2013, p. 1). Often this correlates to the nature of organizational structure, model or framework of operation, the available resources with services, repository of service, information and system of reporting, scope of managerial function, and the training or educational capacity of the company’s human resources (Capacitas, 2013, p. 1). From the cited case, what is clear here is that from its designed capacity, the management agreed that it can only effectively deliver and perform 80% services. From the allowable percentile of work production, the company can only perform or produce services at a rate of 16,000 kg of laundry. It is further unclear, given the many variables, if these 16,000kg constitute the daily laundry operation of the company or in a weekly status or in a month. The case given have not expressly cited the time and days that such 60,000 kg average laundry service is attained. It’s also unclear about the technology that will be used for laundry operation and neither is the case clear of technology’s use efficiency. 3.4. Actual Output This is the tangible services and performance realized. This is the realistic expected results in accordance to the targeted and analyzed program of work. In performance management, theorists dubbed this matter as result-based management (RBM) program management approach that integrated the company’s strategies, human resource, processes, and measurements in accordance to decision-making, transparent management and accountability. Being result-based, project manager should be keen on achieving outcomes, enforcing performance measurement, implementing learning processes, and adapting or reporting performances. Using the figures demonstrated in the case, the company, which targeted to produce 20,000 kg of laundry can only actually deliver services at 16,000 kg as an actual output thereof. 3.5. Utilization In reference to the case, it is the maximization of all variables of performance management necessary for the effective and efficient delivery of services. The laundry shop can only produce its target output with the interplay and interrelation between the human resources, organizational management, use of technology, constant availability of power, and alternate power generation, in case of interruption, including the responsible use of the financial outlay for operational costs. The company may also utilize external forces that could boost its presence in the market such as tapping the help of the advertisers and making use of information technology in promoting its services to households and in social media. On specific pattern of operation, the company will rely so much on its human resources, laundry washers and electricity. 3.6. Efficiency The efficiency in the delivery of company services can only be determined by the actual number of human resources working, the effectiveness of laundry machine as intermediary in the performance of services, the average time that the company can allocate for operation, and the number of customers or clients that they are serving in the community. 3.7. Project Management Plan ITEMS BRIEF PROJECT MANAGEMENT PLAN Scope Management The scope of the management will cover the following areas: a. Organizational Management – must be inclusive of the incorporator, the executive and operational management, its hired employees and staffs or utilities. b. Human Resource Management & Performance Management & evaluation—in accordance to standards formulated by the Security and Exchange Commission (SEC) and other laws governing corporation or companies. c. Customer/Client relation – essential for the company’s value chain and sustainability. d. Safety and security management – this is inherent in safeguarding the rights of workers and the security of the company Quality Management a. Quality control on the output of the services produced by the workers must be evaluated by quality management control; b. Regular conduct of monitoring, evaluation, and meeting with the employees (Garcia, 2009). Risk Management The company will be responsible in securing the right and safety of the employees and its facilities from unnecessary risks. Insurance benefits must therefore be a primordial concern of the management to hedge on health and property-related risks within the workplace. Trained and skilled security personnel will also be hired to provide security control in the workplace and to ascertain that no customer or client could pose a threat to the management or to the company facility. The company must interrelate with the nearest police and fire station as well as part of the necessary risk management. Such can be supplemented with the use of technology that can detect possible fires and burglary (Agrawal, 2009). Communication Strategy The company will be adhering to an accurate management of information system in making decision-makings and in determining transparency or accountability of funds (Jones, 2008). All transactions will be recorded for accounting records. To ensure that an open communicative culture will transpire within the organization, regular meetings will be conducted, appraisal of services and performance will be part thereof, and communication facilities will be mounted within the company to ascertain access of information for internal and external use. System of reporting will also be developed and implemented and all staff will also have their teambuilding to improve their relations (Campbell, 2009). 3.8. Elements in a project Initiate Before initiating a project, an evaluation and assessment of similar companies should be undertaken to ensure that the project is not copied. Every project should be unique. A company cannot initiate a project which another company has already initiated and implemented. In terms of uniqueness, a project should be ‘one-of-a-kind;’ that is, never been done before. The tools relevant in project management are customized to control and manage the risk of uncertainty inherent in projects. In the performance of a project, some work will be unique while some will not be unique. The not so unique work is referred to as Operational work. This is work that is already defined; such as the payroll of the team members in the task. Plan This refers to ‘the way forward’ for a project. The most important aspect to plan for in a project management is its start and stop time. This is the timeframe of a project and must be clearly defined. The importance of this is that, the lifecycle of the project is made clear and the relevant planning is achieved. By having a well defined lifecycle, the progress of the project will be evaluated and analyzed to indicate its viability. This stage also involves selecting a work force that will execute the project. Duties will be delegated at this stage. This will ensure that every member of the team has a clear definition of his/her roles in the team. The importance of selecting a work force and delegating duties is to ensure that once the execution process has begun, there will be no ‘loopholes’ in the process. This will in turn ensure that there is no lagging behind according to the timeframe set. Execute Execution of a project is very delicate and is the main determinant of its success. If its execution involves a team, the team should have a team leader. Unlike operational work, execution of a project must have an overseer. This is a person in charge of the execution process who has the responsibility and authority of the process. Operational work involves separate managers who are accountable for different parts of the work. This is unlike project management where there is only one accountable entity. Accountability includes both responsibility and authority to do the work of the project. Projects involve few well defined processes and that is why it is unique. Due to its uniqueness, a project will always have many missing parts. This is more of the reason why there should be one person with the full accountability for all the work of the project to deal with such uncertainty. Having one entity with the responsibility and authority to conduct the project work mitigates cases of leadership failure since every strategic phase of a project implementation is always overseen by a team leader (Practice standard for project risk management. 2009). 4.0. Conclusion Performance management is interplay of factors associated to organizational management; human resource development; financial management and transparency; and company capacity-building while constantly improving relation with clients and customers in the market. 5.0. Recommendations If chosen to head human resource management, I would certainly conduct thorough review of the human resource hiring policy; conduct inventory of human resources skills and capacity to determine their efficiency and effectiveness; and, conduct empirical evaluation to ascertain the gaps and problems why the performance of the company has not attained the targeted outcome even at the minimum; the breakeven level (Patel, 2008). To address concerns on the utilization, actual output and efficiency of resources, evaluation of the working conditions; available resources or utility; and workers performance will be undertaken to determine the resolution to these issues. All technologies, sources of water and energy, and materials required in the performance of duties will also be subjected in thorough inventory. Alternates will be identified to provide remedial measures to potential problems that may arise that could affect operations, such as absenteeism of human resources; power and water interruptions; internal changes and potential conflicts with co-workers or with the management. As HR manager, the regular meeting will be conducted with workers; trainings will be conducted to improve their services; and teambuilding will be done to strengthen their communication, understanding, and collaboration in the workplace. Internal policy will be updated, in consultation with human resources, to ensure that these set of rules will guide and direct their behaviors whilst working within the company. Those HR that are possibly designated in the promotion of services and client relations will also be trained on customer relations and management, as well as advertising or the use of information technology to advocate the services online. The training will help ascertain that they are able to communicate and relate the goals and objectives of the company effectively. These are essential in the sustainability and efficiency of the laundry company (Wysocki, 2004). 6.0. References Capacitas 2013. A ten-Step Plan to Effective Capacity Management Agrawal, R. C. 2009. Risk management. Jaipur, India: ABD Publishers. Campbell, G. M. 2009. Communications skills for project managers. New York: AMACOM. Dinsmore, P. C., & Brewin, J. 2011. The AMA handbook of project management 3rd ed.. New York: American Management Association. Garcia, D. 2009. Quality management. Chandni Chowk, Delhi [India: Global Media. Jones, P. 2008. Communicating strategy. Aldershot: Gower. Lock, D. 2007. Project management 9th ed.. Aldershot, England: Gower. Patel, V. N. 2008. Project management. Jaipur, India: Oxford Book Co.. Practice standard for project risk management. 2009. Newtown Square, Pa.: Project Management Institute. Wysocki, R. K. 2004. Project management process improvement. Boston: Artech House. Read More