Discuss about the Draft Organizational Chart For The Project Team.
It has been identified that building a project team remains as the distinctive task of a project head. The appropriate and appropriate execution of such task needs the leader or the manager to derive, enhance as well as supervise a group of people who would work on the project (Bosch-Rekveldt et al. 2011). A team could be responsible for a variety of responsibilities and duties on the basis of the project they are engaged to. As put forward by Hartmann et al. (2012), an effective project must entail appropriate setting of team responsibilities as well as duties while focusing on the goals and objectives.
Organizational chart- Vaccaro et al. (2012), mentioned that a project team organizational chart is a detailed as well as documented-based graphical presentation, which is required to outline the particular roles, responsibilities and duties of the team members and other individuals taking part in the project. This graphical presentation signifies to constitute how exactly, they are supposed to collaborate with each other during the course of the project implementation technique. It is also considered as the technique of managing team the development process with the help of training programs on the basis of the group formulation.
The first and the team planning is referred to the defining as well as managing the roles that are required for the project. Hence, the managers need to focus on designing a job description document that specifies the major roles of the project- such as the title and the purpose, duties and responsibilities, skills, qualification and experience required, team performance criteria and other compensation details (Pournader, Tabassi and Baloh 2015). The project managers could implement this plan by advertising the roles both internally as well as externally. The following steps can be implemented to implement the recruitment plan.
As put forward by Stahl et al. (2012), a project team is referred to the organized group of people who are engaged in performing shared and the individual tasks achieving the shared goals. In the project team plan, the team must consist of full-time as well as part-time human resource who will work together to construct the deliverables and shifting of project towards the effective accomplishment. In order to implement a team-building plan, a group of people should be included in the team who should be capable of fulfilling the following conditions:
Thus, while selecting candidates for the team building, the manager ensure that the candidates are ready to meet the requirements mentioned above.
In the initial stage, the plan must include general description of what and how the project manager and the project team could use the plan to help them members to manage the project effectively. The staff management plan must include the roles and responsibilities of project human resource activities during the implementation of the project. Each staff of the team should know about the project organization chart, which would give them the idea of implementing the roles and responsibilities of the team member (Mir and Pinnington 2014). Likewise, the timeline should also be shared with the team members. Appropriate and training development programs should be developed for the team members.
While managing the team, it is essential for the management to manage the team such as measuring the performance of the staff members. The individual member should be provided with appropriate recognition as well as reward system. The major purpose of staff management plan is to achieve the success of the project by ensuring the appropriate staffs required with the necessary skills. Hence, if any gap is identified, the team building activities can be clearly defined as well as the team activities can appropriately be managed (Stahl et al. 2012). For example, in a software development project, the staff involved in the project need to consider the internal resource and they ensure that no outsourcing has been done during the completion of the project. Hence, the project manager should negotiate with the functional as well as departmental managers to identify as well as assign the resources in the scope of the project. The following are the steps for staff management:
1) Staff Acquisition
2) Resource Calendars
3) Training
4) Performance Review
5) Recognition and Rewards
As put forward by Daim et al. (2012) the communication management is about keeping all individuals in the loop. It is observed that communication planning technique helps to define the type of information that would supposed to be delivered. In the communication plan, it is necessary for the project manager to identify the type of communication that stakeholders require from the project; thereby, they could make good and effective decisions. In addition to this, during the planning stage of the project, the firm should create a high-level communication management plan that should describe the communication requirements in general for the project (Patanakul and Shenhar 2012). The communication project must include the communication goals and objectives, communication tools and techniques and the major project communication message. Furthermore, the communication plan for the team building should not be generated in a vacuum. Despite the presence of some standard items such as Project Kick Off, Team meeting and review status, it is necessary to spend time input from all stakeholders groups. The goals of the communication plan should include the following:
In the assessment plan, the project manager and senior human resource executive should create a documentation plan where they need include certain elements such as the questions- “I communicate what requires to be done by the given deadline and expect others to whom I assign the tasks to be responsible for breaking down the work”. Hence, based on the questions, the managers should rate the performance of the employees on the basis of “rarely” or “very often”. Any gap found in the assessment plan should be fulfilled by modifying or adding the activities during the course of the project.
The improvement plan should be based on the assessment plan, which means if any gap found in the assessment plan that should be covered in the improvement plan. For example, in the assessment plan, if it is found that some group members are not aware of the goals and objective of the project and the importance of team performance, those members should be communicated properly. The project manager should communicate with those members to identify their issues and provide them with appropriate solutions. Those members should be provided with appropriate training and development programs.
References
Bosch-Rekveldt, M., Jongkind, Y., Mooi, H., Bakker, H. and Verbraeck, A., 2011. Grasping project complexity in large engineering projects: The TOE (Technical, Organizational and Environmental) framework. International Journal of Project Management, 29(6), pp.728-739.
Bryde, D., Broquetas, M. and Volm, J.M., 2013. The project benefits of building information modelling (BIM). International journal of project management, 31(7), pp.971-980.
Daim, T.U., Ha, A., Reutiman, S., Hughes, B., Pathak, U., Bynum, W. and Bhatla, A., 2012. Exploring the communication breakdown in global virtual teams. International Journal of Project Management, 30(2), pp.199-212.
Hartmann, T., Van Meerveld, H., Vossebeld, N. and Adriaanse, A., 2012. Aligning building information model tools and construction management methods. Automation in construction, 22, pp.605-613.
Hwang, B.G. and Tan, J.S., 2012. Green building project management: obstacles and solutions for sustainable development. Sustainable development, 20(5), pp.335-349.
Mir, F.A. and Pinnington, A.H., 2014. Exploring the value of project management: linking project management performance and project success. International journal of project management, 32(2), pp.202-217.
Patanakul, P. and Shenhar, A.J., 2012. What project strategy really is: The fundamental building block in strategic project management. Project Management Journal, 43(1), pp.4-20.
Pournader, M., Tabassi, A.A. and Baloh, P., 2015. A three-step design science approach to develop a novel human resource-planning framework in projects: the cases of construction projects in USA, Europe, and Iran. International journal of project management, 33(2), pp.419-434.
Stahl, G., Björkman, I., Farndale, E., Morris, S.S., Paauwe, J., Stiles, P., Trevor, J. and Wright, P., 2012. Six principles of effective global talent management. Sloan Management Review, 53(2), pp.25-42.
Vaccaro, I.G., Jansen, J.J., Van Den Bosch, F.A. and Volberda, H.W., 2012. Management innovation and leadership: The moderating role of organizational size. Journal of Management Studies, 49(1), pp.28-51.
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