Project Integration Management Interview Management Essay

Project Integration Management Interview Management Essay To see a project through to a success completion, there are various processes and methods needed to provide a structure within which to work. Based on best practice, the Project Management Institute (PMI) has established a general guide to areas, the understanding of which, are essential to the successful, on time completion of a project. These areas of expertise are detailed in A Guide to the Project Management Body of Knowledge (2008), published by the Project Management Institute. These areas are known as the Project Management Body of Knowledge or PMBOK and include such topics as the management of project integration, scope, time, cost, quality, human resources, communications, risk and procurement. This report covers one knowledge area from both the Core and Facilitating Functions of the PMBOK in relation to an interview with Jason Duigou, an experienced Project Manager. This interview is contained within the book IT Project Management: On Track from Start to Finish (Phillips, J. 2002). The area of Project Integration Management is also considered. The interview illustrates that Mr Duigou considers certain areas of Project Management to be especially important. Foremost amongst his recommendations is ongoing regular communication between the team members and close supervision from the Project Manager. He recommends that the correct tools be available to the Project Manager to facilitate the communication process between the Project Manager and between the team members. Project Integration Management As the ninth area of knowledge within the PMBOK, successful Project Integration Management is determined by all the other elements of the project. The Project Managers knowledge of PMBOK is essential to the final, timely integration and delivery of the project. The interview emphasises the four core areas of project management which need to be integrated into a final comprehensive product. In the interview, Mr Duigou strongly recommends that the scope, time and cost constraints are thoroughly discussed amongst all the stake holders at the outset to ensure the final integration of the project goes smoothly and delivers the fourth core requirement, a quality product. Mr Duigou states verify that all questions regarding the plan have been addressed before the implementation and provide a clear understanding of the objectives, roles and responsibilities of all resources during the project (Phillips, J. 2002). Managing the scope of the project is extremely important to the successful completion of the project. Many projects may fail as a result of becoming bigger or more complex than was originally planned. The scope of the project has to be completed within a finite time span. Time management is one of the three elements referred to as the triple constraints, together with cost and quality. Extending the time on a project usually means the cost will increase. The Project Manager is accountable to the client for keeping within the budgetary constraints of the project. Contingency funds should be built into the financial plan to cover unexpected cost blow outs. Mr Duigou suggests that contracting certain elements of a project is a good way to achieve results when working on a limited budget. Core Function Cost Cost management is one of the core issues covered in the PMBOK. It is one of the major elements, if not the major element that determines the outcome of the project, for without sufficient funds, the project may falter. Most companies have limited capital to dedicate to their projects and may have other initiatives competing for valuable resources. Mr Duigou suggests in the interview that the project manager must have the right tools for the job to provide dynamic data at any time to enable the project manager to proactively monitor the project including budget and expenses as they are reported. He states that without such tools and efficient communication, the project manager may be ambushed by unexpected demands made on the original budget by unforseen events outside the control of the project team. There are various cost management tools that can be employed to help keep control over this area. These tools may include but are not limited to return on investment, payback analysis, net present value, earned value management, cost estimates and baselines. Describe knowledge area Identify processes of knowledge area Establish connection between interview and knowledge area processes Impact of this area on project management Facilitating Function Communication Communication is a key success factor in all projects. Poor communication often leads to the failure of the project. The PMI has determined that the Project Manager may spend up to eighty nine percent of their time engaged in communication of various forms. The communication process encompasses the collection and generation of information together with project information storage. It is critical for the Project Manager to disseminate information during all phases of the project to all stakeholders. Equally, team members need to provide status reports between themselves and the Manager at frequent and regular intervals. The interview with Mr Duigou illustrates that this experienced Project Manager considers communication to be essential to the successful completion of the project. Mr Duigou states continual communication and commitment on the part of each unit is absolutely necessary in order for the data to be current and accurate. He recommends the use of software to assist in communication and to facilitate project integration. He also emphasises in the interview the importance of timely and effective communication to resolve team disagreements and maintain the teams focus on the goal. He feels that disagreements are often the result of inadequate or unclear communication and can be dealt with by addressing communication issues in a judicious manner before they lead to major problems which may jeopardise the quality and timely delivery of the project. Conclusion This report has looked briefly at the area of Project Management Integration, the core function of cost and the facilitating function of communication in relation to an interview conducted with an experienced Project Manager. An analysis of this interview shows that Mr. Duigou feels that certain areas of the core functions assume a higher priority than others when considering the successful completion of a project. Foremost amongst the most necessary functions is the regular, clear communication between all stakeholders. In the beginning of the plan, all questions, from all parties need to be answered as accurately as possible to facilitate the formation of a clear goal. He also recommends that this be followed up by frequent, close supervision by the project manager, either by face to face meetings when teams are in close physical proximity or by the use of shared electronic project management tools when teams are separated geographically. Mr Duigou considers that keeping a team focused and motivated can be one of the most challenging aspects of delivering a quality project on time. He states that giving team members positive feedback in the form of recognition and praise when they meet or exceed expectations is essential to counteract the tendency to lose motivation, especially on long term projects. This can be considered to be part of good communication. The core function of project cost management is the other issue highlighted in the interview. The management of cost and unexpected budget stress is intertwined with the issue of clear and timely communication of any potential change to the scope and available resources of the project. The project manager needs to be able to proactively monitor expenditures so as not to be taken by surprise, as far as possible, by unexpected changes to any of the core areas. It would be difficult to determine which is most important communication or budget, for without sufficient funds and resources the objective will not be reached. The same can be said for communication between the stakeholders. Misunderstandings regarding the four core areas of project management are inevitable if communication is infrequent and close supervision by the Project Manager is lacking.

Unit 203

Unit 203 Outcome 1: understand the importance of equality and inclusion 1. 1 explain what is meant by: * diversity * equality * inclusion * discrimination DIVERSITY means difference. When it is used together with EQUALITY it means recognizing both individual and group differences, it means treating everyone as an individual and giving value to each and every person. Diversity means allowing people to be different and respecting these differences. In care industry the carer might need to challenge others if necessary and speak up for the individuals they support, who cannot speak for themselves.INCLUSION is the right of every human to have equal access and opportunities, regardless their race, gender, disability, medical or other need, culture, age, religion and sexual orientation. It is about getting rid of discrimination and intolerance. DISCRIMINATION is a preconceived attitude towards the members of a particular group that leads to less favorable or bad treatment of those persons. This kind of attitude is often resistant to change even in the light of new information. 1. describe ways in which discrimination may deliberately or inadvertently occur in the work setting Direct discrimination may happen when individuals are treated less favorable or when they are given lower standard of services because of their gender, race, ethnicity, culture, disability, religion, sexuality, mental health or age. The carer must be aware of its own prejudices and make sure that the support they give is not provided at different standards for certain categories. Indirect discrimination takes place when a rule or policy is more restrictive for people from a certain group, when it should be applied equally to everybody.For example a council procedure for homeless people made only in English would put people whose first language is not English in difficulty, which is an unfair disadvantage and could be taken as indirect discrimination. If the council has a good reason for having a particular policy in place (eg. For health or safety reasons) this would not be consider indirect discrimination. Harassment can take place because of people’s prejudices or because individuals believe it is acceptable to tease people or tell racist jokes. This creates an unpleasant environment where an individual can feel degraded.Victimization takes place when someone is treated less favorable because of doing something that another person disapproves (eg. Someone being treated less favorable because they complained about a service). The care worker duty is to make sure they understand what might be considered as discrimination and to raise any concerns with their supervisor/ manager on behalf of the individuals they support. 1. 3 explain how practices that support equality and inclusion reduce the likelihood of discrimination In providing care and support too individuals, it is our duty to be able to respond appropriately and sensitively to everyone we interact with.The w ay a person approach equality and inclusion shows whether she/ he is able to provide care and support. A way in which employers have responded to the issue of diversity was to develop flexibility in their working practices and services (eg. Employer may allow flexible working pattern to accommodate child care or a GP surgery may offer services during weekends for people that work full time during the week). So a commitment to equality in addition to recognition of diversity means that different can be equal. It is important that employers and their representatives behave ethically and lead by example.The UK framework has 2 elements to it: anti-discriminatory framework gives individuals a route to raise complains of discrimination around employment and service delivery and public duties which place a proactive duty on employers to address institutional discrimination. The anti-discriminatory framework protects gender, ethnicity, disability, sexuality, religion, age. Public bodies inc luding local authorities, education, police forces, and national health services are bound to z number of duties. The implementation of public duties will identify and address institutional discrimination.Each of the public duties requires employers to: * produce an equality scheme * carry out impact assessments on their functions, policies and practices * carry out equalities monitoring and take action to redress any imbalance * publish the results of any work undertaken Outcome 2: Be able to work in an inclusive way 2. 1 identify which legislation and codes of practice relating to equality, diversity and discrimination apply to own role The Equality Act 2010 ensures consistency in what work places need to do to comply with the law and make working environments fair.The purposes of the Equality Act are: * establish the Commission for Equality and Human Rights * make discrimination unlawful * create a duty on public authorities to promote equality of opportunity between men and wome n and the prevention of sex discrimination The new Act aims to protect disabled people, prevent disability discrimination and also strengthen particular aspects of equality law. The Act provides legal rights for disabled people in the area of: * employment * education * access to goods, services and facilities including larger private clubs and land based transport services * buying and renting land or property functions of public bodies The Equality Act covers the same groups that were protected by existing equality legislation- age, disability, gender reassignment, race, religion or belief, sex, sexual orientation, marriage or civil partnership, and pregnancy and maternity- but now extends some protections to groups not previously covered (e. g. care workers or parents of a disabled person). It provides rights for people not to be directly discriminated against or harassed because they have an association with a disabled person, or because they are wrongly perceived to be disabled .The main Acts incorporated into the Equality Act 2010 are: * The Disability Discrimination Act 2005- about removing the discrimination that disabled people experience. It gives them rights in employment, education, access to goods, facilities and services, buying or renting land or property, function of public bodies. * The Equal Pay Act 1970- stops employers to discriminate between men and women by paying them differently and providing different employment terms and conditions if they are doing: the same or similar work, work rated as equivalent in a job evaluation scheme, work of equal value. The Sex Discrimination Act 1975 and amendments 1982, and 1999- make unlawful the discrimination on grounds of sex, marital status or gender reassignment. It applies when recruiting and when deciding what terms and conditions should be offered to an employee as well as when decisions are made about who should be promoted, transferred or receive training as well as to any decisions about termi nating someone’s employment. The Race Relations Act 1976 and amendments 2000, 2003- which gives public authorities a statutory duty to promote race equality. The aim is to make promoting race equality central to the way public authorities public authorities work, and says they must: eliminate unlawful racial discrimination and promote equality of opportunity and good relations between people of different racial groups. 2. show interaction with individuals that respects their beliefs, culture, values and preferences in order to be sure that a care worker’s work is inclusive and respectful of other people’s social identity, they need to: * recognize that they need to treat everyone they care and support as individuals and respond to them, and their social identity, in an individual manner * Understand that treating people fairly does not mean treating people in the same way.They need to recognize difference and respond appropriately * Respect all individuals they support regardless of their social identity * Try to increase their knowledge and understanding of aspects of social identity that might be different from their own * Avoid stereotyping or making assumptions about individuals based on their social identity * Recognize that their own social identity may impact on individuals in different ways * Avoid using inappropriate and disrespectful language relating to social identity 2. 3 describe how to challenge discrimination in a way that encourages hange If discrimination is challenged effectively, future incidents of discrimination can be prevented, as well as empowering individuals to understand their rights. The care worker should: * Always act fairly and try to see things from the other person’s point of view, considering that there could be different pressures, needs and cultures. * Always use positive language and never use words or phrases that could be disrespectful towards another person * Not allow prejudices and stereoty ping to influence them and not accept any tupe of discriminatory behaviorOutcome 3: Know how to access information, advice and about diversity, equality and inclusion 3. 1 identify a range of sources of information, advice and support about diversity, equality and inclusion http://www. equalityhumanrights. com/ gives information about the Equality and Human Rights Commission which was created to challenge discrimination and promote equality and human rights http://www. scie. org. uk/socialcaretv/search. asp? uery=diversity gives information about working with lesbian, gay, bisexual and transgendered people with different needs of support https://www. direct. gov. uk/ gives information and guidelines about public services Employer’s policy and procedures regarding equality and diversity 3. 2 describe how and when to access information, advice and support about diversity, equality and inclusion Any belief that someone is a victim of discrimination has to be reported immediately to the manager or supervisor.If a care worker feels that he/ she is a victim of discrimination, they should as well report it straight away to the manager or supervisor. Also a more senior or different manager can be contacted if there is a suspicion that the direct manager or supervisor might be involved. The human resources team is usually qualified to give advice and support on this matter. Support can also be found to a Trade Union if the care worker is a member or to Advisory, Conciliation and Arbitration Service (www. acas. org. uk).

A Proposal to Purchase Echocardiography Machine

Dear Sir, I would like to offer the proposal of purchasing an echocardiography machine, which in my suggestion is an urgent need for our hospital because of its large cardiac department.I would like to put forward my proposal in front of the panel of judges to justify my urge to buy the equipment as it is a need and an asset to the hospital as well.Such costly equipment should only be purchased when trained staff, ready to give undertaking of its optimum utilization, is available. This becomes all the more important when the financial constraints in the institution are so severe that even life saving medicines and common use items are not available even in the Emergency.EchocardiographyEchocardiography is a technique that uses very high frequency sound, or ultrasound (with frequency between 2 and 15 MHz, well above the human hearing limit of about 20 kHz), to visualize the details of heart anatomy. Echocardiography is the most widely used diagnostic test to detect and quantify heart disease. It has been used in virtually all areas of cardiovascular examination, evaluation and management.There is growing interest in the smaller, portable, hand-carried devices because they offer the ability to bring echocardiography to point-of-care management, particularly for cases that previously required delays in testing due to the necessity of scheduling sonographers and moving equipment through the hospital.Hand-carried devices have the potential to be used in areas such as the critical care unit (CCU), the cardiac catheterization laboratory, the electrophysiology laboratory, the emergency department and all surgical intensive care units.There is also a rising conviction that because of the ease of use of the hand-carried ultrasound, it eventually will be incorporated into the standard physical examination, much like the stethoscope is today.Price Of Echocardiography MachineAn echocardiography machine can be purchased at approx $125,000 (Leech, 1998). These machines do not depreciate easily physically; however, they rapidly become outdated technically. An echocardiography machine practically and technologically can not live up to five years. For this reason, and to give a better life to the machinery, the manufactures regularly provide upgrades to the machines, which enhance the technical life of the machine to up to 12 years.To take a rough idea, the up-gradation at the rate of at least 5 % per year of the purchasing cost, will cost $30,000 to every 3–5 years. As capital sum can generate some bank interest could, the ‘cost of money’ is required to be included. In the United States, the Government’s Treasury rate is 6%. Servicing the machine will be charged annually at approximately 6–8% of the purchasing cost (Leech, 1998).

Kermit and the Keyboard - 969 Words

The Learning Processes of Kermit As I read the story of â€Å"Kermit and the Keyboard† I began to think of the learning processes that he engages himself in as he tries to accomplish learning task as it relates to playing the keyboard. In this story three cognitive theories can be recognized, analyzed and they are all believed to produce different learning outcomes. These three theories are the Cognitive Information-Processing Theory, The Piaget’s Theory of Development as it relates to learning and lastly, The Interactional Theories of Cognitive Development. Each one of these theories presents itself in the manner in which Kermit develops a strategy for learning how to play the keyboard. In the cognitive information-processing approach†¦show more content†¦In Kermit’s process of learning he was able to process information and stores it in his memory. He uses the processes of attention, pattern recognition, encoding, chunking, rehearsal and retrieval to initiate his learning processes and obtain new knowledge. According to Piaget’s point of view, Kermit’s learning outcome and the process of learning has no bearing on his theory. This is due to the fact that Kermit is an adult and has reached the formal operational stage of development. With this in mind, the 4 stages that focus on the processes of assimilation, accommodation and equilibrium in the development of the cognitive structuring process is not in the process of development in learning how to play the keyboard. However, there are some insights that can be attributed to this learning style. The type of knowledge is a point that we can certainly consider as it relates to Piagetâ₠¬â„¢s theory of learning. Physical knowledge is one type of knowledge that can be focused upon and this would include the actual touch of the keys when playing the keyboard, the amount of force that would need to be exerted on the keys to produce a sound and what sound the keys make as it relates to what functions they are under when producing a sound. Piaget believes that this knowledge is gained through doing; therefore, Kermit had to experiment with the keyboard in order to meet this concept of knowledge attainment according to the theory of Piaget. And as theShow MoreRelatedEssay Kermit and the Keyboard from a Cognitivist Perspective840 Words   |  4 PagesKermit and the Keyboard from a Cognitivist Perspective Laurie B. Conaway American InterContinental University Abstract Three different cognitivist approaches to the story Kermit and the Keyboard are presented in Driscoll’s Psychology of Learning for Instruction (2005). 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