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Posts Tagged ‘Management’

Entrepreneurs have many of the same character traits as leaders, similar to the early great man theories of leadership; however trait-based theories of entrepreneurship are increasingly being called into question. Entrepreneurs are often contrasted with managers and administrators who are said to be more methodical and less prone to risk-taking. Such person-centric models of entrepreneurship have shown to be of questionable validity, not least as many real-life entrepreneurs operate in teams rather than as single individuals. Still, a vast literature studying the entrepreneurial personality found that certain traits seem to be associated with entrepreneurs:

• David McClelland – primarily motivated by an overwhelming need for achievement and strong urge to build.

• Collins and Moore – tough, pragmatic people driven by needs of independence and achievement. They seldom are willing to submit to authority.

• Bird – mercurial, that is, prone to insights, brainstorms, deceptions, ingeniousness and resourcefulness. they are cunning, opportunistic, creative, and unsentimental.

• Cooper, Woo, & Dunkelberg – argue that entrepreneurs exhibit extreme optimism in their decision-making processes.

• Busenitz and Barney – prone to overconfidence and over generalizations.

• Cole – found there are four types of entrepreneur: the innovator, the calculating inventor, the over-optimistic promoter, and the organization builder. These types are not related to the personality but to the type of opportunity the entrepreneur faces.

• John Howkins – focused specifically on creative entrepreneurship. He found that entrepreneurs in the creative industries needed a specific set of traits including the ability to priorities ideas over data, to be nomadic and to learn endlessly

Project controlling and project control systems

Project controlling should be established as an independent function in project management. It implements verification and controlling function during the processing of a project in order to reinforce the defined performance and formal goals.[24] The tasks of project controlling are also:

the creation of infrastructure for the supply of the right information and its update
the establishment of a way to communicate disparities of project parameters
the development of project information technology based on an intranet or the determination of a project key performance index system (KPI)
divergence analyses and generation of proposals for potential project regulations
the establishment of methods to accomplish an appropriate the project structure, project workflow organization, project control and governance
creation of transparency among the project parameters

Fulfillment and implementation of these tasks can be achieved by applying specific methods and instruments of project controlling. The following methods of project controlling can be applied:

• investment analysis
  • cost–benefit analyses
  • value benefit Analysis
  • expert surveys
  • simulation calculations
  • risk-profile analyses
  • surcharge calculations
  • milestone trend analysis
  • cost trend analysis
  • target/actual-comparison

project management includes a number of elements: four to five process groups, and a control system. Regardless of the methodology or terminology used, the same basic project management processes will be used. Major process groups generally include:

• initiation
• planning or development
• production or execution
• monitoring and controlling
• closing

In project environments with a significant exploratory element (e.g., research and development), these stages may be supplemented with decision points (go/no go decisions) at which the project’s continuation is debated and decided. An example is the stage-gate model.

•   Initiating

Initiating process group processes

The initiating processes determine the nature and scope of the project. If this stage is not performed well, it is unlikely that the project will be successful in meeting the business’ needs. The key project controls needed here are an understanding of the business environment and making sure that all necessary controls are incorporated into the project. Any deficiencies should be reported and a recommendation should be made to fix them.

The initiating stage should include a plan that encompasses the following areas:

• analyzing the business needs/requirements in measurable goals
• reviewing of the current operations
• financial analysis of the costs and benefits including a budget
• stakeholder analysis, including users, and support personnel for the project
• project charter including costs, tasks, deliverable s, and schedule

The traditional approach

A traditional phased approach identifies a sequence of steps to be completed. In the “traditional approach”, five developmental components of a project can be distinguished (four stages plus control):
Typical development phases of an engineering project

Not all the projects will visit every stage as projects can be terminated before they reach completion. Some projects do not follow a structured planning and/or monitoring stages. Some projects will go through steps 2, 3 and 4 multiple times.

Many industries use variations on these project stages. For example, when working on a brick and mortar design and construction, projects will typically progress through stages like Pr-Planning, Conceptual Design, Schematic Design, Design Development, Construction Drawings (or Contract Documents), and Construction Administration. In software development, this approach is often known as the waterfall model,[16] i.e., one series of tasks after another in linear sequence. In software development many organizations have adapted the Rational Unified Process (RUP) to fit this methodology, although RUP does not require or explicitly recommend this practice. Waterfall development works well for small, well defined projects, but often fails in larger projects of undefined and ambiguous nature. The Cone of Uncertainty explains some of this as the planning made on the initial phase of the project suffers from a high degree of uncertainty. This becomes especially true as software development is often the realization of a new or novel product. In projects where requirements have not been finalized and can change, requirements management is used to develop an accurate and complete definition of the behavior of software that can serve as the basis for software development.[17] While the terms may differ from industry to industry, the actual stages typically follow common steps to problem solving—”defining the problem, weighing options, choosing a path, implementation and evaluation.”

Project management is a carefully planned and organized effort to accomplish a successful project. A project is a one-time effort that produces a specific result, for example, a building or a major new computer system. This is in contrast to a program, which is 1) an ongoing process, such as a quality control program, or 2) an activity to manage a series of multiple projects together. In some countries, the term “program” refers to a software tool and the term “programmer” can mean a TV or radio show.

Project management includes developing a project plan, which includes defining and confirming the project goals and objectives, identifying tasks and how goals will be achieved, quantifying the resources needed, and determining budgets and timelines for completion. It also includes managing the implementation of the project plan, along with operating regular ‘controls’ to ensure that there is accurate and objective information on ‘performance’ relative to the plan, and the mechanisms to implement recovery actions where necessary.

Projects usually follow major phases or stages (with various titles for these), including feasibility, definition, project planning, implementation, evaluation and support/maintenance.

NOTE: There are many software tools that make project management much more effective and efficient. Software Tools to Do Project Management Process lists software resources. The reader might best be served to read about the overall project management process in the section, “Foundations of Project Management” below, and then review some of the software tools. Another approach is to review the tools as the reader progresses through each phase of the project management process.

Project Roles and Responsibilities

There are many groups of people involved in both the project and project management life cycles.

The Project Team is the group responsible for planning and executing the project. It consists of a Project Manager and a variable number of Project Team members, who are brought in to deliver their tasks according to the project schedule.

The Project Manager is the person responsible for ensuring that the Project Team completes the project. The Project Manager develops the Project Plan with the team and manages the team’s performance of project tasks. It is also the responsibility of the Project Manager to secure acceptance and approval of deliverable from the Project Sponsor and Stakeholders. The Project Manager is responsible for communication, including status reporting, risk management, escalation of issues that cannot be resolved in the team, and, in general, making sure the project is delivered in budget, on schedule, and within scope.

The Project Team Members are responsible for executing tasks and producing deliverable as outlined in the Project Plan and directed by the Project Manager, at whatever level of effort or participation has been defined for them.

On larger projects, some Project Team members may serve as Team Leads, providing task and technical leadership, and sometimes maintaining a portion of the project plan.

The Executive Sponsor is a manager with demonstrable interest in the outcome of the project who is ultimately responsible for securing spending authority and resources for the project. Ideally, the Executive Sponsor should be the highest-ranking manager possible, in proportion to the project size and scope. The Executive Sponsor acts as a vocal and visible champion, legitimizes the project’s goals and objectives, keeps abreast of major project activities, and is the ultimate decision-maker for the project. The Executive Sponsor provides support for the Project Sponsor and/or Project Director and Project Manager and has final approval of all scope changes, and signs off on approvals to proceed to each succeeding project phase. The Executive Sponsor may elect to delegate some of the above responsibilities to the Project Sponsor and/or Project Director.

Project management is the discipline of planning, organizing, securing, and managing resources to achieve specific goals. A project is a temporary endeavor with a defined beginning and end (usually time-constrained, and often constrained by funding or deliverables), undertaken to meet unique goals and objectives, typically to bring about beneficial change or added value. The temporary nature of projects stands in contrast with business as usual (or operations), which are repetitive, permanent, or semi-permanent functional activities to produce products or services. In practice, the management of these two systems is often quite different, and as such requires the development of distinct technical skills and management strategies.

The primary challenge of project management is to achieve all of the project goals and objectives while honoring the preconceived constraints. Typical constraints are scope, time, and budget. The secondary—and more ambitious—challenge is to optimize the allocation and integrate the inputs necessary to meet per-defined objectives.

The Project Sponsor and/or Project Director is a manager with demonstrable interest in the outcome of the project who is responsible for securing spending authority and resources for the project. The Project Sponsor acts as a vocal and visible champion, legitimizes the project’s goals and objectives, keeps abreast of major project activities, and is a decision-maker for the project. The Project Sponsor will participate in and/or lead project initiation; the development of the Project Charter. He or she will participate in project planning (high level) and the development of the Project Initiation Plan. The Project Sponsor provides support for the Project Manager; assists with major issues, problems, and policy conflicts; removes obstacles; is active in planning the scope; approves scope changes; signs off on major deliverables; and signs off on approvals to proceed to each succeeding project phase. The Project Sponsor generally chairs the steering committee on large projects. The Project Sponsor may elect to delegate any of the above responsibilities to other personnel either on or outside the Project Team

The Steering Committee generally includes management representatives from the key organizations involved in the project oversight and control, and any other key stakeholder groups that have special interest in the outcome of the project. The Steering committee acts individually and collectively as a vocal and visible project champion throughout their representative organizations; generally they approve project deliverable, help resolve issues and policy decisions, approve scope changes, and provide direction and guidance to the project. Depending on how the project is organized, the steering committee can be involved in providing resources, assist in securing funding, act as liaisons to executive groups and sponsors, and fill other roles as defined by the project.

Goal is to build awareness of business ethics critical business, that business is a profit making activity, which should be achieved in ways good, not cheating, not harm others. Benefits to be gained also includes non-financial profits, morale, image, service, social responsibility, moral integrity, quality, trust. Also includes long-term benefits.
We also need to encourage the nation to build a system of economic, social and political a better and more democratic. Making the supremacy of law over power. Actors who want to progress follow the rules of the game are clear, fair, rational and objective way without relying on service learning.
Community empowerment, it also needs to be developed in Ranga target business ethics. both individually and in groups, such as NGOs and so on. If there is fraud, people should be brave and can perform corrective measures by the authorities revealed.
Efforts to disseminate the understanding, implementation, appreciation of business ethics pemasyrakatan this needs to be done with an area of ​​land across the water. Thus, business as an existing business in the community requires the satisfaction of all parties rising external internal Maupin.
Interested parties outside the organization:
• Government.
• Financial and Banking Institutions
• Suppliers.
• Distributors, agents and retailers.
• The buyer or consumer.
Communities around the company and direct public.
• While the bekepentingan and be in the company’s organization;
• The shareholders and investors.
• Various management groups that do not belong to top management.
• Employees.
Sound business ethics are built to satisfy the interests of all parties in ways that good and polite, of course, will establish a good relationship at all.

Leadership power comes along with responsibility, but the power of such tools or other resources can be used, abused, or even abused. Abuse of power is a big mistake that has the potential to damage the operations and organizational objectives.

The following is the main characteristic of a good and effective leader:
A good leader must have vision and have the vision to make a leader has a purpose. This vision is to help every employee to predict the future and what the result of extra efforts and hard work today. For a leader, vision is a reality that is within reach. Vision is not a dream, it reflects a broad understanding that enables an organization to go forward and compete. A good leader designing and directing the right plan to make the vision a reality. The best vision is generated through discussion and debate with employees who take and implement the vision. If employees are unsure about the purpose and reason of the implementation of the plan, they will make extra efforts in achieving the shared vision. Vision must have a direct relationship with organizational objectives. Finally, a shared vision and acceptance of all the followers will this vision is the important thing affecting the commitment and high performance of each member organization. A shared vision not only of individual employee relations and leadership, but also produce a constructive and effective relationship between management and employees. The main steps in creating the shared vision is the employees and leaders must build a working relationship based on shared vision, they are proactively looking for a change instead of waiting for a crisis that demands action, they must determine a common vision for improving products and services, and they implement the vision with teamwork and group effort.