Create a Project Management Plan in which you include the following: The WBS created (from Week 2) The activities defined (from Week 2) The sequenced activity chart or diagram (from Week 2) A human resource plan (from Week 3) A Communication Management P

portfolio_project_management x2018032002125320180317214321communication_tools_and_techniques1 x2018032002125220180305200927work_breakdown_structure__1_3 x
 

Create a Project Management Plan in which you include the following:

• The WBS created (from Week 2)
• The activities defined (from Week 2)
• The sequenced activity chart or diagram (from Week 2)
• A human resource plan (from Week 3)
• A Communication Management Plan (from Week 4)

Develop a 700- to 1,050-word Risk Management Plan in which you include the following:

• Potential risks for the project and for the portfolio to which the project belongs
• Likelihood and impact analysis of the identified risks
• A plan for managing responses to portfolio and project risks

Write a 350- to 525-word Project Control Plan in which you briefly discuss control mechanisms for this project.

Create a 175- to 350-word introduction and executive summary for the plan, and place them at the beginning of your completed Project Management Plan.

Format your project plan consistent with APA guidelines.

 

Running Head: PORTFOLIO PROJECT MANAGEMENT 1

PORTFOLIO PROJECT MANAGEMENT 6

Portfolio Project Management

Name

Course

Tutor

Date

Strategic portfolio management in relation to Project management

Portfolio management can be described as the process used in the management of a collection of projects or management of centralized projects for the sake of conducting effective or strategic management. This helps with the realization of strategic objectives set for the organization. Project management is the management of a temporary undertaking with the view of meeting a deadline for its completion to help produce a certain benefit. Strategic portfolio management and project management are related to each other, given that strategic portfolio management is the project management in a simplified way only that this time it deals with several projects at a go (Fraser, 2017). Having to manage the various projects means that there has to objectives put in place to enable effective management and so that various goals can be reached in the process. Strategic portfolio management allows for the linkage between the strategy and implementation of projects. It also ensures that project execution is conducted in the right manner and, therefore, allows for project management to be done right. Portfolio management focuses on conducting project management in such a way that the organization gets to acquire the optimal business value with consideration of the risks as well as the resources available to make this realization true.

Portfolio management with respect to organizational mission and goals

Portfolio management allows for the efficient matching up of the risks and returns of an organization with the view of meeting the financial objectives of an organization. Taking this into consideration, in helping meet the goals and missions of an organization, portfolio management can conduct an examination of the risk and returns from a project based on the financial objectives set. For this to be made possible, portfolio management ensures that the organization picks out the most profitable projects, which the organization can effectively execute and therefore, be able to fund without much stress and worry. This type of management also allows the organization to see a project to its end in a manageable and timely manner. Portfolio management puts into great use project management office (PMO) which helps with the effective management of centralized projects given the expertise and experience involved in this management. The project that has been picked out goes on to be defined by the organization and the stakeholders. This definition is based on the mission and goals of the organization which has to be met. This then ensures that the project is completed in a timely and budget-friendly manner. The strategic objectives have to be met (Perry, 2011).

Project-based vs. Non-project-based organizations

This helps give an idea of the type of organizational model that an organization decides to choose. On that note, the hierarchical nature of an organization is defined and so is the type of interaction existing between the organizational departments. Project-based organizations entail a company being organized or arranged based on an undertaking of a project. This then means that the workforce, as well as the organization’s departments, is arranged according to the needs of the project at hand. This then calls for project management where a project manager is placed in charge of workforce teams, so that project execution is done efficiently. The project manager can coordinate the various groups or teams of employees from different departments to help realize the mission and goals of the organization. Non-project-based organizations are those whose organization is not based on projects being undertaken (In Chiocchio, In Kelloway & In Hobbs, 2015). The based way to explain this is the functional model which entails a manager acting as a “supervisor” over the various department heads. The department heads each have a differently functioning department. The manager or the owner ensures that the end goal is met by the various department heads working to ensure their departments meeting their specific goals. The focus is on functions and not projects.

Project manager’s communication in a project-based vs. non-project-based organization

The communication in a project-based organization will be different from that in a non-project-based organization. This is to say that the project manager will not have information relayed in the same manner in both cases. In the case of a project-based organization, the project manager can interact with the different teams so that work can be done while the teams themselves have little or no interaction with each other. Supervision and conversing are conducted by the project manager, so that project execution and completion is done accordingly. In non-project-based organizations, the best ways to have information reach the manager or the owner is through the various heads of department. The manager in charge receives information from these department heads and the manager then gets to make decisions based on information received. Once this happens, the manager then relays information through the department to the various members of the various teams (Kerzner & Saladis, 2009).

Challenges faced by a project manager in a non-project-based organization

A project manager works best in a situation where he has unlimited control on the project teams that they are working with. The project manager has to be able to follow up on various levels of progress from the people in charge or the various people operating in various department teams. The functional or non-project-based organization is a structure that presents various challenges to the project manager. One of the challenges is the fact that the project manager does not have direct access to the financial and human resources. The functional manager does instead have access to both of these. This makes it difficult for the project manager to ensure that the various functions run smoothly. The other challenge is that this organizational structure lacks project-oriented systems thus presenting a lot of difficulties. This means that activities related to the ongoing project cannot be smooth-sailing as they ought to (Meredith, Shafer & Mantel, 2017).

Overcoming identified challenges

As much as challenges are present in non-project-based organizations, it is also important to note that these challenges can be reversed so that effective management is conducted and, therefore, project management is made easily possible. In the case of inaccessibility to the financial and human resources by the project manager, it is important that the project manager, at the beginning or start of an ongoing project, lays down the expectations they have of the teams they are working. It is especially important to make it clear that the functional managers should ensure that there is a way for the project manager to be able to make decisions regarding the human and financial resources for the sake of delivering projects to clients that meet the strategic objectives. Communication, therefore, greatly improves (Kendrick & Dawsonera, 2009). In the case of lack of project-oriented systems, the project manager can have the project-oriented systems designed in such a way that they work in sync with the non-project-based organization and, therefore, bringing out the efficiency of the project to meet set mission and goals.

References

Fraser, I. (2017). The business of portfolio management.

In Chiocchio, F., In Kelloway, E. K., & In Hobbs, B. (2015). The psychology and management of project teams.

Kendrick, T., & Dawsonera. (2009). Identifying and managing project risk: Essential tools for failure-proofing your project. New York: AMACOM.

Kerzner, H., & Saladis, F. P. (2009). Project management workbook and PMP/CAPM exam study guide. Hoboken, N.J: J. Wiley & Sons.

Meredith, J. R., Shafer, S. M., & Mantel, S. J. (2017). Project management in practice.

Perry, M. P. (2011). Business driven project portfolio management: Conquering the top 10 risks that threaten success. Ft. Lauderdale, Fla: J. Ross Pub.

Running Head: COMMUNICATION MANAGEMENT 1

COMMUNICATION MANAGEMENT 5

Communication Management

Name

Course

Tutor

Date

Communication Management

STAKEHOLDER

PORTOFOLIO

INFLUENCE

Owner

· The last authority of reference
· Preserves the right of ownership

· The interests of the owner becomes that of the company hence is the final decision-maker in regards to the project.

Executive Management

· Represents the owner at the company.
· Takes care of the interest of the owner and the company at large

· The liason between the owner and the company, makes sure that the project is a representation of the owner’s interests.

Middle-level management

· Aligns the interests of the owner with those of the company.

· Determines the scope covered by the project, the financing and the human power required and available.

Staff

· Mainly concerned by the impact on the consumer
· Takes orders from the middle managers on how best to serve.

· Are the users of the proposed system hence must be involved in its design and manufacture to find ways of optimizing its implementation.

Consumers

· Ultimate bosses in any business organization.
· Acquisition of company product determines its survival.

· Ultimate givers of the general direction adopted by the project.
· The convenience, preferences and comfort of users directs the company on what to make and how to make it.

Communication tools and techniques

Owner; the central communications that an owner makes come in the form of conference calls and reports. For these, the tools needed are electronic mail, internet access, and a physical presence once or twice for handing in reports. As for the techniques necessary, clarity and accuracy of instructions are some two procedures that ensure that the guidelines are taken as they are given (De Paepe, et al., 2018)

Executive Management; more like a conduit for instructions and decisions, they require more consultations and insight to make the right choices. For that, boardroom meetings, access to reports and consultative interactions are some of how communication is carried out at these level. For that, they would need internet access, electronic media as well as a personal presence as some of the tools for communication. As for the strategy adopted, they would require a concise representation of facts to enable intelligent decision-making.

Middle-level management and staff

They form the backbone of operations at the company hence require more interactive communication amongst themselves with limited though binding interactions with other levels. The most effective tools at this level include social media, group discussions, and electronic media. In meetings and conferences, the techniques that could be applicable include round-table talks with no head to maintain an illusion of equality, attention to individual quality and animated addresses either with gesticulation or on your feet (Kakani, & Raissinia, 2018).

Consumers

The company serves many consumers, and therefore their communication is limited to social media and electronic mail to access the input of the customers and analyze the same. Here, incision and coherence are of absolute necessity as techniques of communication.

The efficiency of the proposed communication methods

One factor that the communication methods proposed have in common is speed. Almost all levels of the organization base their communication on electronic means which assure not only speed but also the accuracy of the information sent, covering the very definition of efficiency as far as organizational transmission is concerned (Sooudi, et al., 2015).

References

De Paepe, L., Zhu, C., & Depryck, K. (2018). Online Language Teaching: Teacher Perceptions of Effective Communication Tools, Required Skills and Challenges of Online Teaching. Journal of Interactive Learning Research, 29(1), 129-142.

Kakani, N. K., & Raissinia, A. (2018). U.S. Patent Application No. 15/674,272.

Sooudi, E., O’Gorman, J., Gunning, P., Ellis, A. D., Gunning, F. C. G., & Manning, R. J. (2015). Practical and cost-effective high-fidelity optical carrier dissemination using coherent communication techniques. Optics Express, 23(17), 21678-21689.

Work Breakdown Structure

Student’s Name

Professor’s Name

Course Title

Date

Scenario 1: Software update

Project Scope

Empire East Shipping wants to upgrade its software capacity to include Distribute Ledger Technologies (DLT) accessible anywhere in the world. Empire East Shipping will be a global trade platform applying the blockchain technology with the goal to improve the lack of efficiencies and visibility when it comes to paper-based processes and the cost of transportation. The project will offer trade companies, government officials, staff, and other stakeholders the ability to be productive from anywhere. The project is intended to be an ongoing process over a given time period in which measurable and actionable results will be achieved. This means that the software update has been divided into four phases.

Stakeholders Needs

Global trade costs $1.8 trillion per annually, with prospective savings at 10% as a result of implementation of more efficient process. Notably, the size and cost of the world’s trade ecosystems are expanding inexorably in complexity. There is a greater need for a fast and secure end-to-end supply chain information. Also, the industry requires streamlined cross-organizational workflows. Integrating the blockchain to the company’s software infrastructure will enable it have better risk assessments and less irrelevant interventions – saving both time and money. One of the most important needs of the industry is the lowering of administrative expenses transportation costs of moving physical documents across international waters.

Tools and Techniques

–

C++

Language Capacity with Multi-programming integration.

-GitHub Account

-Hardrive

-Internet

-Network protocol

-Central Loading Station Mainnet.

Activities

The activities, tasks will center on the four phased software update process.

Milestones

The milestones are:

-Successful Internal Software Review

-Successful Public Software Review on the Testnet

-Successful Internal Software Publishing

-Successful External Software Publishing

-Successful Legacy Data and Customer Integration

Running Head: WORK BREAKDOWN STRUCTURE 1

WORK BREAKDOWN STRUCTURE 3

WBS Tree Diagram For Empire Fast Shipping

PROJECT TITLE

 

Cthulhu

COMPANY NAME

Empire East Shipping

PROJECT MANAGER

 Mr. Yuki Stefan

DATE

 05/03/2018-05/01/2019

Cthulhu

Internal

Code Review

4. Launch Code Publically

3. Testnet Deployment

2. Coding

1. Design & Network Protocol

Debugging

API Integration

Run Code

Blockchain Integration

Private Blockchain

Internal Audit

Board Approval

Shareholders’ Approval

UI/UX testing

Code Elegance

Payments

Tokens

Smart contracts

Compliance engine

Test Functionality

Blockchain call

Latency testing

Blockchain fit

Code Review
C++

Python

Solidity

Network Identification

Minimum Viable Product

Prototyping

Design UI/UX

Mockups

Tech Stack

Marketing

Data Migration

EOS Blockchain

Budget

Customer Acquisition Cost

Calendar

Duration

User feedback