Analysis Of Business Strategy And Programme Benifits

Published Date: 02 Nov 2017

Contents

Introduction

Programme Leadership is having the ability to give guidance of the programme to those that will follow. Those that follow will help to complete the mission. Leadership is an immature science and the body of knowledge in the field has developed through a series of fits and starts. Leadership is a soft science, just as anthropology, sociology and psychology. It cannot be proven exactly what it is (Peter Garber, 2001).

Leadership is an art; the skillful application of leadership behaviors beyond techniques is much the same as the skillful application of brushstrokes by a master painter. Leadership is both rational and emotional. It involves both sides of human experience.

When we are being assigned for any coordination we have to show our leadership style to complete the project successfully. So we are the key responsible for the success of the programme. The programme I have involved is the management of a reseasch project of a mobile company. For the project I have maintained all the formal procedure of a project accordingly. This assignment includes all the process with explanation.

1.1 Analysis of Business Strategy and Programme Objectives and Benefits

Objective:

The most important task for developing a power Information System bitterly known as software is to identify the purpose or objective’s of the software, because if it can not be identified properly the software will not be good enough both for the user’s and also for the business itself. In a word we can say that, all software projects start by identifying a clear objective or goal.

In addition, for an organization there are four types of changes that can be applied during the development of the information system, they are,

System Automation

Business Process Reengineering

System Rationalization and

Paradigm Shift

The main focus point of developing the new information system is to provide the necessary output for the users and to the management, and also the system should able to perform all the necessary and required functions for the Market Research and Statistical Cell (MRC) department.

Therefore, the objectives to design and develop a new Information System are mentioned below,

Must be able to store all the necessary information’s regarding to research data.

Allow the management to easily access the related information’s.

Saving time by less documentation and faster working performance.

Providing help to the management for making the plan more precisely.

Assist the decision making process.

Produce the necessary output for the authorized people of the organization.

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Fig: Business Strategy Steps

1.2 The way to negotiate with identified stakeholders

Stakeholder analysis, originated by General Electric and developed by Ed Freeman of the University of Virginia, is straightforward. In evaluating performance against stakeholders’ objectives, management should ask the following questions: Who are our major stakeholders? What are their stakes with respect to our business? How well is our strategy meeting these stakes? Some of the stake-holders that might be considered and some of their possible stakes are as follows:

Stakeholder Stake

Stockholders         Dividends, capital appreciation, safety of investment

Customers             Quality of products, variety, reasonable price, reliability, availability, delivery

Employees             Quality of working life, steady employment, decent wages, safety

Management          Career progress, compensation, excitement

Creditors               Timely payment

Suppliers               Timely payment, steady quantity contracts

Community            Clean air, employment, tax base

Government           Same as community (presumably)

1. 3 A plan for the programme and explanation

In this phase, information about the existing system is collected from the Market Research & Statistical Cell (MRC) department of the organization. Moreover, the purposes of this phase are,

Define the perceived problems, opportunities, and directives that triggered the project.

Asses the risk of pursuing the project.

The key point of this phase is to answer the question "Is this project worth looking at?"

In addition the key responsibilities of this department are as follows:

Forecast the future market share depending on the MRR’s.

Making plan to have the effective market share.

Arrange the field force through training.

Performance evaluation.

Accurate data entry with cross checking from the surveyed papers.

1.4 Produce a plan for the projects and activities

The Matrix Mobile Technology Project Plan will provide a definition of the project, including the project’s goals and objectives. Additionally, the Plan will serve as an agreement between the following parties: Project Sponsor, Steering Committee, Project Manager, Project Team, and other personnel associated with and/or affected by the project.

The Project Plan defines the following:

Project purpose

Business and project goals and objectives

Scope and expectations

Roles and responsibilities

Assumptions and constraints

Project management approach

Ground rules for the project

Project budget

Project timeline

The conceptual design of new technology

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The project has some assumptions. Such as:

The following assumptions were made in preparing the Project Plan:

OPD employees are willing to change business operations to take advantage of the functionality offered by the new mobile technology.

Management will ensure that project team members are available as needed to complete project tasks and objectives.

The Steering Committee will participate in the timely execution of the Project Plan (i.e., timely approval cycles and meeting when required).

Failure to identify changes to draft deliverables within the time specified in the project timeline will result in project delays.

Project team members will adhere to the Communications Plan.

Mid and upper management will foster support and "buy-in" of project goals and objectives.

The City will ensure the existence of a technological infrastructure that can support the new mobile technology.

All project participants will abide by the guidelines identified within this plan.

The Project Plan may change as new information and issues are revealed.

2.1 Way to lead the co-ordination of the projects within the programme

The project coordination way will be ‘Single Coordinator Approach’. This overall project coordination process includes the following:

Receiving design documents from all the parties working in a shared area (such as the ceiling plenum or a mechanical room)

Preparing a coordination model/document that locates everyone’s work in the shared space and assures that there are no conflicts

Preparing a work plan that includes a schedule and sequence for the trades’ work in the shared space

Overseeing the work as it is performed, verifying that all the parties work to the coordination plan and that the work stays coordinated

Mediating disputes among the coordinating parties

Coordinating changes that occur during construction and verifying that changes work for all parties

2.2 Managing the programme resources to achieve the Objectives

A project resource may include financial resources, inventory, human skills, production resources, or information technology (IT). In the realm of project management, processes, techniques and philosophies as to the best approach for allocating resources have been developed.

This is the science of allocating human and all other resources among various projects or business units, maximizing the utilization of available personnel resources to achieve business goals; and performing the activities that are necessary in the maintenance of that workforce through identification of staffing requirements, planning and oversight of payroll and benefits, education and professional development, and administering their work-life needs. The efficient and effective deployment of an organization's personnel resources where and when they are needed, and in possession of the tools, training and skills required by the work.

The resource management technique of this program is resource leveling. It aims at smoothing the stock of resources on hand, reducing both excess inventories and shortages.

The required data are: the demands for various resources, forecast by time period into the future as far as is reasonable, as well as the resources' configurations required in those demands, and the supply of the resources, again forecast by time period into the future as far as is reasonable.

The goal is to achieve 100% utilization but that is very unlikely, when weighted by important metrics and subject to constraints, for example: meeting a minimum service level, but otherwise minimizing cost. The principle is to invest in resources as stored capabilities, and then unleash the capabilities as demanded.

A dimension of resource development is included in resource management by which investment in resources can be retained by a smaller additional investment to develop a new capability that is demanded, at a lower investment than disposing of the current resource and replacing it with another that has the demanded capability.

2.3 Review and monitoring process of the projects

The monitoring process of the project will be maintained according to Certain Key Business Values:

The highest personal standards of integrity at all levels;

Commitment to truth and fair dealing;

Hand-on management at all levels;

Openly esteemed commitment to quality and competence;

A minimum of bureaucracy;

Fast decisions and implementation;

Putting the Group’s interests ahead of the individual’s;

The appropriate delegation of authority with accountability;

Fair and objective employer;

A merit approach to recruitment, selection, promotion;

Promotion of good environmental practice and sustainable development and commitment to the welfare and development of each local community.

All actions taken by a coordinator or staff member on behalf of a project of the company have to conform to them.

Communications Methodology

The communications methodology utilizes three directions for effective communication:

Top-Down:

It is absolutely crucial that all participants in this project sense the executive support and guidance for this effort. The executive leadership of the organization needs to speak with a unified, enthusiastic voice about the project and what it holds for everyone involved. This will be 'hands-on' change management, if it is to be successful. Not only will the executives need to speak directly to all levels of the organization, they will also need to listen directly to all levels of the organization, as well.

The transition from the project management practices of today to the practices envisioned for tomorrow will be driven by a sure and convinced leadership focused on a vision and guided by clearly defined, strategic, measurable goals.

Bottom-Up:

To ensure the buy-in and confidence of the personnel involved in bringing the proposed changes to reality, it will be important to communicate the way in which the solutions were created. If the perception in the organization is that only the Steering Committee created the proposed changes, resistance is likely to occur. However, if it is understood that all participants were consulted, acceptance seems more promising.

Middle-Out:

Full support at all levels, where the changes will have to be implemented, is important to sustainable improvement. At this level (as with all levels), there must be an effort to find and communicate the specific benefits of the changes. People need a personal stake in the success of the project management practices.

2.4 Reporting programme progress and results to stakeholders

While considering outcome of a project it should be considered against the original project. But it is essential to bear in mind the gap between plan and result because of different factors that influence the projects. In this project our main goal to provide education to the dropped out students. Along with the education it is needed to ensure they are generating money from this vocational training.

The outcome of the project will be the change of lifestyle by the education offering in this project. This project also ensures the leadership of the most vulnerable group; adolescents people. It also empowers the poor people. Girls also benefited from this, because girls are coming to a mainstream of income.

2.5 Closing down the projects and programme

The purpose of the Project Closure Report is to give details to the Project Board and Executive Owners on how well the project has performed against the Project Brief/Project Initiation Document. This document also provides a tool to create a clear point at which the ownership of the delivered product is passed to the customer.

It is derived from a number of documents:-PID, Risk & Issue Logs, Project Plan, Project Costing, and includes a Follow On Report as well as a Post Project review date & plan.

The project closing report should have the statement of the following fields:

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Fig: Closing Report Sample

3.1 Assessing the success of the projects

Monitoring and evaluation is important part of any project management. Monitoring process should in line from the starting point to the completion point. In this project, proper education is the utmost important thing. Because quality products ensures the viability of the project and at last it will ensures the better livelihood of the project target group.

To monitor the whole research program, there is an appointed senior project supervisor, who monitors the whole project process success, cross check the questions, monitor the aptitude of project study, project success etc.

Evaluation process is also important thing for any project. In his project, the evaluation process is done by two systems.

A yearlong system of feedback and monthly examination systems is important. The promotion of employee depends on the results consisting of both report monthly and yearly.

Project supervisor are also evaluated to recognize their current situation. In this project the supervisor has to appear a yearly program at refresher’s training. His evaluation also considered as one of the major components of their promotion.

3.2 Reviewing the success of the programme in delivering benefits

The evaluation process of this project is not an easy job. The project can be evaluated by understanding the social changes occurred by the influence of this project. This project is running on the most vulnerable area of the country which is problem prone, where most of the people are unemployed for half year.

At this stage, people are not able to continue their products buying. This project will ensure the basic will provided and the vocational knowledge will ensure their income. It can be measured that after completing this project, if an employee is able to earn his /her own business and able to generate a income to support their livelihood than it’s a successful outcome.

3.3 Areas for future improvement in programme management and leadership

Some recommendations are provided below to the improvements of the projects.

Project survey process should cover the every area to collect the people properly.

While recruiting quality employee should be recruited.

Proper Monitoring and evaluation process should maintain to ensure the viability of the project.

Service manager should regularly communicate with unit office.

Unit office always tries to engage the local support team for all sorts of activities.

This project should consider one more thing, which is developing the employment of the people who are passed. Service center should manage different contact group to create the opportunity of employment.

Conclusion

A limitation of this study was that information was provided by a selected group of diversity managers/directors. This may be potentially problematic because members of different groups have been found, on average, to perceive diversity related issues in different ways.

There is a possibility, for example, that diversity managers/directors are more optimistic about diversity issues. Additional research from multiple perspectives is necessary to address evaluation of diversity initiatives in multinational corporations. Further research could also target a larger sample of companies that are known to be conducting diversity initiatives and are also intensively evaluating their effects.

Further, longitudinal research is needed to examine the development, changes, accomplishments, barriers, and trends of diversity initiatives in corporations. It is necessary to make comparisons with future diversity initiatives. Longitudinal research would provide information on the accomplishments and failures of diversity initiatives. This type of study would be valuable and useful in assessing if real progress has been made.

Overall, more research on the evidence of the diversity initiatives effectiveness is needed. Human resource development professionals are impeded by the almost complete absence of empirical research showing that diversity initiatives actually represent a definite or potential competitive advantage in organizations.

Therefore, further research should explore the impact of diversity initiatives of different durations, in different contexts, and with different designs. Further research could also identify which strategies are particularly effective in obtaining top-level management support for diversity efforts and also determine how a good diversity manager differs from a typical good manager.

Additional research in the field of diversity will add to the understanding about the impact of diversity efforts and provide a feedback mechanism that will allow future efforts in this area to meet its intended goals and objectives more fully.