5.1.4 Project Management
The need for proper project management, from initiating phase till successful completion, is the fundamental part of every ERP project. Project management involves the use of expertise, skills and knowledge in scheduling and monitoring of defined activities to ensure that the stated project objectives are achieved (Aldayel, Aldayel & Al-Mudimigh, 2011). The formal project implementation plan defines project activities, assigns these activities to concerned personnel, identifies critical path of project and endorses organizational support by establishing the implementation process (Bhatti, 2005). As with most projects, success for ERP implementation is evaluated on the basis to which extent time and budget requirements are met. Therefore, sound project management including comprehensive documentation of the tasks, responsibilities and goals is required for the success of an ERP implementation (Leyh, 2014).
5.1.5 Cultural and Organizational Change Management
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It has been the hardest challenge for many organizations involved in ERP implementation projects to manage organizational, cultural and structural changes. Many ERP implementations fail to achieve expected benefits due to underestimation of the efforts needed for change management. Generally, one of the main difficulties associated with implementation is resistance to change. Resistance against new information system and cultural differences might be destructive since it creates conflicts between various stakeholders (Bhatti,
The principle to have a smoother implementation phase is to have an ERP that meets the organization basic specific business requirements. When the software is written for a specific industry, if the organization are into the same industry, the organization won’t have to make huge changes in
Project staff assignment documentation – includes names of project team members, memos to team members, and a project team directory. The Project Schedule – The project schedule includes start and finish dates for project activities, assignments and timing for specific leaders, workers, or other project resources. Resource requirements - The Schedule Development process includes estimates of the resource requirements for a project. Some activities may require double resources.
Alicia Wilson is and special education teacher that I have known for a year through subbing in the Parkway School District here in St. Louis, MO. She is the lead teacher for all of the staff that services special needs students at Shenandoah Elementary. Her duties not only include supervising those teachers but also leading IEP meeting and communicating plans for special needs children. Starting off my questions, Wilson described a stakeholder during an IEP meeting are the people that fill the room. This group includes the school administration, parents, the school board of education, teachers, and even the student themselves.
The goal of this literature review is to show the importance of incorporating evidence based practice (EBP) into the clinical and education setting of nursing. EBP education needs to be added to yearly nursing competencies in all settings of healthcare delivery. While EBP and protocols should never replace clinical critical thinking on an individual, patient to patient level, the community deserves the best care, which is current evidence-based. Nurses are accountable for their choices in practice, EBP empowers nurses to question rationale of protocols and physician orders. There has been an attempt to implement EBP into the clinical practice of the healthcare system nationwide.
Organizational Culture and Readiness Having a positive attitude towards Evidence Based Practice (EBP) and valuing the importance of EBP practice for patients is the most important factor in the practice of EBP among nurses (Stokke, K., Olsen, N., Espehaug, B., & Nortvedt, M. (2014). An “Organizational Culture and Readiness Assessment” survey was conducted among nurses at a hospital following the Appendix K in (Melnyk & Fineout-Overholt, 2011, p 594). Most nurses agreed that the hospital is prepared for further implementation of Evidence Based Practice (EBP). Majority of them believe that the nursing staff, the physician team, and administrators actively practice EBP. The rationale behind this comes from the overall environment of the hospital.
Reflection - 2 " The present system has clearly broken down. The results produced are not fair to any party, nor to any section of the community. In many cases they do not secure majority representation, nor do they secure an intelligent representation of minorities. All they secure is fluke representation, freak representation, capricious representation. "
Physicians and Hospitals go hand in hand when it comes to the medical care of patients, and it is this relationship that allows the patients to receive the care they need and deserve. It is also this relationship that we as health care administrators need to understand. In order to fully understand this relationship we need to define the concept of the integrated physician model. We also need to explain the importance of clinical integration in the strategic planning process, and the dynamics of and controversies surrounding accountable care organizations and alternative approaches to the current health system. I will also explain the advantages and disadvantages for hospitals and physician’s models.
The Information technology is the process of planning, developing, implementing or managing computer or electronic based applications. Particularly, computer hardware and software applications which are helpful in storing, converting, protect and securely retrieve information. Since, it becomes unprecedented rate of development in technology during the last two decades. New technology inventions created a lot more opportunities to the IT companies efficient in solving complex problems and using collected information for future referral. On the contrast, current change models plays crucial role in implementing change in an organization.
An Individualized Education Plan or IEP is a legal document that is designed to meet a child’s individual needs. The IEP makes certain the child is receiving a “free and appropriate education”; in addition, it is make up of certain information such as: current performance, annual goals, special education and related services, participation with students without disabilities, participation in state and districtwide tests, dates and setting, transition service needs, and discipline. I had to wonderful opportunity to speak with Miss Tiffany Woodruff and Miss Angelica Sanchez about the insides of special education in a real school setting. Woodruff and Sanchez are both second year special education teachers in a middle school. Besides the fact
Three best practices for effective IT alignment and strategic planning initiatives The three best practices for effective IT alignment and strategic planning initiatives are building a case for HIS steering by aligning strategic business and HIS priorities, established a steering committee charter, and keep the HIS steering committee small and meet on a monthly basis. Establish a steering committee charter. This document should outline the key tasks and responsibilities for the committee along with important roles and responsibilities (Balgrosky, 2015). In addition, the establishing a committee can help pictures the roles and responsibilities which make it easier to follow the tasks.
The Importance of Resource planning: The organization is where resources come together. Organizations use different resources to accomplish goals. The major resources used by organizations are often described as follow: (1) Human resources, (2) Financial resources, (3) Physical resources, and (4) Information resources. Managers are responsible for acquiring and managing the resources to accomplish goals.
Every student with disabilities is also obligated to an IEP specifically for the student’s needs between the ages of 3 and 21 under IDEA. The IEP is created by a team of six or seven, depending on the age of the student. The six members are the parents, an individual that can explain the assessment results, keep in mind, the faculty of the school must not under any circumstances conduct the evaluations without parental consent. Also included is the general education teacher, a local representative from the local education department, the special education teacher and of course the student, who must be included in the meeting if the student is fourteen or older. In this IEP meeting the team members go over what has been planned for the IEP
To organise for project management requires an understanding of the organisation’s architecture which includes the organisational hierarchy - the grouping of internal business units, the authority lines and interaction with one another. Each of these aspects should be designed to support project management within the organisation. Structure should follow strategy or else it may impede communication, coordination and decision making which are all key to success (Brevis, 2014, p. 224). Hence, an important function of upper management is to support project teams by either redesigning the organisation to emphasize projects or integrating projects into the current organisation (Graham & Englund, 2004).
Prioritizing the Triple Constraint One of the first tasks a project manager is faced with is the prioritization of the Triple Constraint; this can only be done by communicating with the client whether the client understands project management or has ever heard of the triple constraint, in their mind, they already know what is most important to them. If your job is project manager, is to find this out, this is usually done by asking them a series of very, well worded questions. As you master the skill of balancing the triple constraint you will naturally begin to keep track of all aspects of project management and you will begin to understand what to look out for and at what stages of a project you should. Client Concerns and Priorities Generally,
As mentioned earlier, communication and information provision help reduce employee’s resistance to change and hence create an organizational culture that values change. According to Gill (2002), communication is the ‘blood’ of organizations and ‘oxygen’ of change implementation. Poor communication between leaders and the individual staff, on the other hand, could impede change programs (Huczynski and Buchanan, 2001, cited in Burnes, 2003). Frahm and Brown (2005) identify three communication channels, namely strategic information provision by top management, operational information provision by direct supervisors and conversations between peers (cited in Peus et al., 2009). During strategic information provision, top executives explain why changes are necessary and define their expectations from these changes projects, whereas during operational information provision, direct supervisors clarify roles and responsibilities during change processes and new requirements, if any, after the change and answer questions.