Chapter 5: Project organizational structures A project organization structure facilitates the coordination and accomplishment of project activities. Its primary purpose is to provide an environment that enhances interactions between the team members with a minimum limit of disturbance, overlaps and disagreements. Formation of the organizational structure that will be used for the project is one of the critical decisions of project management. Each project has its own circumstances and the design of an organizational structure should the project environment in which it will operate, and the project manager’s level of authority. A project structure has various forms, each form have its own pros and cons.
This tool ensures that your project is well-aligned to the four attributes. The four factors assess in MOST are Mission, Objectives, Strategies and Tactics. • HEPTALYSIS: you can use this tool to run a detailed analysis of early stage businesses. This done based on 7 essentials categories. There are market opportunity, product or solution, execution plan, financial engine, human capital, potential return and margin of safety.
It is important to recognise how each project contributes to the broader strategic aims of the Trust. This will help to ensure that, as an organisation, we are working collaboratively towards our shared vision for the future of SCAS. ROLES AND RESPONSIBILITIES At the start of a change initiative, it is necessary to identify who will be involved. Mapping stakeholders and clarifying roles and responsibilities early in a change can help to secure support for a change as well as ensuring that there is agreement around the levels of management required to make decisions. The project management team structure confirms decision making forums and specifies responsibilities, goals, knowledge and skills required for each of the roles in order to ensure that the project has effective and appropriate support and governance.
The value chain analysis aims to identify and evaluate the contribution that Revlon’s primary and support activities make to the organization’s overall value added. Revlon’s resources sever as a basis for its operations whilst deliver value-added to the entity. Revlon obtained certain capabilities to deploy its existing resources in an efficient manner throughout the whole organization. To better identify the sustainable competitive advantages of the entity, Revlon’s resources are categorized in accordance with VRIO framework as follows. The capabilities and resources fulfilled all the four criteria of VRIO framework provide Revlon significant competencies to create competitive advantages (Kumar, 2016).
This assignment will present mainly under a four categories. At the first part of assignment describe about how the Sales Manager of “WEWE” company can motivate the sales representatives for better performance, by using and applying his understanding of ”Esteem Needs” from Maslow’s theory. With second part, move to new marketing concept. That is how ‘Internal Marketing’ tactics can be applied to keep the sales force motivated in their routine job functions and how the 4P’s can be applied to them at a very basic level. At third part of assignment present cost benefits analysis regarding above 4ps and ending part of assignment will include how they achieve mutual benefits to company as well as sales representatives.
For organizations to sustain, top management should insure that tasks are appropriately carried out, delegated accordingly and effectively monitored. Several studies cited the important role of organizational climate to productivity (Johannsen, Johnson and Stinson, 1976; Neal, West and Patterson, 2005; Patterson, Warr and West, 2004). Consequently, organizational climate is also linked to customer satisfaction (Davidson et al, 2001; Mathis et al, 2009; Rogg et al, 2001). This suggest that enable to effectively satisfy customers or products or services in an organization, a good organizational climate is
Having a positive consumer-based brand equity can lead to long term revenues, greater margin profit and success in term of marketing communication. To develop successful strong brand equity, it involves several stages that have been assembled as a set of brand building blocks. The brand building blocks also aims to identifies areas of strength and weakness as well as to provide guidance to marketing activities. Professor Kevin Lane Keller introduced a pyramid model known as customer based brand equity model that focusing on understanding how customer felt, recognize, heard etc. on the particular brands based on their experiences using the brand over the time.
Project management is the collection of skills, tools and system design whereby you apply the knowledge, method and techniques to the project activities to meet specific success criteria. Initiation of the project includes defining the nature and the scope of the project and planning around in terms of resources, budget and time once the project plan has been laid down the project can start, it is the project managers responsibility to monitor and control the project. Before initiating any project, one needs to understand the nature and uniqueness of the project, thus to understand the scope of work, project managers need to be knowledgeable in different aspects of the project thus to know how different activities are carried out because managing
1) Overview – This chapter describes the process of project auditing, a formal inquiry into any aspect of the project chosen by management. 2) Purposes of Evaluation – Goals of the System – One major element typically evaluated in an audit is the project’s success. Success often has four dimensions with regards to a project: • Efficiency – a measure of the project’s success at meeting cost and schedule goals. • Customer impact/satisfaction – a measure of how well the project met the customer’s needs. • Business/direct success – a measure of the commercial success of the project.
The model suggests that for the achievements of the four main HR outcomes (training, selection,rewards and appraisal), numerous policies and company strategies are needed. It also suggests that if the sequence is followed in the correct way it can result in better organisational outputs. This means that the intergration of human strategy with human resource practices can help create superior employees and better organisational performance. Ihuah (2014) argues that based on the model , with improved employee selection, training, appraisal and rewards system, employees’ commitment, quality and flexibility would increase. Furthermore the human resource management approach to the organisations employee motivation, co-operation and involvement can create higher levels of productivity, quality as well as innovation which would result in higher profits.