Table of

Contents
Task 1 ...................... 1
An analysis of the business strategy and
identify program objectives and benefits .. 1
Strategy policy and structure ................... 2
Business policy ........................................ 2
Marketing policy ....................................... 2
ndicators of strengths! "eaknesses!
opportunities and threats ................................ 2
#bjectives ....................................................... 2
$o" you intend to negotiate "ith identified stakeholders to establish a range of projects "hich
deliver the program benefits ..................................................................................................... %
Shareholders ........................................................................................................................ %
Managerial &mployees ......................................................................................................... %
'on managerial &mployees .................................................................................................. %
#utside Stakeholders ........................................................................................................... %
(ustomers ............................................................................................................................ %
)roduce a plan for the program and e*plain ho" you "ill agree the program "ith the program
management group .................................................................................................................. %
+ey factors ............................................................................................................................ %
)roduce a plan for the projects and activities. &*plain ho" you "ill agree these projects and
activities "ith the project managers .......................................................................................... ,
Task 2 .......................................................................................................................................... -
$o" you "ill lead the co.ordination of the projects "ithin the programme ............................... -
)roject (oordinator /unctions ............................................................................................. -
The traditional approach ....................................................................................................... 0
$o" you "ill revie" and monitor the projects and address any issues that arise ..................... 0
Monitoring and (ontrolling .................................................................................................... 0
$o" you "ill report programme progress and results to stakeholders ..................................... 1
nside Stakeholders .............................................................................................................. 1
Shareholders ........................................................................................................................ 1
$o" you "ill close do"n the projects and programme .......................................................... 1
Task % ........................................................................................................................................ 12
$o" you "ill assess the success of the projects "ith the project managers .......................... 12
Step 1 ................................................................................................................................. 12
Step 2 ................................................................................................................................. 12
Step % ................................................................................................................................. 12
Step , ................................................................................................................................. 12
Step 3 ................................................................................................................................. 11
Step 4 ................................................................................................................................. 11
$o" you "ill analy5e areas for future improvement in programme management and
leadership .............................................................................................................................. 11
6eferences ................................................................................................................................ 11
Task 1
An analysis of the business strategy and identify program objectives and benefits
Business analysis is the discipline to identify business needs and determining solutions to
business problems search. Solutions often include a systems development component, but may
also consist of process improvement, organizational change or strategic planning and policy
which performs this task is called a business analyst.
The ve disciplines of security transformation Critical outputs of a structured security program
Security capability model
ro!ect analysis tools
Comprehensive roadmap
Security management framework
Customizable communication framework
Strategy policy and structure
"s this is an introductory te#t and as such is likely to be read by people who have little or no
prior knowledge of the sub!ect, it would be appropriate to begin this chapter with the words
whose meaning cannot be immediately obvious, or are easily confused with each other. Those
who are new to this sub!ect are unlikely to have a clear understanding of terms such as
$strategy,$ $industrial policy$ or $market design$ and the differences between them, if any.
Business policy
olicies are rules to guide system manager%s decision. &n essence, the policy limits the number of
alternative courses of action that the organization should be left open to him ' her under the
conditions specified solutions. (or e#ample, the director of berries is losing sales on e#port
markets because competitors offer credit e#tended to importers could limit his ' her shares of the
company at the company policy regarding credit. That politics can be paraphrased as) $*e will
never be placed in a worse situation by providing the conditions of sale that customers perceive
as being worse than offered by competitors.
Marketing policy
&n principle, the planning involves setting goals, planning and implementation of the
organization to achieve the ob!ectives of the program, as well as a monitoring system to check if
the planned program is progressing or has achieved its ob!ectives. &n business planning, strategic
planning and operational planning, +e said that the company is planning a system of global
design organization, and its two ma!or components of the strategic and operational planning.
Strategic planning will begin to assess the internal and e#ternal environments of the organization.
Indicators of strengths, eaknesses, opportunities and threats
Techni,ues such as portfolio analysis, as discussed in Chapter - and the life cycle of the product,
e#plained in Chapter ., can be used in con!unction with a S*/T analysis to assess the current
situation of the organization and create a basis for developing a strategy for the future. (igure
suggests some ,uestions that could be used to evaluate the strengths, weaknesses, opportunities
and these factors S*/T analysis are)
!bjectives
"fter finding the things he is encountered, the principal will make decisions on the goals, which
are then guided by subse,uent research promotion strategies and action plans. The ob!ectives
should be measurable, achievable, infectious diseases, and consistent. This can take the
economic and sub!ective terms.
"o you intend to negotiate ith identified stakeholders to establish a range of projects
hich deliver the program benefits
Shareholders
Shareholders own the organization, so they obtained is often considered superior to the other
assets of the organization. &n part of the organization is to invest in money is to invest in silver by
purchasing organization is possible that they can earn dividends and the share price they bought
the investment. &nvestment in stock is risky, but because there is no guarantee of return.
Shareholders who do not believe that there are many 0potential yield1 is sufficient for 0the money
that they have invested1 to sell their shares and withdraw its support for the organization2s
interest. "s can be seen in the following e#ample, an increasing number of large institutional
investors have confidence in the investment companies to protect their interests and increase
their influence.
Managerial #mployees
3anagers are employees who are responsible for coordinating the resources of the organization
and ensure that organizational goals can be successfully achieved. 4eaders are responsible for the
shareholder to invest in various money optimize resources. (uture value of goods and service
managers, &n fact, agents or employees appointed by the shareholders and, indirectly,
shareholders, the management structure of the organization, such as the Board of 5irectors
administrators to manage the organization. Business Contributions for managers $are skills they
use to run the organization the pressures inside and outside of the organization. (or e#ample, the
directors of the opening of global markets e#pertise, identify new products, or solve the
transaction costs and technological problems can be made easier ob!ectives of the organization.
$on managerial #mployees
3embership organization made up of non managerial employees. These workers are the duties
and responsibilities 0usually described in the !ob description1 are responsible for implementation.
&t is the employee2s share of carrying out its duties and responsibilities of the organization. +ow
good is an employee, to some e#tent, under the supervision of employee to perform well rewards
and punishments that the organization used to affect !ob performance6
!utside Stakeholders
7#ternal stakeholders are the people who do not have the organization 0such as shareholders1,
unemployed, but any interest or activity. Customer%s suppliers, government, trade unions and
other local communities, special interests groups and the public are all e#ternal stakeholders%
&ustomers
Customers are generally a large number of stakeholders outside the organization. Clients are
encouraged to choose a product or service 0and organization1 from potentially a number of
alternative products or services. They usually do this through an estimate of what they will get in
relation to what they have to they pay that the product or service of their share of the
organization and reflects the value they feel they receive the organization2s.
'roduce a plan for the program and e(plain ho you ill agree the program ith the
program management group
rogram management or program management is the process of managing several related
pro!ects, often with the aim of improving the performance of the organization. ractice and its
ob!ectives are often closely related to systems engineering and production technology. rogram
3anager is the sub!ect of the order and the status of all pro!ects in the program and can use this
control in the activities at the pro!ect level to ensure that the overall ob!ectives of the program
will probably not be achieved, may the ability of decision8making, which can only be achieved at
the pro!ect level or by providing the manager from the perspective of pro!ect schedule is
necessary, or a sounding board for ideas and approaches to solve the issues the pro!ect be which
is the impact of the program.
)ey factors
*overnance
The structure, process, and procedure to control operations and changes to performance
ob!ectives, 9overnance must include a set of metrics to indicate the health and progress of the
program in the most vital areas.
Alignment
The program must support a higher level vision, goals and ob!ectives.
Assurance
:erify and validate the program, ensuring adherence to standards and alignment with the vision.
Management
7nsure there are regular reviews, there is accountability, and that management of pro!ects,
stakeholders and suppliers is in place.
Integration
7nsure that component parts fit together properly to make the intended whole. /ptimize
performance across the program value chain, functionally and technically.
+inances
Track basic costs together with wider costs of administering the program.
Infrastructure
"llocation of resources influences the cost and success of the program. &nfrastructure might
cover offices, version control, and &T.
'lanning
5evelop the plan bringing together the information on pro!ects, resources, timescales, monitoring
and control.
Improvement
Continuously assess performance; research and develop new capabilities; and systemically apply
learning and knowledge to the program.
'roduce a plan for the projects and activities% #(plain ho you ill agree these projects
and activities ith the project managers
Step <) 7#plain the pro!ect plan to key stakeholders and discuss its key components
$ro!ect lan$ is one of the most misunderstood terms in pro!ect management. &t is a set of
documents a life that could be e#pected duration of the pro!ect. The road map, it will give the
direction of the pro!ect. "nd the traveler, the pro!ect manager has created the conditions for the
pro!ect. =ust as the driver may encounter road works or new routes to the destination, the pro!ect
manager may be re,uired to correct the pro!ect.
Step -) 5efine roles and responsibilities
&dentify stakeholders 8 who have a vested interest in the pro!ect or its outcome 8 is a challenge
and especially difficult to have a large high8risk pro!ects with high impact. There are probably
conflicting ob!ectives and re,uirements of the various stakeholders, as well as on slopes that are
involved.
Step >) 5evelop a scope statement
The scope is probably the most important document in the pro!ect plan. &t is used to obtain
mutual agreement between stakeholders in pro!ect definition. This is the basis for a buy8in
agreement, and the promoter and other stakeholders, as well as reduces the chances of
intercommunication. This document is likely to grow and change the duration of the pro!ect
should include)
Business needs and business problem
/b!ectives of the pro!ect
Benefits of the pro!ect,
=ustification of the pro!ect
Scope of the pro!ect,
The deliverables are included in or e#cluded from the pro!ect
3ilestones
"pproach and other components is dictated by the size and nature of the pro!ect
Step .) 5evelop the pro!ect baselines
(rom pro!ect to pro!ect, if the draft is a fi#ed size, they developed to stratify all pro!ect
deliverables. The scale includes a reference to the entire pro!ect produced and, therefore, to
identify all the tasks. These achievements have been completed. Construction of office building,
for e#ample, contains a wide range of services related to the building itself, as well as things
such as impact assessments, tips, landscaping plans, etc.
Step ?) Create baseline management plans
*hen the scope, timing and cost of starting points have been established, the steps to create a
team must manage differences in these plans. "ll these management plans typically include a
review and approval process of changing baselines. 5ifferent levels of approval are generally
different changes. "ll applications cause changes in the scope, schedule or budget, but the
process is necessary to e#plore all new applications to determine their impact on the pro!ect.
Step @) Communicate
"n important aspect of the plan design pro!ect communication. This document indicates such
things as)
*ho wants to report how often , in what form and with what the media
+ow things will be e#panded and
&f pro!ect data is stored and who can access
*hat2s new risks have emerged , and what the risks are considered
*hat parameters are used to ensure a ,uality product is built
*hich would have been used , including uncertainties
Task ,
"o you ill lead the co-ordination of the projects ithin the programme
The Aole of the ro!ect Coordinator Coordination of the pro!ect is the main building block
imagines a company. The most important part of the overall management structure of the
company is the pro!ect Coordinator. &magine a success depends on our pro!ect teams that work
well together to serve our successful needs of current and future customers. &t is essential that the
coordinator of the pro!ect includes causal link between the financial health of the company and
the financial health of our pro!ects. *hen pro!ects are not completed in their budgets, rising costs
and corporate profits downwardly. ro!ect coordinators are not necessarily control of all factors
that affect the company2s profits, which are responsible for assigning the costs associated with
their pro!ects.
Success through coordination
Bou have all heard that $the success of the pro!ect is the result the hardest part of the work in the
pro!ect team. The more Check a focused and coordinated approach becomes. The purpose of the
ro!ect Coordinator is to correctly identify this approach and guide the team to achieve the
pro!ect ob!ectives. ro!ect Coordinators serve as focal point for the translation customer
re,uirement and task specific, achievable ob!ectives that can be successfully treated by the team.
They are responsible for identifying ways to empower team succeed in achieving the ob!ectives
of the clients.
'roject &oordinator +unctions
The pro!ect coordinator plays a key role in all pro!ects, but misconceptions about their role can
often complicate and hinder the success of the pro!ect. &ts main features include)
C Customer Aelations
C ro!ect Tracking and Aeporting
C "sset 3anagement and (acilitation
C Team 7mpowerment
C 3aintaining ro!ect Scope
C Communication
The pro!ect coordinator is responsible for carrying day and the daily implementation and
maintenance tasks schedules. *e will discuss these functions coordinator more detail later in this
course.
"o you ill manage the programme resources to achieve the project and programme
!bjectives
The traditional approach
" traditional phased approach identifies a se,uence of steps that must be completed. &n the
$traditional$ approach five components of pro!ect development can be distinguished four stages
and control.
<. &nitiation
2. lanning and design
>. 7#ecution and construction
.. 3onitoring and controlling systems
?. completion
"ll pro!ects every step; the pro!ects can be terminated before they reach the end. Some pro!ects
do not follow a structure and ' or planning of the monitoring process. "nd some pro!ects will be
sub!ected to steps -, > and . several times
"o you ill revie and monitor the projects and address any issues that arise
Monitoring and &ontrolling
3onitoring and control of these processes is performed to monitor the implementation of the
pro!ect so that potential problems can be identified and corrective measures in a timely manner
can be taken, if necessary, to control the e#ecution of the pro!ect. The main benefit is that pro!ect
performance is observed and measured regularly to identify variances from the pro!ect
management plan.
3easuring the ongoing pro!ect activities 02where we are21;
3onitoring the pro!ect variables 0cost, effort, scope, etc.1 against the pro!ect management
plan and the pro!ect performance baseline 0where we should be1;
&dentify corrective actions to address issues and risks properly 0+ow can we get on track
again1;
&nfluencing the factors that could circumvent integrated change control so only approved
changes are implemented.
"o you ill report programme progress and results to stakeholders
Inside Stakeholders
&nside the stakeholders are the people who are closest to the organization and are the strongest
and most direct re,uirements of the organization2s resources) shareholders, management non
managerial workers and employees.
Shareholders
Shareholders own the organization, so they obtained is often considered superior to the other
assets of the organization. &n part of the organization is to invest in money is to invest in silver by
purchasing organization is possible that they can earn dividends and the share price they bought
the investment. &nvestment in stock is risky, but because there is no guarantee of return.
Shareholders who do not believe that there are many 0potential yield1 is sufficient for 0the money
that they have invested1 to sell their shares and withdraw its support for the organization2s
interest. "s can be seen in the following e#ample, an increasing number of large institutional
investors have confidence in the investment companies to protect their interests and increase
their influence.
"o you ill close don the projects and programme
Closing includes the formal acceptance of the pro!ect and its cessation. "dministrative activities
include the archiving of files and document lessons learned.
This phase consists of
&ontract closure. Complete and settle each contract 0including the resolution of any open items1
and close each contract applicable to the pro!ect or pro!ect phase.
&losure of the project. (inalize all activities of all treatment groups formally close the pro!ect
or a pro!ect phase
Task /
"o you ill assess the success of the projects ith the project managers
3easuring the success of pro!ects and learn from failed pro!ects can have a big impact on small
businesses. Companies that employ pro!ect management successful build confidence in their
staff and customers. *hen evaluating a pro!ect, it is important to make a full and honest
assessment. "sk multiple stakeholders 8 employees, customers and management 8 to assess each
pro!ect and discuss the results with the pro!ect manager. Bou can evaluate the pro!ects in any
format that works for your business. /nline surveys, email surveys, roundtables and a call to a
phone are great ways to evaluate a pro!ect.
Step 1
"ssess stakeholder and customer satisfaction. "sk a simple ,uestion to all parties concerned)
*ere you satisfied with the result 6 &f all parties are satisfied, is a sign that there are
inefficiencies in the pro!ect. To help you decide which changes could be made for future
pro!ects , to all stakeholders that could be improved to the success of the pro!ect and make the
necessary changes for future pro!ects .
Step ,
5etermine whether the pro!ect has achieved its business ob!ectives. +ave end users of the pro!ect
if the results meet your needs. The end user can be anyone who uses the results of the pro!ect and
can include e#ternal clients. (or small businesses, end users are often the same people who
worked on the pro!ect. &f the pro!ect has not achieved its ob!ectives, it is usually a sign of lack of
resources or unclear ob!ectives. (or future pro!ects, ensure that the ob!ectives are considered
from the outset and that the pro!ect is ade,uately resourced. Aelated Aeading) indicators or
measures to assess the success of a business or organization
Step /
7valuated by the end user reach the end users of the pro!ect to determine whether you use the
results of the pro!ect as planned. /therwise, ask what changes are needed to make the results
useful. 5etermining the fre,uency with which the results are used. &f the pro!ect is successful,
you will realize the adoption of high8end users and fre,uent use. &f the adoption of the final user
is low, given the integration of end users step of the letter of his ne#t pro!ect to ensure the result
is something that will be useful.
Step 0
7valuate the pro!ect. Some pro!ects have e#cellent results, but create unnecessary headaches. To
all parties involved in the pro!ect where delivery of the final result went well. *ould they be able
to implement ,uickly the results, or that the results of the pro!ect are left confused6 *ere the
results are well e#plained, or they should continue with additional ,uestions6 &f the players they
feel like the pro!ect is not successfully delivered, the delivery targets set at the beginning of
future pro!ects. This ensures that the pro!ect manager continues to focus on the pro!ect during the
delivery phase.
Step 1
See if the pro!ect meets the re,uirements of government. "t first, most selected an advisory
committee to review the results of the pro!ect plans. &n very small firms, criticism is often an
individual as owner or president. Consult with other pro!ect consultants. The pro!ect has been
appropriately revised throughout the process6 & checked the pro!ect manager with advisors
regularly6 The review process was too often or not often enough6 &f the e#aminers consider that
the pro!ect has not been ade,uately addressed, it is time to review the policy of pro!ect
management. Consider a more fre,uent or more rigorous inspection schedule for future pro!ects.
Step 2
See if the pro!ect benefits to its stakeholders. To all stakeholders, including end users, if the
pro!ect had a positive impact on the company and its employees. "re significant benefits or a
small improvement6 *hat additional benefits would like to see in future pro!ects6 Successful
pro!ects generate significant benefits. &f the pro!ect has not been realized profits, does not always
mean that the pro!ect is not successful. &f the pro!ect ob!ectives are met, but the benefits are not
met, carefully consider the goals of your ne#t pro!ect to do that will result in significant benefits.
"o you ill revie the success of the programme in delivering benefits and meeting the
objectives
Completing a pro!ect is not the same as the end of the process of pro!ect management. =ust finish
does not guarantee that the company benefits from the pro!ect results. (or e#ample, after
completing a pro!ect for a year to establish a new process of ,uality management for your
organization, you want to ensure that what we decided to do was accomplished in reality. Their
goal was not !ust to provide a process 8 but rather, to deliver the process that manages the
specific business needs of the intention of keeping. This is the true measure of success. To
ma#imize the benefits that the pro!ect can offer, however, we must also check to see if further
improvements offer even more benefits. Bou must also ensure that the lessons learned during the
pro!ect are not forgotten. Bou can design more efficiently and implement future pro!ects when
you take advantage of lessons learned from previous pro!ects.
"o you ill analy3e areas for future improvement in programme management and
leadership
3anaging software pro!ects is difficult under the best conditions. The pro!ect manager must
balance the interests of stakeholders in competition with the constraints of limited resources and
time, technologies unreasonable and unrealistic demands on people development. ro!ect
management is people management, technology management, business management, risk
management and managing e#pectations. &t2s a !uggling act, with too many balls in the air
simultaneously.
Dnfortunately, many new pro!ect managers receive little training on how to do the !ob. "nyone
can learn to draw a 9antt chart, but effective pro!ect managers are also based on the common
sense that comes from the painful e#perience. Survival training and advice from people who
have already made their tour of duty in the trenches of pro!ect management can save you from
learning these lessons the hard way. +ere are -< of these tips for success that & learned from
these two well managed and challenged pro!ects. The tips are organized into five categories)
<. 4aying the groundwork for success.
-. lanning the pro!ect.
>. 7stimating the work.
.. Tracking your progress.
?. 4earning for the future.
4eferences
Brewster, C. 0-EE<1. +A3) The comparative dimension. &n =. Storey 0ed.1, +uman resource
management) " critical te#t 0pp. -??FG<1. 4ondon) Thompson 4earning.
Clark, T., 9rant, 5. H +ei!lt!es, 3. 0-EEE1. Aesearching comparative and international human
resource
management. &nternational Studies of 3anagement, -I0.1, @F->.
Jamoche, J. 0<II@1. Strategic human resource management within a resource8capability view of
the
rm. =ournal of 3anagement Studies, >>0-1, -<>F>>.
3onks, J. H 3c3ackin, =. 0-EE<1. 5esigning and aligning an +A system. +uman Aesource
3anagement =ournal, <<0-1, ?GFG-.
urcell, =. 0-EE<1. The meaning of strategy in human resource management. &n =. Storey 0ed.1,
+uman
resource management) " critical te#t 0pp. ?IFGG1. 4ondon) Thompson 4earning.
Scullion, +. 0-EE<1. &nternational human resource management. &n =. Storey 0ed.1, +uman
resource
management) " critical te#t 0pp. -KKF><>1. 4ondon) Thompson 4earning.
+omans 9. C. 0<I?K1 The +uman 9roup 0Lew Bork) +arcout, Brace and *orld1.
(leet 5avid 5. :an and eterson Tim /. 0<II.1 Contemporary 3anagement
0+oughton 3ifflin Company1, Third 7dition.
Joontz +arold 0<I@<1 MThe 3anagement Theory =ungleN, in =ournal of the
"cademy of 3anagement, 5ecember.
Joontz +arold 0<I@-1 M3aking Sense of 3anagement TheoryN, in +arvard
Business Aeview, =uly8"ugust.
Joontz +arold 0<IKE1 MThe 3anagement Theory AevisitedN, in "cademy of
3anagement Aeview, "pril.
Joontz +arold and *eihrich +einz 0<IIE1 7ssentials of 3anagement, (ifth
7dition, 3c9raw8+ill.
Stoner =ames ". (., (reeman A. 7dward, and 9ilbert, =r. 5aniel A. 0-EE>1
3anagement 0Lew 5elhi) rentice8+all of &ndia1, Si#th 7dition.