LINGAYA’S VIDYAPEETH
SCHOOL OF COMMERCE &
MANAGMNET
ASSIGNMENT
OF
CROSS CULTURAL
MANAGEMENT
Submitted To- Submitted By-
Ms. Savita Yadav Gunjan
16BMI24M
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QUESTION- How new projects affects the strategy and
structure of organization?
ANSWER- Structure supports strategy. If an organization changes
its strategy, it must change its structure to support the new strategy.
Changing strategy means changing what everyone in
the organization does. When an organization changes
its structure and not its strategy, the strategy will change to fit the
new structure.
An organization’s structure is a means to help management
achieve its objectives.
Because objectives are derived from the organization’s overall
strategy, it is only logical that strategy and structure should be
closely linked.
For example, if the organization focuses on providing certain
services say, police protection in a community – its structure will
be one that promotes standardized and efficient services.
Similarly, if an organization is attempting to employ a growth
strategy by entering into global markets, it will need a structure
that is flexible, fluid, and readily adaptable to the environment.
Accordingly, organization structure should follow strategy. And if
management makes a significant change in its organization’s
strategy, then it will need to modify structure to accommodate and
support that change.
How does Technology affect structure?
Every organization uses some form of technology to convert its inputs
into outputs. To attain its objectives, the organization uses equipment,
materials, knowledge and experienced individuals and puts them
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together into certain types and patterns of activities. For instance,
workers at Videocon build washing machines and other home
appliances on a standardized assembly line. Employees at car service
centers carry out customized service and repair for individual
customers. And employees at Ranbaxy work on a continuous flow
production line for manufacturing its pharmaceuticals. Each of these
organizations represents a different type of technology.
QUESTION What are the various step that should be
taken by project manager to manage the stakeholders ?
Step 1 : The Groundwork - First Do Your Homework
Before project manager (PM) or portfolio manager can jump on to
project planning, you as a PM should be doing certain ground work. As
mentioned earlier you should identify
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Who are the project stakeholders, who are going to be
beneficiaries?
What are the outcome-benefits expected by various stakeholders?
Based on these benefits, how you can garner buy-in from senior
management or customers?
High level of deliverable, skill set required to deliver those
Identify metrics: project management KPI to define project
success
How project artifacts, progress, issues, deliverable will be
communication i.e. communication plan.
Step2. Clarity of project requirements, project scope
In most cases, unclear project requirement definitely results in project
failure. Right at the beginning ensure all relevant stakeholders
understand project requirements clearly and the importance of having
unambiguous project scope. It is pretty common these days to see that
sales team, project managers working with clients and help him
articulate client's requirements. Based on very high level project
requirement, you can chalk out project charter, project scope.
3. Planning schedule, risks, resources
Team Selection
Once a project charter and project scope is defined and articulated, you
will have to identify project manager and project planners. Having
project manager, project planner and team members who are subject
matter expert for a project in consideration wins half-battle. As project
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manager & project planners define work-breakdown-structure (wbs)
and identify high level deliverable, identifying right skillset to work on
those deliverable is equally important. So based on these identified
skillset, project manager has to select resources who will be allocated to
project and will be assigned work.
Project Schedule
The planning phase of project requires well defined project charter and
project scope. Based on this project manager can work on project
schedule identifying important deliverable, WBS, milestones. As he gets
better understanding of project scope, available resources, he can
create detailed project schedule identifying minute level details of
project schedule : i.e. tasks, milestones, subtasks, allocating and
assigning resources to each of these tasks. As we know, detailing leads
to questions, questions brings clarity, and clarity drives predictability.
Planning for Project Risks
Managing project risks is integral part of project management. If your
projects are not trivial, whether you like it or not -risk will be inevitable
part of your projects. If it is not done as an academic exercise of
managing project risks, project risk management saves you greatly from
surprises. It is important for effective project management to plan for
project risks right at the beginning. You need to make team members
aware of project risks also provide a platform like online risk
register where team members and other stakeholders can quickly record
& highlight project risks.
4. Communication Plan - Clarity & Frequency
At every phase and step of managing project, project manager has to
communicate. Communication strategy and plan is crucial for greater
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project visibility and ultimately for project success. Project
communication is required for
Informing stakeholder about project plan, scope; review and
approvals thereof
Keeping team members informed about change in project schedule
Being able to highlight issues and risks in project
Being able to provide clear & real better visibility to sponsors,
portfolio/executive managers with project portfolio KPIs
To get buy-in or support from senior management if anything is
going wrong.
Kick-off project
Now almost everything looks ready on a paper, it is a time for a project
team to jump-in and start working on minute level tasks. As mentioned
earlier, every team member, vendor, customer should be informed and
made aware of clear expectations from them i.e.
When a specific task is supposed to start,
Who will do it,
When it should be completed
What information should be updated (timesheet, expenses,
document, and deliverable)?
It is then become the work to be done on the ground. As team members
start working on it, project manager and project leaders can play a role
of facilitator, guide/coach so that there is a productive and positive
environment for project team.
5. Monitor & Control
You will have to collect progress updates, and check project is not
going off-the-track
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Adhere to the project schedule, cost and keep watching project
baseline
Follow the mantra Get Things done, no matter what are obstacles
Check project deliverable for quality
Involve project sponsors, customers and end-users informed
Take a regular feedback from team, customers and end users
Manage change requests, issues and risks judiciously; as these are
inevitable but if not managed well can take project off the track
6. Deliver, close and Review
When you will deliver project artifacts, meet milestone ; you would like
your project customers to see the benefits. You would like customer to
actually make use of it. Hence you will have to see
Project deliverable are working for customer
Address any issue, gaps
Work with customer to identify trainer or champion
Train the trainer
Run a pilot, make it successful and enable customer to market it
inside and outside customer’s organization.
To get customer confirm successful project deliverable, you can
schedule a pre-planned review meeting to get a formal agreement, seek
feedback, identify positives and negatives of the whole exercise of
delivering projects - project review. Thereafter, you should also conduct
an internal review of the project to identify mistakes made, learning
thereof and best way to move forward.
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