Name: BONAGUA, Jian Jezequiel G.
Date: June 22, 2020
Course and Section: CE168P-2/A7 Student No.: 2018162140
SKILLSET ENHANCEMENT UNDERTAKING ANALYSES #1
1. Perhaps You and Your Company are standing at the edge of the proverbial cliff.
Challenges beset you from within and without. The competitive environment is
changing. Your Research & Development has an idea that has great promise,
but you just can't find a way to capture the opportunity. Employees are finding
difficult to be heard when they have ideas for making the business run more
efficiently. A supplier has advised you about a problem with providing your
organization what you need, and you can't figure out where in the business that
problem originates. How do you fix something you can't find?
We always meet companies and organizations who face one or all of these
challenges. All of them worked hard to adjust. However, they tell us time and time again
that they don't support change. You wondered like you took two steps forwards and a
step backwards. Their projects for improvement are subject to false beginnings. Or they
get just to the degree that they shift plateaus and cannot achieve a higher level of
performance or quality. The final consequences actually do not occur.
Certainly, with these kinds of efforts, you can improve, and your business could
even achieve some major benefits. However, somewhere else is normally found the
best opportunities to transform an organization.
The transformation of an enterprise is the takeover of an enterprise from its
current state into a future, a process that requires a significant change of attitude, the
taking of a holistic view and its implementation in order to achieve the transformation
objectives intended for it. You need the transformation to know the company. You must
go back and look at the big picture. You must get a thorough grasp of where things
stand.
2. Conceivably You and Your Company are not standing at the edge of the cliff.
Maybe everything is humming along, but the general sense is that the
organization is not coming close to meeting its potential. Even though you've
been trying to improve your business processes, things are not making it to the
next level. All those seasoned and expert professionals are helping run projects,
but the incremental changes don't seem to amount to very much. You're not
achieving the kind of total benefit you thought you would. How do you create
space intended to liberate you to outwit the condition?
The risks are still uncertain when you are planning your project: they have not yet
happened. But eventually you will have to deal with some of the risks you plan on doing
that. Four basic ways of dealing with risk are available.
a. Avoid: You can escape the best thing with a chance. It definitely does not
harm your project if you can avoid it. This risk can best be avoided by walking away
from the cliff, but this might not be an option in this project.
b. Mitigate: If you can’t avoid the risk, you can mitigate it. t means taking some
kind of action which will allow your project to suffer as little as possible.
c. Transfer: One effective way to address a risk is by paying for it to somebody
else. The main way is to purchase insurance.
d. Accept: When you can’t avoid, mitigate, or transfer a risk, then you have to
accept it. But even when you accept a risk, at least you’ve looked at the alternatives and
you know what will happen if it occurs. If you can’t avoid the risk, and there’s nothing
you can do to reduce its impact, then accepting it is your only choice.
It's too late to do something about the project when a risk happens. That's why
you must prepare for risks from the start and continue to prepare for the entire project.
For your project, the risk management strategy shows how you handle risks. It
documents how you evaluate the risk, who is in charge of it and how often you plan the
risk.
Some risks are technical, like a component that might turn out to be difficult to
use. Others are external, like changes in the market or even problems with the weather.
It’s important to come up with guidelines to help you figure out how big a risk’s
potential impact could be. The impact tells you how much damage the risk would cause
to your project. Many projects classify impact on a scale from minimal to severe, or from
very low to very high. Your risk management plan should give you a scale to help figure
out the probability of the risk. Some risks are very likely; others aren’t.
3. In the real world, Project Managers encounter or face one or all of the stated
challenges in situations 1 & 2. Many of them have been working hard to change.
They often tell that they are failing to sustain the change. They feel as if they are
taking two steps forward and one step back. Their improvement projects suffer
from the false starts. Or they get only so far, and then whatever they were
changing plateaus and cannot reach a higher level of efficiency or effectiveness.
The bottom – line effects are just not happening. Why do improvement efforts so
often fail to provide all the benefits expected?
There are countless consequences of ignoring the people side of a change:
Larger than required productivity declines on a wider scale
Managers are not prepared to spend time or resources to support the change
Key stakeholders do not show up to meetings
Suppliers start to feel the effect and to see the change-related interference
The clients suffer from a transition that was invisible to them.
Employee morale suffers and divisions between “us” and “them” begin to emerge
in the organization
Stress, confusion and fatigue all increase
Valued employees leave the organization
In addition, projects suffer as a result of missed deadlines, overwhelming
budgets and unexpected and unnecessary work to keep up the effort. For other
situations, after major expenditures in money and resources, the project itself is totally
abandoned. All this has tangible and real financial repercussions for the health of the
organization and the project. However, each such impact can be resolved however
alleviated if a project requires an organized approach to change on the side of the
people.
4. The SILO mentality, defined in the concerns trajectory of Project Managers, is a
mindset present when certain departments or sectors do not wish to share
information with others in the same project. This type of mentality will reduce
efficiency in the overall operation, reduce morale, and may contribute to the
demise of a productive company. Aside from these, the whole team spend a lot
of time on things that are not linked to the company's most important strategic
objectives. They may not even know that their efforts are disconnected. As the
prime mover of actionable thoughts being the Project manager, at where you are
going to handle the situation and eventually transform the organization?
Change begins at the top. The CEO should demonstrate collaborative conduct
and cross-functional communications together with its lieutenants. They should order
their staff to organize interdepartmental meetings to resolve problems and develop new
ideas together. Task Force will be funded by the CEO and led by a senior manager to
break down the silos and establish strategies involving coordination and
communication. As an effective Project Manager, I will promote cross-functional group
performances rather than departmental competition during Christmas. I also Should not
encourage other interdepartmental activities aside from departmental team buildings.
In order to modify conduct, attitudes and thinking, staff should also be reskilled
and coached. We also identified three competencies that must be built and exercised in
our consulting work – empathy, teamwork, and dynamic problem-solving and agile
decision-making. Empathy with colleagues is developed through classroom training,
role-playing and on-the-job coaching and how people work together to solve problems
together and to make choices.
Finally, it is possible to reconfigure office spaces by decomposing office walls
and laying out open spaces. Google is the paragon of working spaces. There is a
common area in Google Philippines where employees and visitors can chat, eat or
speak to others. New food, trendy furnishings and cool atmosphere are offered, which
inspire workers to meet and collaborate.
5. Transformation is the taking of an enterprise from its current state to an
envisioned future state. It is a process that requires a significant change in
mindset, the adoption of holistic view and execution to achieve the intended
transformational goals and objectives. It requires that you know the enterprise.
You have to take a step back and look at the big picture. You need to gain a
deep understanding of where things stand. What are your strategic objectives?
Taking a page from Amazon and implementing their "two-way door" approach
can work on the less common problems that are relatively easy to attack. This
technique gives the manager the freedom to test something and if it doesn't function you
can simply step back through your door. A simple tactical execution will require
assessments to determine whether the path followed works or whether reset is needed.
Or we could try a different approach like the more complicated one: “one-way
door”. This approach demands a great deal of preparation, details, consideration, full
team attention and all-hands-deck cooperation. And there's no way back when you
stepped through the door. The reset button is not there. This approach calls for
contingencies, technical work, and thorough analysis of data. It is important to have a
successful strategy, and everyone involved needs to work on it. This process requires
reorganization, transparent and regular communication, risk-taking and laser-focused
implementation.
6. One of the Project Management core concerns is to maintain the metrics at the
heart of people's daily work lives. The objective and quantified data or
information that the enterprise collects are intended to support decision making.
These are part of the larger process flow that includes reduction in costs and
cycle times in manufacturing line or construction process. These metrics are
attributed share insights into processes, resources, and other aspects implying
that had been part of figuring out analytically where things stand. How will you
set these metrics in a larger context and fit with your vision of the future of the
enterprise?
Step One: Starting up. When an organization's stakeholders have agreed to call
for a structured strategic plan, you must first prepare. Build a team of schedules. The
team should include your Chairman and/or Chairman of the Board, your CEO and/or
Executive Director, key staff and community leaders, where necessary. Other partners,
such as voluntaries, vendors and staff or board members from participating
organizations, may also be included. Choose your team members to work together if
possible. Be wary of stakeholders with a particular purpose or with predetermined
definitions.
Step two: Gathering Information. The next step is to collect information which
describes the present situation and the environment in which your organization
operates. Planners often call it an analysis or an audit of situations. Usually it includes a
summary of the past, principles, purpose, services, management, staff and finance of
your organization, and also something called a SWOT analysis — a thorough overview
of the strengths, weaknesses, opportunities, and (competitive) threats of your
organization.
Step Three: Time to make decisions. After you collect information, the next step
is to take decisions based on this information, to determine the current status of your
organization and of your programs and activities. The planning team is responsible for
determining strategic strategy and priorities for the company in collaboration with other
interested parties; for defining targets and achievements on the path to achieving those
priorities; and for designing strategies designed to achieve those objectives. The
planning team should concentrate on the big picture in taking these decisions
Step Five: Implementation. The Board reviewed the proposal, made suggestions
and approved it. Fun starts now. I 'm dealing with a variety of companies who have well
paid for their strategic plan by simply throwing it on the shelf and never looking at it
again. What a rubbish. A strategic plan is not costly if it is not scrupulously executed, no
matter how carefully planned.
7. The classical model of organizational change is not a change of organization per
se, but anchors in the three - stage process of managing the project. These are
unfreezing the organization, introducing the desired change, and then refreezing
the organization. From your vantage view, allow your acumen flows to
reverberate the above process in stabilizing your point of stance about the
magnitude of the period to reflect on these paradigms which anchor on diverse
categories such as episodic and continuous change.
The first stage (unfreezing) includes the overcoming and dismantling of inertia in
the existing mind. In order to prevent changes, it involves overcoming the first defense
mechanisms. Eventually, people realize that change is needed and urgently needed,
and it allows them to proceed to the next stage.
The actual change occurs in the second stage. In this period, usually, people are
confused and unsure about what the change is and what might occur in the future.
People are aware of the challenges of the old ways, but they still don't know with which
these ways will be replaced. During this stage, a leader of an organization must clearly
communicate the reasons and steps for the change to its employees.
The third and final stage freezing, though it may be useful to think of this stage as
“refreezing.” By this moment, the new approach of change becomes the standard and
people are restored to normal comfort levels. Many reject this aspect of Lewin's model
and claim that people will never adjust to change comfortably to today's rapidly
changing environment.
While some managers do use Lewin 's example, the principle that progress
should be viewed instead of individual phases as a phase is its principal contribution. It
is important for understanding how workers can react to organizational changes and
why others should adjust faster to changes.
8. Provide valuable inputs that will translate the conventional process of
constructing a building, from foundation works to project turnover, that will show
the lens of responsibility of the project manager to recognize challenging
outbreaks and rise above to create effective long-term solutions that are
scalable, executable, and realistic. The likes of create a unified vision, work
towards achieving a common goal, motivate and incentive, execute and
measure, and collaborate and create are some of numerous salient points to be
included in your responses.
a. Create a Flow of Communication
For every phase of any construction project, communication is essential.
Establish a flow of interactions with all stakeholders and suppliers on the ground. This
openness simplifies the process and, as a problem arises, decreases the number of e-
mails and telephone calls. A forum for job execution is one of the simplest ways to build
a contact flow. You can track reports, budgets and schedule adjustments at any given
location by syncing comments, videos, documents and calendars. A comprehensive
framework also allows you to communicate these changes in real time to other
administrators and accounting offices through instant notifications, automated actions
and easy-to-visualize dashboards that provide virtually email-free and paperless project
management methods. This means you have more time to co-ordinate the next phase
of work on the building site meetings.
b. Make a Habit of Continuous Planning
Planning may be the second step of project management of the Institute, but
project managers should plan long prior to construction, and continue to review and
refine plans until the project is completed. Each construction project requires extensive
planning for the design, construction and procurement phases — and each phase may
need to be reviewed in the next phase. In order to create and optimize plans, you also
need to collaborate with stakeholders when delay and equipment failures occur. Like
every PM, you will implement and monitor developments, but plans often change in the
management of building projects.
c. Observe and Ask Questions
The workflow of construction projects will dramatically influence field elements.
You will see a problem many times before you can solve it. It's not true. You can be
made better project manager by being acquainted with the building site and the
activities of each professionals who work. Construction is an ever-changing industry
with every year new equipment, practices, safety requirements and progress. The
effective management of a project needs continuous learning and development. Most
contact can be streamlined, but frequent onsite visits and conferences with contractor
and designers are still needed in order to do the job.
d. Budget Projects with a Work Execution Platform
The licenses, wages, materials and equipment for projects are often shared
between a variety of financial and vendor sources in construction. The construction PMs
are responsible for tracking and monitoring any costs, in particular in relation to the
initial budgets, from the initial bid process until the project closures.
e. Embrace Automated Reporting Systems
Management of construction projects requires weekly distribution of different
tablets and status reports, and automated delivery tools will save considerable time over
the building period. This automation ensures that the correct reports are delivered to the
right people on time to concentrate on other tasks and communication. Certain
monitoring mechanisms can avoid risks, monitor accidents and streamline examination
of the workplace, if issues occur, such as safety and health management.
9. Quality Utilization of Assimilating Rigor Ascend on Novel and Timely Intellectual
Nifty Endeavor short for its brevity as QUARANTINE. It intends to share a goal of
valuing precious commodity such as time. Unleash your ingenuity by creating
your OWN words prompted in an acronym PROFITABILITY. Greater merit will be
credited to the words that will tap moral ascendancy, economic growth of society,
and environmental implications.
Performance Quality – A good manager always takes into consideration the quality of
the performance that their team makes.
Rewards and Recognition – A good manager rewards their team to boost their morale
in order to make more good performances.
Opportunity – A good manager takes every event that happens as opportunity to make
good and high-quality decisions.
Financial Capability – A good manager can work out a small budget that has given to
them.
Industriousness – A good manager works hard for their team.
Thoughtfulness – A good manager considers what the team thinks. Also thoughtful for
the environment.
Ambitious – A good manager is ambitious and takes every opportunity as challenges.
Balance – A good manager can balance their personal life and work life
Intelligence – A good manager is smart profit-wise, workwise, and environment-wise
Liability – A good manager is responsible for every action that they conduct.
Innovative – A good manager makes old ideas into new ideas
Tender – A good manager is gentle with their teammates and environment
Youthful – A good manager can be young or even young at heart
These are the characteristics that can boost the team’s profitability. With these
unique characteristics, a good manager and their team will be successful and will
overcome every challenge that they will encounter.
10. After we get more specific about your project's goal, it's a good idea to put your
goal in writing in a goal statement. A goal statement outlines why you're doing
this project and what you hope to accomplish in the end. You don't have to or get
down to specific deliverables and parameters in a goal statement. For now, focus
on why and desired result. As a Structural Engineer, Project Manager,
Entrepreneur, and Law-abiding citizen of our country, create your impactful goal
that transcend goodwill in all stakeholders. The likes of investment bankers,
institutional lenders, private investors, enterprise partners, owners, confidants,
suppliers, people, workforce personnel, and among other stakeholders that you'll
get acquainted with.
In the next five years, I will be promoted to a project leader. To do that, I will
improve my expertise in project management, obtain my certifications and express to
my current supervisor my desire for growth and progress.
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