The paper "Planning and Resource Management Capabilities " Is a wonderful example of a Management Case Study. The process of making initial determinations of where resources will be sourced, either internally in the organization or through an external source was adequately dealt with. The outsourced resources were provided by Masinde Techno Company, who aided with the office equipment and additional software needed in the planning and resource process. The office space should meet the anticipated needs of the team both in terms of physical work environment and capacity. The workspace and group pace must balance to meet work sessions and team meetings (Donald, 2005). There was also a need to finalize office and material requirements such as desktop and network usage for each human resource category, negotiating with the sponsor as required, who was the client, The team members have different skills and are multi-skilled.
There was a need to have milt skilled teams to maximize on time and efficiency, especially in terms of the programmer and training skills. The team structure was relatively organized with members of the project understanding their roles and their working and reporting relationships, with a huge shortcoming on the part of the project manager who clearly viewed improving the problem of the personnel service delivery at Pacific as an easy job, through which he lacked any feasible involvement in the project as the chief reporting agent.
However, all team structures introduce some measure of inflexibility. It is important to understand that there is no “ right” team structure for a project and that usually, it depends on the organizational requirements and needs of the project and the ability of the project manager to shift the team member’ s structure towards the organizational requirements (Antony, et al, 1980). More than one person was selected to interview the candidates.
This was helpful and necessary in order to: • Gain the perspective of more than one person when making the staffing decision. Standard policies and procedures were followed in conducting the interviews as per the documentation reviewed with no basis of favoritism. The candidates were provided with an overview of the project. Special considerations such as special terms and conditions travel and living arrangements were provided (Donald, 2005). .
Based on the policies and procedures and the Agreement with the Pacific, a broad set of objectives were developed for the project team. The objectives covered such areas as client satisfaction, quality, the achievement of milestones, productivity and efficiency, and teamwork (Mathis R & john h, 2007). . This was achieved first by defining a shared “ team” mission or goal that is supportive of the project’ s goals, the project team objectives, and presented a challenge that motivated the team. Ideas such as team names, team events, and team rewards were nicely executed.
This was evidenced by a cited example of one team called ‘ The Simba Group’ . Results-driven team structures were also encouraged. Elements of a results-driven team structure include: • Clearly defined roles, responsibilities, and accountabilities • Effective communication system that allows the free flow of information • Means of self-monitoring for individual performance. The main ways of developing the team management would be to develop the team communication channels properly. Outlining proper channels of communication with the top management, the team members, and other stakeholders is always a great idea.
Deciding on the right information to be passed from one department to another and the person to send it is always crucial, in this scenario, the leader of the team was sufficient to carry out the duty. Establishing leadership is important in managing the team in general (Lequeux & Jean-Louis, 2008). A supportive atmosphere within the team should be built to facilitate the easy resolution of conflicts in case it arises. Under normal circumstances, conflicts within a group of people are found to happen. Taking care to resolve them before they impact the team’ s performance is very important.
The due procedure was taken on the release of an individual at the end or during the life of the project from his assigned tasks. This was done by comparing the latest individual status report with the operational schedule to determine if there is any work outstanding.
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