Step 5 and Self Reflection

P-O-L-C Elements

Strategic Human Resources

Four teams are working on the project, each with a distinct role. The groups include the finance, sales and marketing, production, and human resource teams. Correspondingly, the finance team will be responsible for the financial management of the project. In this regard, the team will draw the budget for the project. Additionally, the team will source and negotiate materials to be used from the suppliers, ensure the project stays within the budget, and keep the records. The finance team has a critical role in monitoring the expenditure of the project.

The sales and marketing team will research and develop marketing strategies. The team has the vital role of creating awareness of programs and services and convincing customers to visit the center. Thus, the team will set marketing schedules, create suitable marketing techniques, and monitor client needs for improvement. The sales and marketing team is responsible for awareness and driving up sales.

The human resources (HR) team is vital for the project as it will manage the members. The team will second members who are experts in different aspects of the project to facilitate a successful completion (Project Management, Chap.11). Again, the team will offer any necessary training to the project members and handle complaints. Further, the HR will manage the employee performance through reviews and corrective action (Project Management, Chap. 11). The HR team will be in charge of the personnel in the project.

The production team is essential in ascertaining that the quality standards are met. To this end, the team will propose techniques that would promote lean manufacturing. Again, the team will create designs that will cheap but not compromise on quality. The production team will ensure that the appropriate products are made with the highest standard and lowest cost.

The project manager will be in charge of the entire project. Forthwith, he is tasked with initiating the project on the set date, coordinating with all the teams in the planning and execution of the project, develop the budget, creating charts and schedules of the project, and work with the suppliers. The project manager is tasked with leading all the teams throughout the project duration.

Decision Making

Decision making on the teams will be done through team meetings depending on the team and work progress. At the beginning of and during significant milestones of the project, the nominal group technique will suffice (Principles of Management, Chap. 11.5). Through this technique, all the project members will be informed of progress and make contributions through ideas on how best to move the project forward. Consensus will equally be appropriate in cases where conflicting issues, as anticipated, arise. Correspondingly, most of the decisions will be made at team levels. Action-item meetings will be held among groups to ascertain that the short-term needs of the project are met (Project Management, Chap.11). The team managers will also meet regularly to analyze the project and create mid-term goals. Once in a while, the team will hold a leadership meeting that will be chaired by the project manager. Decisions will be made through groups that will incorporate various useful tools.

Conflict Management

Given the inevitability of conflicts, the teams will utilize various resolution techniques. The groups will use the collaborating style (Project Management, Chap.11). Collaboration entails incorporating the views of all the stakeholders, which is vital in ensuring the project excels. Equally, members would need to compromise especially where time and financial resources are in dispute. However, forcing method will be used when there is little time to discuss issues. Various conflict resolution methods will be used depending on the circumstances.

Change Management

Change management is imperative given the uncertain nature of the project. To manage change, effective communication will be extensively used. Communication will mainly be written and verbal (Week 5 Notes). The team managers will avail details that are concise, clear, and complete, with regards to the change. Accordingly, the project members will be allowed to partake in the process as their support is needed to effect the changes(Organizational Behavior, Chap. 14.3). Notably, change will only be executed when it is urgent to avoid work disruption and resistance. Change management will be done through clear communication and the participation of employees.

Project Controls

To ascertain that the project remains within the scope, several tools will be used. Firstly, the project plan will outline the scope, time, and resources needed to complete the project. Further, the budget will regulate the amount of money to avoid overspending. The plan schedule will illustrate what activities are to be done and their completion. A Gantt chart will provide detailed information on the critical stages and the time they will take (Project Management, Chap. 10). The regular use of the plans and tools will keep the project within the scope.

The Gantt Chart

Code	Stage	Weeks
		1	2	3	4	5	6	7	8	9	10	11	12	13	14	15	16	17	18	19	20	21	22	23	24
a	Plan review
b	Secure funds
c	Secure suppliers
d	Device marketing techniques
e	Implement marketing strategies
f	Progress analysis
g	Quality design
h	Product design
1	Test new product design
j	Production analysis
k	Staff training
l	Overall project completion and analysis

Guide

Color	Interpretation
	Implementation
	Reviews
	Design activities
	Final analysis

Reflection Summary

The P-O-L-C framework made it possible to attain the goals of the project. From the onset, I had the conviction that the framework would make my role as the project manager easy to accomplish. With regards to planning, it was possible to come up with a goal which not only benefited the society but made running the center easier through higher cash flow. Equally, it was possible to allocate the various resources, such as finances and personnel was easy to accomplish. By liaising with the team leaders, planning resources and the activity schedule took place within the time I had stipulated. The planning process was made more comfortable with the help of the framework.

Comparatively, organizing resources was highly effective due to the framework. Alongside the team, I was able to find the right suppliers and build a rapport with various organizations, which made our work easier. Internally, together with the HR group, I was able to come up with the experts, create a schedule for the employees, and ensure that the project did not disrupt normal working. Organizing resources was done efficiently with the adaptation of the framework.

Equally, the P-L-O-S framework simplified my leadership role. As the project manager, I was tasked with overseeing all the activities of the teams. Admittedly, it was not an easy task. However, I was able to strategize effective communication techniques, conflict management styles, and found ways to motivate the workers. Again, I relied on the cooperation of my workers, who credited my leadership skills for the smooth running of the project. As the leader, I had to be dynamic in how I handled the members, given that we encountered multiple challenges that thankfully, did not delay our deadlines. I applied leadership strategies as proposed by the P-L-O-S framework.

I worked closely with the team leaders in controlling the resources. Concerning HR, I engaged with the members and team leader to strategize on methods that would guarantee the workers were satisfied with their jobs. Equally, I was actively involved in the procurement, creation of and implementation of various strategies. I effectively controlled the project with the aid of the framework.

References

Organizational Behavior, Chap 14.3. Organizational Change. Revised from https://open.lib.umn.edu/organizationalbehavior/chapter/14-3-organizational-change/

Principles of Management, Chap. 11.5. Decision making in Groups. Revised from https://open.lib.umn.edu/principlesmanagement/chapter/11-5-decision-making-in-groups/

Project Management, Chap 10. Project Schedule Planning. Revised from https://opentextbc.ca/projectmanagement/chapter/chapter-10-project-schedule-planning-project-management/

Project Management, Chap 11. Resource Planning. Revised from https://opentextbc.ca/projectmanagement/chapter/chapter-11-resource-planning-project-management/