Human Resources Project Management Final Team Report

Human Resources Project Management Final Team Report

Executive Summary

            The Pixel Enterprises, LLC, will develop a centralized framework of offering Human Resource (HR) services through project phases and project teams. Pixel Enterprises, LLC, is the benchmark standard towards maximizing Human Resource service delivery and Human Resource practices. The demand for a more centralized framework of offering HR services was as follows: the difficulty and cost of maintaining standards have heightened. HR generalists have been lodged in business units across many years, and in business units, frustrations have erupted regarding inquiring of a budget “hit.”

Pixel Enterprises, LLC, covered probable limitations within the project regarding the following: cross-functional work ethics, timelines, inadequate human resources, staff changes, capital, and risks. Leading virtual or global project teams were additional challenges faced. These included varied work schedules due to time zone differences, language barriers, video monitors, and initiating the appropriate use of instant message programs. As well, teleconferencing equipment to effectively communicate with virtual teams.

The constraints and needs were assessed, which showed a proposition to develop and project team to introduce the desired modifications to the approach of offering a more centralized HR service. A strategic plan was developed by Pixel Enterprises, LLC, to provide guidance and direction for drafting the assessable objectives of the project. The project preparation was vital and raised insight into so many things usually involved in project delivery.

The strategic plan was executed in five steps comprising of guiding principles, which consist of the firm’s mission and vision, strategic analysis, flown-down objectives, strategy objectives, and portfolio management.

A project plan to incorporate a project charter was designed to encompass identifying resources, timelines, and milestones. As well, the team members and stakeholders set forth the expectations. The needs of the project consisted of planning, scope, scheduling, behavioral skills, determining cost, cash flows, and aggregation. Also, identifying potential risks, and how to manage possible sources, maintaining and sustaining progress.

The project charter was vital towards pointing out factors such as resources, scope review, and milestone schedule. This assists in successfully organizing the project while maintaining quality and abiding by the organization’s objectives. The power of the project manager was utilized to inspire team performance to incorporate connection, reward, expert, legitimate, coercive, referent, and information power.

About the communication, the plan encompassed timing, purpose, and methods utilized. This offered information to every stakeholder for work authorization, issues and assumptions, requirement determinations, resolution and results feedback, and the project progress. The behavioral skills linked with the project aided with developing a capable project team based on desired operative behavior for a successful project. Cash-flow determination and the project cost, as well as the cost aggregation, aided with the project budget. Through brainstorming, strengths, weaknesses, opportunities, and threats (SWOT), checklist analysis documentation reviews, and analysis, the potential project risk was determined. All these efforts assisted with accomplishing the project within schedule and budget while maintaining quality.

Resolution strategies and risk management were accomplished by mitigation and documentation maintenance, monitoring, and controlling project work based on sufficient insight and Work Breakdown Structure (WBS) control incorporating the expected output to constrain the risks.

Measures were sufficiently recorded to document the planning, risks, scopes, project phases, and the project team disbandment. As well, the official return of resources to respective functional locations. In starting and closing out the project, the significant actions included milestones, deliverables, analysis, project team, and lessons learned.

Five Steps of Strategic Planning

As reported by Kloppenborg, Tesch & Manolis, (2014), strategic planning comprises five steps, whereas the first step is strategic analysis. Kloppenborg, Tesch & Manolis, (2014), denotes that often, the strategic review is termed as the strengths, weaknesses, opportunities, and threats (SWOT). This consists of breaking down of the internal and external surroundings in the initial step and decide how beneficial they will be. At this initial stage, it will aid in dictating whether they will confine or upgrade the organization’s capacity to perform. The internal analysis in this regard, comprised of identifying what shortcomings and qualities the firm is facing.

On the other hand, the external analysis comprises examining and collecting data on threats and prospects of surrounding merchants, competition, and consumers, among others. Sufficient data must be gathered as well as relevant information that will aid the firm shift to a more centralized system of offering Human Resource services. Concentrating on the organization’s needs as an entity to make it sustainable should be the primary focus in the analysis, alongside the identification of initiatives and strategic direction that will aid the firm to grow (Bredin & Söderlund, 2013).

The mission and vision are the other guiding principles in strategic planning involved in the second step. Leaders within the firm must formulate these principles following completion of the first step. At this stage, how the organizational goals will be achieved will be identified, whereas in this case is shifting to a more centralized framework of offering HR services (Bloom, 2014). The vision must lead to mission values and be very realistic. Usually, this final step endeavor involves writing a mission statement that delivers the company’s objectives defined communications to both the shareholders and the staff (Bredin & Söderlund, 2013). The mission and vision offer the truths and morals of the firm and the steps for their delivery methods.

Establishing the strategy objectives comes in the third step. At this step, the firm must have determined the guiding principles and completed the SWOT analysis. The strategic goals must be written, made understandable across the firm, and drafted to be easily remembered. The focus on decisions concerning which projects to choose and how to prioritize them should be provided in the objectives since they are an expression of the firm’s focus (Kloppenborg, Tesch & Manolis, 2014). Assessing the resources currently available is likewise needed to aid in accomplishing the set objectives as well as goals. Identification of any fields the organization has to go for external resources is essential, considering that the project is operating on a fixed budget, and the set goals require to be accomplished (Bloom, 2017).

Flown-down objectives come at stage four. At this step, the objectives will be implemented across the firm. According to Kloppenborg (2019), some objectives might be executed through work in ongoing operations. However, in enforcing many objectives, projects tend to be the primary method (Kloppenborg, Tesch & Manolis, 2014). The objectives implementation and enforcement will be different for different organizational levels. Irrespective of if some decisions are cascaded one or more levels down, and the organization is large, various procedures of project selection might be utilized (Kloppenborg, Tesch & Manolis, 2014).

The final step, which is the fifth stage of strategic planning, comprises of portfolio management. The portfolio management process involves the centralized management of one or more portfolios to accomplish strategic goals (Kloppenborg, Tesch & Manolis, 2014). The management portfolio consists of the analysis of investment choices in favor of the firm’s objectives. The goal of this stage is entirely towards maximizing the firm’s strategic goals. Measured parameters determine assessments that are successful in strategic goals. It is in the first step of strategic planning, SWOT, that the parameters are set. Measuring the real results against the plan set in place should determine the progress. How much the project contributes to the organization’s objectives (business needs) will measure the project’s success in the company. As well, the conventional measures of remaining within schedule and budget and accomplishing the particular technical goals promised at the beginning of the project to receive the desired return on investment (Kloppenborg, Tesch & Manolis, 2014).

            Statement of Importance

In organizations and the project teams, the five steps of strategic planning are crucial. In bringing organizational structure and efficiency, strategic planning comes to the forefront. Multiple factors can change within a firm such as timelines, budget constraints, among others. However, with a robust and implemented strategic plan, the values of the organization will remain strong. A strategic plan is established to guide the company safely towards the appropriate practices, choices, and processes. The execution and enforcement of strategic objectives enable the organization to offer guidelines for the right methods, practices, and tools linked with the organization’s challenges and needs. The resources and objectives at hand, denote the overall importance of strategic planning, which all narrows down to accomplishing a framework that is more centralized to offer HR services.

            Vision and Mission Statement

The organization’s vision statement is as follows: “The organization will be the standard-bearer in maximizing Human Resource practices and Human Resource service delivery.” Following the vision statement, the firm mission statement would be: In support of our firm’s values and vision, it is our mission to accomplish the best possible centralized framework(s) for offering Human Resource Services, therefore ensure maximum utilization of the labor force in implementing every duty provided. Besides, the firm will consume all available resources and maintain a set plan of action to attain objectives. It is our firm mission to: maintain quantity and quality in our day-to-day operations. Design and maintain a workplace encourage challenges. Maximizing strategic planning to be in line with organization goals, stakeholders, incoming projects, and consumers. Seizing opportunities that demonstrate flawless execution. Making sure that necessary training, tools, and motivation is delivered to project teams for them to operate effectively and efficiently. Maintaining sound policies, integrity, effective communication, and risk management across the company and, most essentially, with every stakeholder and consumer.

Project Charter

In any project cornerstone of success, it includes the project charter. The project charter document officially authorizes the project existence and offers the project manager with the mandate to employ the firm resources to project activities (Kloppenborg, Tesch & Manolis, 2014). Making use of the project charter is of significance, which involves every personnel linked with the project team and stakeholders. Moreover, the project charter makes sure the project manager and all members are involved in the project recognizing the full comprehension of the project requirements. The project strategies and goals to accomplish the set project goals are outlined in the project charter. Likewise, it specifies the set objectives, the position of the stakeholders involved, and how the set tasks will be executed. In planning any project, the project charter plays a vital element and will be adhered to across the whole project cycle. Before beginning any project, the project manager will receive authorization from the project charter after the project has already been approved. The easy measure will be offered by the project charter to make sure the project is on track, controlled, and maintained. Besides, it will allow the leader and the manager to utilize company resources towards achieving the project’s objectives (Armstrong, 2016). In the absence of the project charter, executing a project can be disparaging. There will be no clear guidelines present to make sure the project runs and completed efficiently and effectively.

The essential factors gathered from the text in regards to the charter element is milestone schedule, scope review, and resources. The scope overview of the project understanding consists of the most vital area. When aligning the project charter, this step will allow for accuracy. Equally essential is a milestone schedule since it will allow for a set schedule of events for every project and aids in maintaining strict timelines across the project. Finally, understanding and pinpointing particular resources needed for a project will, in return, support with the project budget.

Statement of Emphasis

            It is an enormous task organizing an HR project and needs an excellent and strong team to get across the finish line, of which no doubt, whereas a team duty can be accomplished with ease. The strategic planning five steps and its importance thus far have been exhaustively explained, along with the company’s mission and vision statements coverage. Moreover, the project charter and its crucial function within the project have been argued and disseminated; to incorporate constraints and objectives.

Furthermore, within the project charter, the minimum cost will be ensured  as the project is set for a fixed budget. Budget limitations might comprise of insufficient capital and human resources (Armstrong, 2016). The project’s benefits include minimizing costs and increasing the ease with which the standards of the firm are maintained. Thus, if all steps are adhered to, the appropriate project charter will be established. Every stakeholder can invest their efforts into accomplishing objectives, costs, and problems experienced in maintaining the firm standards that will be minimized. Organizing HR projects while following organizational goals without sacrificing quality is the overall success goals.

            Project Manager Power

            There multiple modes of power a project manager uses to prioritize and commit to project work when managing the project team (Kloppenborg, Tesch & Manolis, 2014). Even though the project managers are overall in charge of the project, they tend to depend on staff that indirectly work for them to perform the essential duties of the project. In inspiring personnel, project managers use many various forms of power regarding project performance. Various project manager’s powers, as described above, comprise of: reward power, referent power, legitimate power, expert power, connection power, and information power (Kloppenborg, Tesch & Manolis, 2014).

Connection and expert power will be the most beneficial for the project at hand. According to Fleming & Spicer (2014), expert power is acquired from having the expertise of knowledge in a specific field. The organizations highly value such individuals for their problem-solving skills. Individuals having expert power do critical jobs and are thus deemed indispensable (Fleming & Spicer, 2014). Personnel perceived to possess expert power have a high standard of accountability. This is due to their specialized skills that others among the company do not have, and they tend to influence the activities surrounding them significantly. Additionally, having expert power is usually a stepping stone to other power sources like legitimate power (Fleming & Spicer, 2014).

Essentially, the expert power in any subject matter in a project or field accrues one exceedingly influence when it is relevant. The project team members will accord both appreciation and respect for their problem-solving abilities and technical expertise. People will tend to work hard on the project if a project manager has a reputation for success and can persuade others. As well, have enough insight into the project management, politics, and technology to guide the project successfully (Kloppenborg, Tesch & Manolis, 2014).

When an individual attains influence through association or gaining favor with a powerful person is termed as connection power (Giang, 2013). Connection power is grounded on networking. As reported by Kloppenborg, Tesch & Manolis, (2014), many champions for the project can be created by project managers by continuously expanding their contacts with essential individuals and continuing to talk regarding the significance of their project (Kloppenborg, Tesch & Manolis, 2014).

Generally, sponsors have legitimate power over the project manager, and project managers can use this resource for the project. If project managers cannot control the operations of the project, they come across as weak. Thus, the project manager rises above the sponsor’s abilities when they expand on their contacts to get things done. The project will highly benefit based off of strong connection power since engaging power assembles partnership.

Through connection power, the project manager prompts support from others, and they aim to gain favor and expounding connections further. Thus, strengthening and highlighting the project.

Project Team Management Outcome

            There can be many unforeseen events that might happen when managing projects, whereas the project manager, should be equipped to deal with matters as they arise. In managing the project team, a variety of outcomes might result, such as quarter-mile stones to inch stones, discipline role clarification issues, morale changes, training needs, staff changes, and lessons learned (Kloppenborg, Tesch & Manolis, 2014). For these changes, below examples will be provided.

Staff Changes: Conflict, poor appraisals, necessary reassignments, and insufficient progress, among others, might warrant staff changes on a project (Kloppenborg, Tesch & Manolis, 2014). Resolving the staff changes matters as the project manager. Keeping all stakeholders informed on the process of any staff changes is highly essential. The integrity of the project will be maintained, and members become aware of who has the needs to know for the project by informing every required member. The flow of the project will be maintained. A formal introduction to the team and information regarding the project is offered when new personnel is added (Kloppenborg, Tesch & Manolis, 2014).

            Morale Changes: Multiple projects have moments that are difficult, according to Kloppenborg, Tesch & Manolis (2014), especially when milestones to celebrate are few, and work demands are high (Kloppenborg, Tesch & Manolis, 2014). For team members’ productivity, motivation, and behaviors, morale has a significant impact. It is an area, whereas the project manager has the most power since the manager’s leadership style is reflected by the morale of a specific work center or project team (Shaw & Barry, 2015). One must take time to understand what is essential to resolve morale issues as a project manager, especially where downfalls might exist for each team member. At the same time, this step will aid in maintaining morale and likewise moving forward with the project completion. Throughout the project, there is a responsibility to create and uphold team morale.

Training Needs: Where training needs can be identified, members will receive appraisals during the project. Project managers must keep the project’s immediate needs and the training needs as they approve training as outlined above (Kloppenborg, Tesch & Manolis, 2014). Understanding the training needs of team members will benefit only the project when a project manager resolves any training requirement issues. Besides, it is essential to make sure every member has the necessary training needed to complete the project as a project manager. Along with several other attributes, today’s project manager must be accomplished personnel at the offering for the training needs of the project team (Elnaga & Imran, 2013).

           Issues and Lessons Learned: Sometimes, resolved problems make good lessons to be learned, as stated by Kloppenborg, Tesch & Manolis (2014). This can assist future project teams from committing the same mistakes. Documentation and storing these lessons provide for easy retrieval in a lesson-learned knowledge base (Kloppenborg, Tesch & Manolis, 2014). There are various means to resolve problems and gather lessons learned. Project managers, team members, and leaders must all participate in lessons learned. The organization is protected from repeating the same mistakes through sharing lessons learned between team members. Also, it allows them to take advantage of the company’s best practices (Pinto, 2013). For the lessons learned, the best methods must be as they are acquired from error, at each phase closure, and typically at the project closing.

            Increased Challenges Faced When Leading Global or Virtual Project Teams

There are multiple challenges when leading global or virtual teams. In the case where one’s team resides all across the globe, language barriers might erupt. English might not be the primary language for all team members. Since time zones differ globally, team members will not be on the convectional work schedule. As well, communication is crucial when it comes to virtual teams. A virtual staff might speak to their supervisor infrequently or in group calls with several other staff. Thus, employees might quickly lose track of the bigger picture by concentrating entirely on their day-today duties (Riley, 2008).

In leading virtual teams, one of the significant challenges faced is the lack of effective communication (Riley, 2008). Lack of staff engagement may result from poor communication within the workplace, thereby causing failure. Typically, the lack of discussion results in distortion of relevant data within important members involved in the project. This makes it problematic for project managers to arrive at decisions. Managing virtual teams is a difficult task. Therefore, better means of communication should be a priority for team members to run the project efficiently. Such will avoid mistrust in projects due to a lack of physical interaction within team members (Riley, 2008).

The idea of leading teams must be relatively the same as a project manager. However, with diverse time zones and cultural norms, leading virtual and global teams might face some drawbacks. The effective and efficient communication presented by our modern technology will assist with leading a successful team and project. The use of teleconferencing equipment, video monitors, and instant messaging programs, as reported by Riley (2008), if appropriately utilized, can overcome distance and time zones barriers among team members. This will make everybody feel, at least temporarily, as if they are sharing the same room (Riley, 2008).

Communication Management

By the structure of communication management, stakeholders should be on one accord. The stakeholders’ information desires are considered in this plan and guides project communications (Kloppenborg, Tesch & Manolis, 2014). The communications management overall plan will be set out in the form of a communication plan. The plan will offer crucial data to all stakeholders regarding communication and be policy-driven. The necessity of communication from stakeholders is for determining requirements, authorizing work, uncovering, and resolving issues and assumptions. As well, obtaining feedback on project advancement and outcomes (Kloppenborg, Tesch & Manolis, 2014). Specific information will be defined by the communication plan to be offered to specific stakeholders. The selected communication channels will be included in the communication plan among stakeholders. When drafting the communication plan, it will comprise of structure, methods, purpose, and timing.

The aim will comprise of project authorization, the direction setting, risk, cost, issues approval, schedule, personnel, and lessons learned, among others. The aim of the communication matrix consists of the rationale for communication. The matrix next column will support structure. The structure addresses the forms used among the communication channels. The team will utilize the present organizational forms within this project and as a secondary project particular template. It will be confusing and costly to reinvent every document (Kloppenborg, Tesch & Manolis, 2014).

On the matrix, next in the column will be the methods, whereas the team will use several techniques to make sure each team member has effective means to communicate. While push methods offer a more modern outlook in the event of malfunctioning, pull methods will be required. Finally, in communication efforts, timing will play a significant role. Setting the schedule for team meetings is a vital element, and within this project, there will be set times for multiples means of communication. This is crucial as much as one does not want an overkill communication with the team. A few instances: Teleconferencing will be carried on bi-weekly as available alongside follow-up blog updates. Weekly E-mails will be needed and texts as required.

Scope and scheduling

Following Sunindijo (2015), scope planning is described as things required to be incorporated into the project so that it is performed successfully without any limitations. The project scope offers project managers the chance to have a rough draft of what the need for delivering the project. Thus, it is crucial to understand the needs of the plan ahead of project commencement. Depicting the project scope is, hence, a vital practice needed to be carried out by the project manager to outline the clear picture of what the project must comprise. Getting the project scope will assist the project manager in multiple ways. For example, the project budget estimate will be able to be done by the project manager (Kloppenborg, Tesch & Manolis, 2014). In the absence of full insight into the aspects and resources needed for the project, it is impossible to draw the project’s budget.

Secondly, the project scope outline will help the project management team in coming up with appropriate vital resources and needed inclusion within the project delivery. The team members’ numbers required to complete the project are likewise ascertained by initially performing the project scope analysis. Hence, the project scope is essential since it will determine the project deliverables. These include the needed schedule, documentation, plan, customers, project blueprint, sponsors, and anything else requires along the way.

On the other hand, project scheduling denotes the appropriate arrangement of activities, as they will happen during the project process. Ensuring that the project scheduling activities is drawn is one of the essential activities needed before doing anything else (Kloppenborg, Tesch & Manolis, 2014). Through project activity charts or Gantt charts, this step can be done. Scheduling offers precise timing needed to complete the project. For example, it depicts the beginning of the project to the very last activity of the project. Having a project schedule by the project manager is pivotal as the tool will help in deciding if or not the project will be completed in time or instead, there might be delays with the project. Following the uncertainty of any project, the schedule and scope must be reviewed continually during the project. While the project is in progress, the schedule can be regularly be revised. Moreover, the project management team can use scheduling to allocate resources with the timing of the deliverables regarding the project. Schedule and scope are certified to be the bedrock of project timeliness.

The statement of importance

The projects are based on vision and mission statements outlining the need for the entire project. The project was conducted due to its significance. Therefore, the statement of importance is meant for summarizing the intentions of the entire project. In a nutshell, it is viewed as an overview of the project’s needs (Kloppenborg, 2019). Projects require direction for it to be accomplished. As such, the management will base their judgment and plans on the statement of purpose since it will enable them to follow the plans projected. The statement f importance is also crucial because it provides on the framework on how to acquire the resources as outlined by the statement of purpose. In this project, the outlined statement of purpose entails; “This project aims at providing a more centralized model to be used in delivering human resources services.”

Association between behavioral skills and project resources

The success of a project works within the capability of the operative behaviors of the human resource. The skills, talents, and knowledge of the team executing the project will lead to its success or failure. Aziz (2015) outlines that the behavioral skill of the staff leads to the success of the project. Thus, for a successive project to be achieved, expertise from the right personnel in needed. Therefore, the project should be managed by a capable manager and the right personnel who can foster how to enhance the achievement of the tasks in place. Besides, one view that the development of an integrated model that can be used in ensuring the project meets the planned goals requires staff that is knowledgeable in human resources practices.

Despite that teamwork is emphasized for the success of a project to be achieved, individual accomplishment is also necessary. Thus, the project entails the identification of specific behavioral skills in which each person should execute (Bluen, 2013). The project planners should identify the tasks and the specific person who should accomplish based on the skills. Aligning personnel to the task which they cannot handle successfully using their skills and knowledge leads to dragging or, ultimately, the failure of the entire project. Such a project is associated with the negative production process.

Apart from that, behavioral skills are used in the project to ensure the process ensures each staff capability is required or is utilized in the realization of one’s capability. This works in tandem with the need for individual assignment of a specific task. For the project executors to ensure that this is achieved, they are mandated to evaluate individual team members selected in the project (Carvalh & Rabechini Junior, 2015). This ensures that they can effectively and accurately complete the tasks in which they have been assigned. By doing so, the project manager is confident that the team will be able to deliver the project expectations. Aligning the team to perform tasks based on their skills will ensure that the project is realized efficiently.

Finally, the behavioral skill selected should be based on an assembly of a capable team. The group manager is entitled to group the personnel based on their specialization. By doing so, the project manager ensures that various team selected to perform duties they can deliver maximally using their skills and knowledge (Dye, 2011).  The capability of the team is based on evaluation or testing in terms of knowledge and skills. The process entails a sequence of inspection and team consideration that will allow the project manager to ensure the selected team will be able to deliver the needs projected. The process ensures that the team with adequate behavioral skills is selected for project execution.

Project cost, cost aggregation, and cash flow determination

Cost estimates and the cost aggregation of the project development, as well as its cash flow determination, is essential. The project manager should ensure an accurate cost and how it can be used in the development of the project is essential.  Determination of the budget of the project should be examined based on the various phases of the project development (Huemann, Keegan & Turner, 2018). It entails identifying of resource that is necessary for project development. Planning the budget of the project according to the phase of the project helps the planes track the costs effectively and to ensure that different activities are accounted for in the project (Dunne & Dunne, 2011). For example, effective budgetary planning ascertains on cost expenditure on materials used, hardware, and software expenses. Therefore, the successful completion of the business will be facilitated by the cost estimates of the different phases of the project. The cost incurred will be aggregated based on direct and indirect costs. The direct cost covers all the direct expenses, such as direct labor incurred in the project and any other expense that the project consumes directly. On the other, the indirect costs are those which ensure the project is running. However, they are not associated directly with a specific project, for example, overhead expenditure. The cost is entailed to cater to materials, labor, equipment, hardware, software, and contingency costs.

Each package of the cost incurred for the project will be aggregated using the Gantt chart (Phillips, Bothell & Snead, 2011). Project management will base the cash flow estimates on the investment activities according to the plan of the project. Through the mechanism, the project will facilitate an expansion in the operations of human resources. As a result, the calculations of the cash flow will be determined by the cash outflows done in making purchases and also cash flow received from the sales done from the project.

Potential project risks identification

Projects are naturally faced with risks either at the incubation or even at the project plan implementation stage. Identification of the potential risks is crucial if it is done earlier since it will allow for completion of the project within the scheduled time using the budget estimated, as well as it helps in maintaining the quality of the project (Kendall & Rollins, 2014). Project managers can utilize a variety of methods in risk identification during the planning of the project. One can use information obtained from different techniques that are used in collection data outlining various potential risks that can deter the progress of the project. Thus, the manager of the project can use SWOT analysis, documentation reviews, or checklist analysis (Lee, 2014). The project manager can as well utilize the brainstorming technique whereby they come together with different stakeholders and discuss as well as generate ideas regarding potential risks that the project might face. As outlined by Robinson (2015), brainstorming is viewed as a way of boosting deliberation useful in the identification of risks associated with the project.

The use of checklist analysis enables the managers to establish risks revolving in project planning based on previous experience and knowledge from a similar plan. In some instances, the risks associated with the project are closed, thus making it hard for the project to take either control or preventative measures. During such occasions, the potential risks can be reviewed using the identification mechanism.  The use of SWOT analysis is majorly for threats and potential weaknesses, which may subject the project to risks in its realization (Kerzner, 2019). However, the project managers should develop an explicit procedure that they can utilize in the detection of particular risks. The procedure will enable the parties concerned to establish the criteria that can be used in the establishment of the strategies that can be employed in curbing or dealing with the risks. Documentation reviews serve as continuous structured reviews that are used throughout the project. They allow the project managers to collect information regarding possible risks or evaluations of the already experienced risks or that which had the potentiality of occurring during the previous project.

Managing and sustaining project progress

The basic part of the project entails the development of the personnel that the management has the confidence that they can help in the development and realization of the entire project. Project managers can achieve to develop a successful team through directing and managing of the project by ensuring the team-building mechanism is used in the project development (Falkner & Hiebl, 2015). Nonetheless, they should have the power to solve conflicts since such can lead to challenges that can be experienced in the project. Maintaining the expected deliverables in the project requires effective implementation of how the project can be directed and managed. It forms on the premise through which the success of the project can be achieved since the foundation of any project is rooted in effective management. Managing and directing a project helps in the improvement of performance and changing of demands of the personnel. Therefore, great leadership is essential for one to manage and maintain work in the progress of a project effectively. As such, in this project, one outlines that the management team should utilize effective management skills since it forms the foundation of achieving the set goals and objectives of the entire project. Managing as well as directing a project entails engaging in one’s performance in line with different components in the project plan (Heagney, 2016). For example, one should deliver their management based issues such as approved changes that are geared towards the accomplishment of objectives of the project.

Managing and sustaining the project can be done using various strategies. Primarily, effective management of the project helps the business to realize its goals and intentions. Project management can either perform management execution based on three scenarios (Reiter Palmon et al., 2015). They include; stand-alone, within the program, or the portfolio way. To utilize the different scenarios in place, one should figure out the nature, objective, scope, and size) of the project. Portfolio and program scenarios entail that the project managers are entitled to work closely with both the portfolio and program managers purposely to ensure the success of the project is realized.

Milestones and deliverables developments meant for tracking progress are one of the strategies that managers can use in managing and sustaining the project. The two ensures that better results, and it will enable the general developers to come up with an overall plan that can be used to generate an expectation of the project after the specific time frame (Allen et al., 2019). Secondly, the management team can use reinforcement methodology to spearhead motivation since it leads to the improvement of the performance of the personnel. The management team should implement recognition and rewards programs. For instance, the organization should create general strategic compensation that encompasses both basic and variable payment system. However, they should ensure it has long-term influence compensation and benefits such as bonuses, gain-sharing program used in addressing welfare issues (Seabury et al., 2011). The reward program for the personnel after the completion of a project phase in a successful way should be within the milestone and schedule table. Despite that the program has the potentiality of increasing project budget, it motivates personnel to perform their duties more efficiently and thus, such facilitates the improvement of their efforts towards effective task completion.

Thirdly, the project executive can ensure the management and sustainability of the project by using a budget-stretching mechanism. The method is used to prevent project derailing by outfitting of miscellaneous costs. Cobb et al. (2012) view that various project delays in their accomplishment due to inadequate finances. Thus, planning how to cater for unforeseen expenses helps in making the entire progress faster since it allows for acquiring of the necessary resources required. Lastly, the skills and capabilities of human resources form an essential aspect of management and sustaining of projects. Thus, the administration should focus on attracting and retaining talented personnel in the firm. They can as well develop a crucial human resource in the business through enhancing the skills of their employees through training and application of effective leadership strategies such as the transformational method.

Management and risk resolution strategies

Human resource is viewed as the most valuable resource in business due to their impeccable role in productive organizational development. However, attainment of their performance is a complex endeavor. The organization needs to adopt police that is effective and proactive in dealing with risks associated with human resource (Basarab, 2011). Management of risks can entail the taking of unexpected turn as a result of situations related to quality, staffing, requirement, resources, and the scope of the business, among many other factors. Aversion of risk in a project requires the entity to use extraordinary measures. It can be achieved by gathering adequate results by understanding clearly the breakdown of what is needed for the project, such as expected output. The framework helps in limiting the risks.

Controlling and monitoring of the project can also serve as a way of preventing risks. The management should monitor and control a series of tasks such as work packages for tracking, reviewing, and documenting progress. Execution of the activities enables the project planners that the objectives of the project are within the plan (Lussier & Hendon, 2013). Controlling and monitoring of the project can also be achieved by maintaining documentation of activities done and making frequent adjustments that can improve on the delivery of the project intentions. Documentation is viewed as a key tool in the tracking of critical errors that can jeopardize the project. Lastly, overtime should be permitted since scheduling a strict time frame does not allow the staff to accomplish their tasks (Horwitz &  Budhwar, 2016). Thus, allowing for time extension encourages the personnel to deliver their duties for time lost due to issues such as technical problems. This ensures the meeting of the project deadline as well as safeguarding the progress of the project. The strategies discussed are equally important; thus, they can be done simultaneously.

Action to begin during closing out the project

Closing of the project is an important part since it enables the company to avoid adverse and unfavorable scenarios. Prior closing of the project, measures that entail documentation of various phases are well documented for future reference purposes (Reschke & Schelle, 2013).  The project management should thus perform milestones, budgetary, analysis, deliverables, and project team documentation process. Documentation helps in tracking essential details relating to expenditures and the budget required for auditing purposes. As outlined by Stahl, Mendenhall & Oddou (2012), documentation before the closing of a project ensures the entire scope of work has been completed, thus allowing for formal documentation as well as the acceptance from the stakeholders. Finally, the disbanding of the team involved in the project realization and returning resources to the departments involved.

Significance of information

Providing necessary information enables the personnel to share knowledge and also enhance the achievement of project completion. Accessing information facilitates the learning of new ideas and concepts necessary for the execution of the project. Personnel involved in project development gains experiences that they can utilize in the future to cope in case they encounter similar projects in the future or even different (Kantola, Nazir & Barath, 2019). Thus, accessing information enables one to learn, adapt, and create ways that are fundamental in conducting a particular business. The business field is dynamic, and therefore, information is vital in finding ways of making an important decision and implementing solutions according to facts.

Conclusion

One covered various topics in this piece of assignment. In particular, one discussed five steps involved I strategic planning. One covered steps such as statement of emphasis, project charter, project manager power, increased challenges while managing the project as well as project team management, scope and schedule, and also communication management. Furthermore, one also described topics related to the statement of importance. Through the topic, one was able to discuss cost aggression, determination of cash flow, and project cost determination based on behavioral skills (Mirza, 2018). The final topic in which one delved upon included potential project risk identification, management and sustaining of project progress, strategies used in management and resolving of risk, actions done at the beginning of closing out a project as well as the significance of the information. The topics discussed were significant since it allowed one to provide on the framework for the attainment of the information supplied to stakeholders and how the data was shared. Attainment and provision of information to personnel helps in gaining new ideas that can help in transforming the project from a decentralized to centralized model that can improve on how to deliver HR services, thus making it more engaging. Managing projects requires a wide range of knowledge and skills since it, not an easy task (Malik, 2018). Effective management is required for a project to succeed, and thus, one of a project organization should employ the right professionals and set regulations guiding the project. The regulation is essential since it guides the execution and project implementation. The management of the project also entails monitoring and evaluation of the entire process. Its purpose is to ensure the project is in line with the goals and objectives desired. As well, ensures that the resources used in the project as utilized appropriately. For a successful project to be realized, effective communication is required. Therefore, effective communication should be encouraged throughout since it fosters on proper channels used for decision-making. Successful closure of the project should be done by ensuring proper documentation of the entire process was achieved. This is important for reviewing purpose, tracking progress, and provision of future recommendations. Tracking progress is called After Action Reviews (AAR) (Fraher, 2011). It addresses questions such as what happened and what should have done. The AAR helps in the development of future recommendations of a human resource project.

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