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Human Resource Management 7 Activity 2, Exercises of Human Resource Management

STI Colleges and Education Centers (STICEC)Human Resource Management

Based on the given scenario below, determine the common problems in project scheduling then explain how each mistake can affect the project. (10 items x 5 points)

Typology: Exercises

2021/2022

Available from 07/05/2022

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07 Activity 2
* Property of STI
Page 1 of 2
Darrenel M. Buenaobra
BSBA601
Based on the given scenario below, determine the common problems in project scheduling then explain how
each mistake can affect the project. (10 items x 5 points)
1. Client: “We want a completed project by next month.”
You: “Can you give us some details about exactly what you need in the project deliverable?”
Client: “You understand what we want. Just deliver that.”
Requirements aren't detailed enough
Even if you have a clear idea of what you want to accomplish at the conclusion of the
project, having well-defined requirements and outcomes is essential. Because
enumerating precise needs from clients or the team might be challenging, project
managers may make this error to get started quickly.
This allows you to construct a detailed project plan.
However, without defined needs, creating a project plan and appropriately allocating
resources might be challenging. Your team may map a route that misses a c rucial
customer demand. This implies you'll have to go back and modify your work at some
point during the process, with the prospect of having to rewrite a substantial section of
the project after the first deadline has passed. Your plans are wrecked.
2. You: “Ok, team. Phase 1 is due by next Monday. It is important. Let’s do it.” No further information.
Failing to United the Team
A properly expressed project intent is necessary in addition to a clear set of project criteria. The
project and its relevance are not properly defined and conveyed to the team, which is a typical
mistake.
While the project manager may be aware of the project's value, it must be communicated to the
team. It's crucial to have a good communication plan in place so that ev eryone in the team is
aware of what's going on. Before you begin resource scheduling in project management, you
should understand why the project is significant, what the major objectives are, and how it will
benefit the firm.
3. You: “How long will it take to finish phase 1?”
Team member: “I don’t know. Maybe 3 days.”
You: “Sounds good!”
Time estimates that aren't well-founded
Project management is incomplete without time management. The project will fail without it,
regardless of what resource scheduling software or project plan you have. Time estimations that
are not well based are a typical time management mistake. These estimates will be used to
allocate resources and establish timeframes. If the projections are inaccurate, there is a
substantial chance of time and expense overruns.
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07 Activity 2 _ Property of STI_*

Darrenel M. Buenaobra

BSBA

Based on the given scenario below, determine the common problems in project scheduling then explain how each mistake can affect the project. (10 items x 5 points)

  1. Client: “We want a completed project by next month.” You: “Can you give us some details about exactly what you need in the project deliverable?” Client: “You understand what we want. Just deliver that.” Requirements aren't detailed enough Even if you have a clear idea of what you want to accomplish at the conclusion of the project, having well-defined requirements and outcomes is essential. Because enumerating precise needs from clients or the team might be challenging, project managers may make this error to get started quickly. This allows you to construct a detailed project plan. However, without defined needs, creating a project plan and appropriately allocating resources might be challenging. Your team may map a route that misses a crucial customer demand. This implies you'll have to go back and modify your work at some point during the process, with the prospect of having to rewrite a substantial section of the project after the first deadline has passed. Your plans are wrecked.
  2. You: “Ok, team. Phase 1 is due by next Monday. It is important. Let’s do it.” No further information. Failing to United the Team A properly expressed project intent is necessary in addition to a clear set of project criteria. The project and its relevance are not properly defined and conveyed to the team, which is a typical mistake. While the project manager may be aware of the project's value, it must be communicated to the team. It's crucial to have a good communication plan in place so that everyone in the team is aware of what's going on. Before you begin resource scheduling in project management, you should understand why the project is significant, what the major objectives are, and how it will benefit the firm.
  3. You: “How long will it take to finish phase 1?” Team member: “I don’t know. Maybe 3 days.” You: “Sounds good!” Time estimates that aren't well-founded Project management is incomplete without time management. The project will fail without it, regardless of what resource scheduling software or project plan you have. Time estimations that are not well based are a typical time management mistake. These estimates will be used to allocate resources and establish timeframes. If the projections are inaccurate, there is a substantial chance of time and expense overruns.

07 Activity 2 _ Property of STI_*

  1. Client: “I know you said you won’t be done with this phase until Monday, but we really need it by Thursday. What do you have to do to get it to us by then?” You (checking plan which shows this is impossible): “I really don’t think we can do that” Client: “Just get it done.” You: “Ok”. Pressure causes inaccurate time estimates. Keeping with the topic of time estimates, giving false timetables owing to customer or management pressure is a typical error. Of course, everyone wants to finish their projects as fast as possible, but underestimating time to provide consumers optimistic predictions can only cause problems with your project resource scheduling and lead to disappointment. This blunder raises concerns about risk management and time management. You will not only upset your overall project strategy, but you will also destroy your customer relationships and trust if you offer a deliverable by an unreasonable date.
  2. Client: “When will the project be done?” You: “If everything goes according to plan, we will have the project complete in 3 weeks. So…3 weeks.” There isn't any formal risk management strategy. When a company has a risk management plan in place, it is more than 50% more likely to succeed than if it uses an ad hoc approach. The development of a comprehensive risk management strategy at the outset of a project is crucial. Every project entails some amount of risk. It's conceivable that the availability of some resources is in doubt. Your resource management will suffer if you don't. There are no strategies in place to address this threat. Your time estimates should include these risk assessments. Other risks, such as unrealistic timetables or scope adjustments, should be considered as part of your risk management approach. This ensures that you are aware of any prospective concerns, which you can then factor into your resource allocation.
  3. Project Teammate: “The equipment we had scheduled for this week is down for emergency maintenance. We’re going to have to shift the deadline on this phase.” You: “I’m tired of excuses. I don’t care what delays there are – I want this delivered on time.” Refusal to Change We plan for a purpose, yet issues may always happen during your project. Being adaptive is essential for dealing with problems and being successful. This flexibility should be evident throughout the project, not just in the schedule. Make judgments on your process, team, resources, strategy, and software, but keep some wiggle space in mind. Another scheduling approach may function better or be more suitable with specific parts of the project. Adjustments in resource availability may demand plan changes. Clients or team members may give you negative feedback. Pay attention to their advice and take it on board. You might want to stick to your original strategy. People learn new things and receive fresh ideas as the project proceeds, which might help them better comprehend the project. This can help you stay on track, avoid difficulties in the future, and make team members feel like they're contributing more.

07 Activity 2 _ Property of STI_*

  1. You: “There are three major meetings we need to have at the beginning of this project: an all-hands general kickoff meeting for everyone to meet and discuss our goals, a designers meeting, and a managers meeting.” Your online resource scheduling system: Monday: Manager Meeting Tuesday: Designers Meeting Wednesday: All Hands Meeting Dependencies Undefined Poor communication and an inadequate evaluation of the risks connected with any project can lead to mistakes. When there is a lack of understanding of the time required for each component of a project and how each component interacts with one another, resource issues are easy to arise. Most of these errors can be avoided with clear communication, explicit descriptions of the requirements, and system connections. endeavor, as well as the adaptability to deal with the inevitable adjustments that will occur along the route.

07 Activity 2 _ Property of STI_*

GRADING RUBRIC:

Criteria Performance Indicator Points Content Right ideas, concepts, and descriptions were included. 3 Organization of ideas Expressed the points in a clear and logical arrangement of ideas 2 TOTAL 5 Note: DO NOT COPY AND PASTE. All students who copy and paste their work from the handout, any website, or their classmate will automatically receive a failing mark for this exercise.