As an effort of the Simeon and Luke Webster siblings, Ecological Wastewater Solutions Pty Ltd (EWS) started company in 2006. EWS provides an environmentally friendly wastewater leadership scheme for sewage effluent treatment to sophisticated secondary concentrations accredited by the National Sanitation Foundation (NSF). The benefit of EWS installations is that it has no mechanical components engaged, no electricity required for gravity-fed devices and no chemicals added, with no or little repairs, the scheme is low expense. The assessment proceeds with analysing the styles and approaches of management that are consider suitable for project management in the company Ecological Water Solutions Pty Ltd.
Bureaucratic leadership will be implemented to work upon the internal factors associated to the organisation. In order to rule individuals, the leadership policy enforces a range of strategies, processes and guidelines for the employees or people associated with the organisation (Cunningham et al.,2015). EWS will need to restructure its inner organizational activities, including ensuring that the existing Enterprise Resource Planning (ERP) and technological solutions are able to enforce development on a large scale, this could only be possible with involvement of the employees working within the organisation, moreover, discussing policies, guidelines and processes with the employees. This will require particular employee skills from many of the places they presently work. While, Democratic leadership will be appropriate for the external factors related to the project.
According to the Democratic leadership, the individual creates agreement among the individuals most affected by the result of the change or new implementation in any area (Khan et al., 2015). This strategy is helpful for bigger and costlier projects, and where a big amount of individuals need to cooperate to create a successful undertaking. However, building a consensus that can be difficult for those engaged in the process can take a long time. In the latter’s case, the Ecological Wastewater solutions plans to install a waste management plant in one of the most challenging area, West African nation. The company is facing various issues such as regional issues, cost factors related to installation, maintenance issues and also complexity in the current system of the market, which will thus be resolved using democratic leadership.
In order to address both the external and internal factors related to the new project, a combined approach of Bureaucratic and Democratic leadership must be implemented by the company Ecological Wastewater solutions Pty Ltd.
The tools and techniques that are used in project management, which will further influence the project team. Brainstorming, Fishbone Diagrams, Critical Path Analysis Flow Diagrams and Gantt Charts are widely used in project planning and governance (Rosemann et al., 2015). While the project management techniques or approaches comprise of methodologies such as agile and waterfall methodology.
Brainstorming, Ideally, brainstorming is a method of free-thinking and accidental. This phase of the scheduling phase can therefore profit from being supported by a team member capable of leading such a meeting, specifically to assist very organized individuals believe randomly and creatively (Carstens et al., 2016).
Fishbone diagrams are mainly used in quality management fault detection and enhancement of business processes, particularly in manufacturing and manufacturing, but the model is usually also very helpful in project and task management.
Critical path analysis diagrams are very useful to show interdependent variables that overlap or interfere with timing. They also allow a scheme to be planned on a time-scale basis. Critical path stream diagrams also allow for costing and budgeting, although not as readily as Gantt charts (below), and also assist designers define causal aspects.
Gantt charts are great tools for planning and budgeting, and for readily and rapidly recording and displaying and sharing project schedules and advancement, but as a standard, Gantt charts are not as useful as a Critical Path Analysis Flow Diagram to identify and show interdependent variables, or to ' map ' a strategy from and/or into all its comprehensive causal or contributing components.
Agile: Agile approach is one of the most common methodologies for project leadership. It utilizes the ' sprint strategy ' where in the shape of sprints or runs you can enter a project.
Waterfall: This is one of project management's simplest and longest methods. It is also referred to as the Software Development Life Cycle (SDLC), which relies on the development of a strong strategy and efficient implementation. The methodology of the Waterfall is linear, meaning that one job must be finished before the next pipeline begins.
I don't want to be the only one to communicate with participants on more complicated activities as a project manager. I want to allow other project team participants to participate in communication with stakeholders depending on their knowledge on project elements. Any project manager's task is to determine who requires to understand what and when. Balancing the allocation of data between stakeholders is crucial. Some will want to communicate more than others, or need to communicate with them. Some will prefer updates to email, others will enjoy meetings face-to-face. Our objective as project executives is to achieve all our stakeholders in order to maintain them involved and dedicated to the venture while decreasing the time invested interacting with stakeholders.
One of the primary objectives as project planning officer would be to engage in restricting the methods in which the stakeholders are approached. Open door policies can be in-cooperated so that the employees can make a direct contact and discussion with their managers, directors and other higher authorities. Regular conferences and meetings can be initiated for the teams so that all the important strategies and plans can be understood and implemented together. Meetings for evaluating and discussing daily status should be considered so that the teams can discuss the progress of the project, also the strategies and methods that are being used. Using office chat tools is a good practice as all the members of the teams stay well connected and can discuss all the issues and share knowledge. Implementation of such tools in the organisation will help in manging the communication outside the project group.
To address various circumstances, project executives use distinct kinds of power. The wisdom to understand what kind of power it takes to use in what circumstances.
The PM examination will finally focus on the 5 power kinds investigated by two famous scientists, French and Raven:
• Legitimate Power
Legitimate power inform squad what it's supposed to work on. In a powerful matrix or organisation, you can decide on compensation and so on in terms of the efficiency assessment.
• Referent Power
This is the force the majority of advertisements use to demonstrate their products to celebrities. Since famous individuals use them, individuals purchase them. This kind of force is quite powerful and is generally considered a role model for the holder of authority. This kind of energy is often discovered among famous people, militants and politicians.
• Reward Power
This strength is about someone being able to provide something that they want, or to offer something that decreases the sensations of unwanted experience. Either you improve your convenience or lower your pain.
• Punishment or Coercive power
It is also referred to as coercive force. The effects of this strength could be negative. Compliance is the main objective of this authority. Punishment is practiced if someone does not do so and poor effects should be recalled if no enhancement occurs.
• Expert Power
This is the energy that you radiate by instance. The capacity to manage data, expertise or know-how to others characterizes this.
Many project directors experience a prevalent issue when teams view them "not understanding what the project's doing" and therefore do not comply with their decision-making.
These are the type of power that can be used to motivate the team members to work collaboratively and has a direct impact on the project’s success(Rickards et al. 2017).
From the point of view of project methodology, agile focuses on consistently providing elevated quality to the client rapidly while adjusting to evolving circumstances and continually improving efficiency. Providing the development team with the capacity to self-manage their flexible attitude to growth, including continuous improvement, contributes to higher achievement. Self-management teams are best created with people with distinct backgrounds and views. The objective is, of course, to employ "A-players." Each person provides the team importance. Team participants are continually collaborating with each other through regular stand ups and software assessments. Productivity is increasing, and as a squad they become (or not) effective. According to Parker et al. (2015), as a leader, you will need to know how to stand away and trust the suitable choices will be made by the team. Innovation is also encouraged by this sort of strategy. Continuous enhancement and innovation is essential in an agile strategy. Each squad is different and each information area is different. The team should therefore describe what works for them and not be scared of experimenting. The project's main management should mainly comprise of a project manager concentrating primarily on internal connections, a project manager concentrating on activities, and four sub-project directors accountable for company, growth, design, and testing, respectively.
In the phase of implementing an agile development strategy, many elements have been recognized as significant, particularly in a big organization. For instance, what particular methods to follow, how to adapt restrictive laws and how to equilibrium with uncertainty repeatable procedures. A main element underlying much of what is published in this region is the need to guarantee that all stakeholder organizations have a common knowledge of the latest technology. Adopting agile development is no different from other organizational change events in this sense, and several authors have identified key challenges from their experience.
Expansion can have a substantial economic effect on any enterprise; economic investment and time to expand on a fresh market before important earnings are the most important consequences. The company would be facing the financial problems while expanding in Africa.
Steps to tackle the financial problem are:
Organize and prioritize payments:
Differentiate between the main and the lowest expenses over the next quarter to help you plan for the cash flow you need. Beginning with the reduction of unnecessary costs in your budget these are the main problems for businesses to regularly over spend, as when you take a nearer look, you will be amazed by how much you spend on company.
Create a spending scheme or budget for solving and preventing economic issues: Create a monthly expenditure scheme is one of the cleverest stuff you can do for your finance but the answer for most people's economic issues is the most ignored. With your expenditure strategy or budget, it's so much easier because you have provided yourself a manual for deciding what you want your cash to spend on, the technical name for a monthly expenditure schedule.
Find the expenses that can be reduced:
Identify products or facilities which are no longer needed but which are still paid by the business unnecessarily.
Increase spending awareness: train the employee to spend wisely during the set-up of new industry in Africa.
Carstens, D. S., Richardson, G., & Smith, R. B. (2016). Project management tools and techniques: A practical guide. CRC Press.
Cunningham, J., Salomone, J., & Wielgus, N. (2015). Project Management Leadership Style: A Team Member Perspective. International Journal of Global Business, 8(2).
Khan, M. S., Khan, I., Qureshi, Q. A., Ismail, H. M., Rauf, H., Latif, A., & Tahir, M. (2015). The styles of leadership: A critical review. Public Policy and Administration Research, 5(3), 87-92.
Parker, D. W., Holesgrove, M., & Pathak, R. (2015). Improving productivity with self-organised teams and agile leadership. International Journal of Productivity and Performance Management, 64(1), 112-128.
Rosemann, M., & vom Brocke, J. (2015). The six core elements of business process management. In Handbook on business process management 1 (pp. 105-122). Springer, Berlin, Heidelberg.
Rickards, T., & Moger, S. (2017). Handbook for creative team leaders. Routledge.
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