Question: This assignment covers text chapters 13 and 14 PROJECT MANAGMENT 4TH E

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Question: This assignment covers text chapters 13 and 14 PROJECT MANAGMENT 4TH EDITON APA FORMAT!!!!!!!!!!!... This assignment covers text chapters 13 and 14 PROJECT MANAGMENT 4TH EDITON APA FORMAT!!!!!!!!!!!!!!!!!!!!!!!!!.Each essay should begin with an paragraph that introduces the topic of your essay and what will be conveyed. Several paragraphs should follow that incorporate responses to the leading questions as well as your individual analysis, examples, and conclusions. https://ereader.chegg.com/#/books/9780133798241/cfi/6/474!/4/2/8/18@0:0 (LINK TO TEXT)Some questions are adapted from Discussion Questions in the text. Be sure you complete all questions. Your answers should be well-documented and include detailed references to the readings and other sources of information. The four components of any control model are discussed in Section 13.1. Apply these four components for a simple project such as paving a driveway. [MO6.2] Gantt charts can of course be used as a means to measure performance. What are the advantages and disadvantages of using Gantt charts as a means of measuring performance? [MO6.3] Provide an example, either from your experience or using your imagination, that illustrates the four principal types of project termination. [MO6.5

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Describe the steps you would take to assemble a project team.
BUILDING THE PROJECT TEAM - Stage One: Forming

Identify Necessary Skill Sets – Assessing realistic skill sets required to build a team with a skills matrix and responsibility activity matrix (RAM) methodology, that will compliment the different members offering the ability to perform the project duties. Once the skill set required is established, identifying the personnel to match the skills is necessary.

Identify People Who Match the Skills – The team leader can hire new personnel or train current personnel. The final decision comes down to cost effectiveness versus benefit.

Talk to Potential Team Members and Negotiate with Functional Heads – Begin communication with possible candidates for the project team, assessing interest, ability and availability. Once interests levels are established, the project team leader can begin negotiations with functional heads for the services of prospective project team members. Negotiations may be complex and lengthy due to current obligations and department heads being concerned with their departmental requirements. Common negotiation questions include length of service required – full-time, part-time and how many days or months, who chooses the person to serve the team and special or emergency circumstances – will the team member be able to be removed, if so for how long.

The organization supports the project, therefore, the department heads will show support.

Build in Fallback Positions – Limited or unavailable resources? Negotiate partial assistance and/or adjust crucial schedules to meet with talent schedules. IF neither of these compromises works with department heads, notifying top management of lack of talent available with the consequences would be necessary.

Assemble the Team – The team is approved and staffed. Clarify individual team member roles and responsibilities. Along with team standard operating procedures (SOP).

Stage One: Forming AKA Floundering stage

Meet and greet stage, moulding a collection of individuals from various backgrounds and specialities into a coherent project team. Learning the purpose, roles and goals of the project, communication patterns and acceptable behaviours are established. The team leader establishes structure and sets the tone for future cooperation and attitude.

Groups mature over time, increasing their effectiveness and productivity. How would you describe the stages of group development, and what do you feel is the responsibility of a project team leader in fostering group development? How does a mature group act more effectively?
STAGES IN GROUP DEVELOPMENT

Stage One: Forming – meet and greet, lay of the land, SOP-standard operating procedures, project goals, communication patterns are established and the team leader establishes structure and sets the tone for future cooperation and attitude.

Stage Two: Storming – Conflicts start to arise within the team, related to; authority, hidden agendas and prejudices. Alienation of certain members and low morale can set in relatively quickly if not attended to by the team leader. Leadership patterns, reporting relationships, and norms of work and interpersonal behaviour are challenged and perhaps reestablished.

Stage Three: Norming – Cooperation between members begins operating procedures start to be followed, developing closer relationships and committing to the development process of the project. Team skills start developing, rebuilding morale while confronting previous issues, establishing mutually agreed upon practices and attitudes.

Once the previous three stages are dealt with appropriately, allowing the team to grow and mature… their individual talents emerge, allowing the team to be productive.

Stage Four: Performing – Moral is high, trust levels sore, mutual appreciation for other team member’s performance and contributions with a willingness to actively seek to collaborate. Team members are working confidently and eff

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