Try it now!
Calculate your price
2096
6th May 2017
Recommendations are suggestions made towards the organisation on possible actions they can take. Solutions are suggested in response to the problem statement, as well as the primal research questions found within the ambit of this research and presented in line with the Five Factor Theory Model. Implementing the recommendations as stated above is possible.
We know, you might be so busy and overwhelmed with too many things going on at the same time that you completely forget about the courseworks. If it’s so, order coursework online at Pro-Papers to save your time.
“… organisational change is more likely to succeed when top management is truly committed to the change process and the desired goals of the change program. This is particularly true when organisations pursue large-scale transformation. Finally, the effectiveness of organisational development interventions is affected by cross-cultural considerations. Managers and organisational development consultants should not blindly apply an organisational development intervention that worked in one country to a similar situation in another country” (Kreitner & Kinicki, 2004:684).
In this chapter a summary of the research was presented, enabling the reader to have a clear and concise understanding of topics covered. Some conclusions were drawn from the data analysis results as depicted in chapter 4. Recommendations were offered in aid of aligning and eradicating non-standardisation of project management processes within disjoined Project Offices in Sub-Saharan Africa. Finally, solutions in support of the primal research question, as well as the research problem statement, were discussed.
ABEYTA, B., SOON, L.M., MUSCH, R.G., ENG, J. 2005. A practical practice. PM Network – making project management indispensable for business results. 19(3), Effective Resourcing: 34-36.
ACTS see UNITED STATES OF AMERICA. 2002. United States of America. Sarbanes-Oxley Act of 2002. [Online]. Available from: http://frwebgate.access.gpo.gov [Accessed 11/08/2008]
BOULEY, J. 2006. Leading versus managing. PM Network – The professional magazine of the Project Management Institute. 20(2), Emotional intelligence: 23.
BUCERO, A. 2008. Give and you shall receive. PM Network – making project management indispensable for business results. 22(10), The social responsibility issue: 24.
ERICSSON. 2008. PROPS-C [Online]. Available from: http://www.ericsson.com/ [Accessed 11/11/2008]
GOLEMAN, D., BOYATZIS, R. & MCKEE, A. 2002. The new leaders: Transforming the art of leadership into the science of results. Great Britain:Little, Brown.
HAYWOOD, M. & KING, B. R. 2005. People prowess. PM Network – The professional magazine of the Project Management Institute. 19(9), Agile Portfolio Management: 46-50.
Henry Ford, 1863-1947, American Industrialist, Founder of Ford Motor Company. S.l.:s.n.
JEDD, M. 2005. Growing up. PM Network – The professional magazine of the Project Management Institute. 19(6), Project Managers’ leadership potential: 64-65.
JEDD, M. 2007. It’s a small world. PM Network – making project management indispensable for business results. 21(10), Outstanding organisations: 66.
JOHANSSON, L. 2005. The Mexican miracle. Future − a magazine about creative design and product development. 3, 2005:24.
JONES, T. 2008. Code of conduct. PM Network – making project management indispensable for business results. 22(10), The social responsibility issue: 100-102.
KERZNER, H. & MCISAAC, K. 2006. Maturity: Do or die? PM Network – making project management indispensable for business results. 20(2), Emotional Intelligence: 31-35.
KRAWIEC, R. 2006. CPM KPI: Project Add-on Sales. Sweden: Ericsson.
KREITNER, R. & KINICKI, A. 2004. Organisational behavior. New York: McGraw-Hill/Irwin.
KROSS, W. 2005. Take stock. PM Network – making project management indispensable for business results. 19(3), Effective Resourcing: 48.
LEEDY, P.D. & ORMROD, J.E. 2001. Practical research. New Jersey:Merill Prentice Hall Company.
LIKERT, R. 1932. A Technique for the Measurement of Attitudes. Archives of Psychology. 140: 1–55.
LYNCH, R. 2003. Corporate strategy. Italy:Financial Times/Prentice Hall.
MEURLING, J. & JEANS, R. 2000. The Ericsson Chronicle. Stockholm: Informationsförlaget.
PETTIGREW, A. & WHIPP, R. 1991. Managing Change for Competitive Success. Oxford:Blackwell Publishers.
PM SOLUTIONS THE PROJECT MANAGEMENT EXPERTS. 2007. Strategic Project Office. [Online]. Available from: http://www.pmsolutions.com/services/office.htm
[Accessed 09/06/2007]
REMENYI, D., WILLIAMS, B., MONEY, A. & SWARTZ, E. 2002. Doing research in business and management. London:Sage.
SEGEDA, O. 2006. CPM KPI: Project Evaluation. Sweden: Ericsson.
STEYN, P., SCHMIKL, E. 2002. Organisational improvement through programme management. Tshwane:Content Solutions.
STӦCKL, H. PERKINS, M. 2006. CPM KPI: Project Margin. Sweden: Ericsson.
SYKES, J.B. 1982. The Oxford Concise Dictionary of Current English. New York: Oxford University Press.
THE ASSOCIATION FOR EDUCATIONAL COMMUNICATIONS AND TECHNOLOGY. 2001. Descriptive research. [Online]. Available from: http://www.aect.org/edtech/ed1/41/41-01.html
[Accessed 21/03/2011]
THIRY, M. 2008. Remove your blinders. PM Network – making project management indispensable for business results. 22(10), The social responsibility issue: 26.
THOMPSON, A. 2008. Make a difference. PM Network – Making project management indispensable for business results. 22(10), The Social Responsibility Issue: 68.
VARTY, C. 2006. CPM KPI: PROPC-C Adherence. Sweden: Ericsson.
VARTY, C. 2007. CPM KPI: Compliance to Billing Plan. Sweden: Ericsson.
WALKER, D., WALKER, T. & SCHMITZ, J. 2003. Doing business internationally: The guide to cross-cultural success. New York: McGraw-Hill
WATKINS, J.A. 2006. Theses/Dissertations/Research Reports: A practical guide for students to the preparation of written preparations of academic research. Tshwane: Content Solutions.
WIDEMAN COMPARATIVE GLOSSARY OF COMMON PROJECT MANAGEMENT TERMS, 2002 a. Definition Telecommunications. [Online]. Available from: http://www.maxwideman.com/pmglossary/
[Accessed 11/06/2007]
WIDEMAN COMPARATIVE GLOSSARY OF COMMON PROJECT MANAGEMENT TERMS, 2002 b. Definition Project Office. [Online]. Available from: http://www.maxwideman.com/pmglossary/
[Accessed 11/06/2007]
WIDEMAN COMPARATIVE GLOSSARY OF COMMON PROJECT MANAGEMENT TERMS, 2002 c. Definition Project Management. [Online]. Available from: http://www.maxwideman.com/pmglossary/
[Accessed 11/06/2007]
WIDEMAN COMPARATIVE GLOSSARY OF COMMON PROJECT MANAGEMENT TERMS, 2002 d. Definition Key performance indicators. [Online]. Available from: http://www.maxwideman.com/pmglossary/
[Accessed 11/06/2007]
WIDEMAN COMPARATIVE GLOSSARY OF COMMON PROJECT MANAGEMENT TERMS, 2002 e. Definition Hypothesis. [Online]. Available from: http://www.maxwideman.com/pmglossary/
[Accessed 11/06/2007]
WIDEMAN COMPARATIVE GLOSSARY OF COMMON PROJECT MANAGEMENT TERMS, 2002 f. Definition Turnkey. [Online]. Available from: http://www.maxwideman.com/pmglossary/
[Accessed 11/06/2007]
WIKIPEDIA, 2007 a. Definition Telecommunications operator. [Online]. Available from: http://en.wikipedia.org/wiki/
[Accessed 11/06/2007]
WIKIPEDIA, 2007 b. Definition Sub-Saharan Africa. [Online]. Available from: http://en.wikipedia.org/wiki/
[Accessed 11/06/2007]
WIKIPEDIA, 2007 c. Definition Ericsson. [Online]. Available from: http://en.wikipedia.org/wiki/
[Accessed 11/06/2007]
WIKIPEDIA, 2007 d. Definition Operational excellence. [Online]. Available from: http://en.wikipedia.org/wiki/
[Accessed 11/06/2007]
WIKIPEDIA, 2007 e. Definition Change agent. [Online]. Available from: http://en.wikipedia.org/wiki/
[Accessed 11/06/2007]
WIKIPEDIA, 2007 f. Definition Quantitative research. [Online]. Available from: http://en.wikipedia.org/wiki/
[Accessed 11/06/2007]
WIKIPEDIA, 2007 g. Definition Qualitative research. [Online]. Available from: http://en.wikipedia.org/wiki/
[Accessed 11/06/2007]
WIKIPEDIA, 2007 h. Definition Process map. [Online]. Available from: http://en.wikipedia.org/wiki/
[Accessed 11/06/2007]
Work flow Genie Blue Host 2008. RD Glossary [Online]. Available from: http://workflowgenie.com/index.php?option=com_rd_glossary/
[Accessed 11/06/2008]
Section 1 − Project Office
In this section your view of the Project Office(s) is solicited. Please select the option that best describes your opinion regarding the statement made in every instance. Make only one selection per statement number.
No | Statement | Strongly Agree | Agree | Disagree | Strongly Disagree |
1 | The processes and procedures used in the Project Office in my service hub are clear to me. | ||||
2 | The process requirements from the MUSA Project Office are clear to me. | ||||
3 | The four Project Offices should align with the MUSA Project Office. What is your opinion? | ||||
4 | The four Project Offices are currently aligned with the MUSA Project Office. | ||||
5 | Project Offices in MUSA must all follow the same processes and procedures. | ||||
6 | The Project Office in my service hub or the MUSA Project Office allows me to make contributions towards new processes and procedures. | ||||
7 | The Project Office ways of working are aligned with the company’s corporate strategy. | ||||
8 | Resource management could benefit from aligned ways of working. | ||||
9 | Communication will improve when alignment of the Project Offices occurs. | ||||
10 | The customer will perceive Ericsson as being more professional if our ways of working are standardised. |
Section 2 − Project Management
In this section your view of how the Project Office(s) processes and procedures impact on your day-to-day activities is solicited. Please select the option that best describes your opinion regarding the statement made in every instance. Make only one selection per statement number.
No | Statement | Strongly Agree | Agree | Disagree | Strongly Disagree |
11 | Following specified processes adds value to my project during its life cycle. | ||||
12 | It is easier to deliver a project in MUSA if we all use the same processes and procedures. | ||||
13 | The Project Office in my service hub supports me when I need it. | ||||
14 | Process changes and/or updates are communicated to employees. | ||||
15 | I believe that standardised processes and procedures can reduce project operating costs. | ||||
16 | Customer satisfaction will improve if everybody uses the same processes. | ||||
17 | Time-to-customer could be shortened if processes are followed. | ||||
18 | Process adherence impacts positively project’s profitability. | ||||
19 | Project quality will increase if I follow the specified processes and procedures. | ||||
20 | Project risk and exposure could be minimised if standardised processes are followed. | ||||
21 | It is possible to establish best practice processes within my service hub. |
Thank You.
Section 1 − Project Office
In this section your view of the Project Office(s) is solicited. Please select the option that best describes your opinion regarding the statement made in every instance. Make only one selection per statement number.
No | Statement | Strongly Agree | Agree | Disagree | Strongly Disagree |
1 | The processes and procedures used in the Project Office in my service hub are clear to me. | 8 | 31 | 4 | 1 |
2 | The process requirements from the MUSA Project Office are clear to me. | 9 | 30 | 5 | 0 |
3 | The four Project Offices should align with the MUSA Project Office. What is your opinion? | 30 | 12 | 2 | 0 |
4 | The four Project Offices are currently aligned with the MUSA Project Office. | 3 | 19 | 19 | 3 |
5 | Project Offices in MUSA must all follow the same processes and procedures. | 30 | 11 | 3 | 0 |
6 | The Project Office in my service hub or the MUSA Project Office allows me to make contributions towards new processes and procedures. | 8 | 31 | 4 | 1 |
7 | The Project Office ways of working are aligned with the company’s corporate strategy. | 16 | 24 | 3 | 1 |
8 | Resource management could benefit from aligned ways of working. | 25 | 19 | 0 | 0 |
9 | Communication will improve when alignment of the Project Offices occurs. | 22 | 21 | 1 | 0 |
10 | The customer will perceive Ericsson as being more professional if our ways of working are standardised. | 32 | 12 | 0 | 0 |
Sooner or later most of students get an assignment on writing a research paper. If you think that you won’t handle it, apply to Pro-Papers that provides an opportunity to pay for research paper online.
Section 2 − Project Management
In this section your view of how the Project Office(s) processes and procedures impact on your day-to-day activities is solicited. Please select the option that best describes your opinion regarding the statement made in every instance. Make only one selection per statement number.
No | Statement | Strongly Agree | Agree | Disagree | Strongly Disagree |
11 | Following specified processes adds value to my project during its life cycle. | 24 | 20 | 0 | 0 |
12 | It is easier to deliver a project in MUSA if we all use the same processes and procedures. | 26 | 15 | 3 | 0 |
13 | The Project Office in my service hub supports me when I need it. | 16 | 24 | 4 | 0 |
14 | Process changes and or updates are communicated to employees. | 9 | 28 | 5 | 2 |
15 | I believe that standardised processes and procedures can reduce project operating costs. | 25 | 19 | 0 | 0 |
16 | Customer satisfaction will improve if everybody uses the same processes. | 18 | 19 | 7 | 0 |
17 | Time-to-customer could be shortened if processes are followed. | 18 | 23 | 3 | 0 |
18 | Process adherence impacts positively project’s profitability. | 16 | 24 | 4 | 0 |
19 | Project quality will increase if I follow the specified processes and procedures. | 17 | 24 | 3 | 0 |
20 | Project risk and exposure could be minimised if standardised processes are followed. | 23 | 19 | 2 | 0 |
21 | It is possible to establish best practice processes within my service hub. | 16 | 25 | 3 | 0 |
Leave
a
Reply
Your email address will not be published / Required fields are marked *
Calculate your price