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Sample Business Studies Essay on Project Motorcycles

Project Motorcycles

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Types of project organization that would suit the development of the larger touring class motorcycles

To develop larger touring class motorcycles, I will use functional organization type of project organization. This structure involves assigning each employee to a supervisor. The scope of the project organization is limited by the extent of the role given to each employee. Functional organization ensures that there are minimal interactions between employees in different departments and a clear chain of command. In functional organization structure, the authority of the project manager over use of resources is limited.  In this structure, the project can be implemented by two major approaches (Jim, 2009). These include division of tasks and cross-function task performance. In the former, one department performs its part of the task and passes it to the next department. In a cross functional model, members from different departments jointly perform the task at the same time.

When using functional project organization, the level of uncertainty that occurs during the initial implementation stages of a project is eliminated. Functional organization defines the roles and relationships between the project managers and project teams thus eliminating confusion in the later stages of a project. The structure also shows the relationship between the project and the development team to the external environment through organizational charts. The organizational chart in a functional organization shows the roles and positions of each individual in the project implementation process. Also, it defines the lines of communication between the project teams to the managers for effective performance of their duties. The main objective of creating the project structure through organization charts is to provide an environment that the project manager can use to stimulate their task members to perform their duties and responsibilities. The structure should provide a cost effective method of achieving the project tasks with little duplication of tasks. In a functional organization, several factors should be considered in new project development. These include the level of specialization required in the projects technical areas and the coordination needed to bring the various elements that make up the project together. For instance, in the development of large tour motorcycles, more technicians may be required to assist with technical needs required in new systems of manufacture and processes. Large projects with multiple specializations may have individual goals, needs and approaches that may influence the way the specific project will be implemented. To attain the required goal, the organization must restructure the personnel and departments to enhance coordination.

The process steps that the company would take in order to develop the large tour motorcycle and rationale

The process implementation of manufacture of large tour motorcycle shall include the following steps. First is the Description of the project in terms of objectives, and human infrastructure. This will involve using project charts and manuals and the relationships between processes (Paul, 2009). The rationale for this step is to ensure that all the activities are incorporated in the project, calculation of expected project duration and elimination of unnecessary activities. The project chart shall identify duties of each position necessary to cover all the responsibilities. The roles and processes required in full implementation of the project shall be clearly identified in the chart. Consequently, it will commit the organization members and resources to the project (Jim, 2009). I will recruit management members of the project board and assign them to the respective project members. I will consider whether to outsource additional capacity depending on the projects complexities and skills availability.

The implementation process shall identify the customers and business partners whose contribution will be necessary in the production process. In particular, l will consult males at the age ranges of 35 and 60 in the global markets to identify their most preferred design of the motorcycle. I will secure necessary resources to implement the project such as training, help desk and quality assurance services. The roles of each resource shall be clearly stated together with the required level of commitment during the project implementation (Paul, 2009). The division of responsibility in the departments shall be determined by the skills possessed by each individual. For example, an Information technology expert shall be tasked with monitoring of significant variations in the technology. I will task out the individuals instrumental in realizing the project. These will serve as the project champions on technical and advisory matters. I will consider keeping supportive tools such as problem tracking systems and relevant project databases.  Completion of the project shall involve execution of all the activities as portrayed in the project worksheet.

Strategy to the senior executives of the organization on how to balance short- and long-term needs and the crucial resources that will be required

One strategy that the management can use to balance its short and long-term needs are the balanced score card. The change from the medium to large tour motorcycles producer may cause loss of earnings due to idle capacity and costly restructuring. The Balanced score card can be used to handle the situation by focusing on the customers, the internal processes of the business, learning and growth perspectives. Under the four perspectives of balanced score card, the management can monitor its financial performance while observing the project progress. The balance scorecard supplements the financial measurement by creating visions and strategies of the project. Under the four perspectives, a balanced score card act as a communication link of the project and the company’s internal processes. These include linking rewards with employee performance measures, setting and achieving set targets and continued revision of employees and team manager’s assigned duties (Paul, 2009).

A balanced score card serves to provide feedback concerning the firms vision and strategy. Based on the feedback of the project, the constraints faced by each team will be identified and corrective actions taken. The process of articulating vision assists managers to build a consensus between the firm’s vision and strategy. In particular, the firm’s objective to create a large tour motorcycles shall comprise of employment efficient strategies of being the best in-house supplies of motorcycle. These strategies and vision must be agreed by all organization members including the senior executives to act as a long term driver of success. Similarly, business planning should incorporate a wide range of change programs, with skilled human resources. In the manufacture of large tour motorcycles additional skilled staff should be outsourced to ensure the coordination of all the processes (Tom, 2005). As a project manager, the crucial resources that will be required to implement the project by the balanced score card shall include additional consultants and project gurus and more durable material supplies for the new capacity.

Project’s management leadership style that is most conducive to overseeing the operation of the business growth plan.

To oversee the operation of the business growth plan the best form of management leadership style is transformative leadership. A transformative leader focuses on clear future visions and finds a balance between the short term and long-term objectives. Without long term vision, a business growth model cannot be achieved. Due to their ability to provide visionary objectives, transformative leaders are very effective in realizing new projects. The commercial pressures associated with new project development such technical skills and declining revenues due to restructuring cannot be solved by simple transactional leadership styles. In the absence of long term targets, the projects focus will be shortsighted and its implementation will lack sound management commitment (Paul, 2009). If a project is behind schedule or over budgeted, a transformative leader may use brutal techniques to transform the development team while maintaining real task interdependence and support.

Transformational leaders are always upfront to their followers and show their action and commitments towards project development more than others leadership approaches. They motivate their followers with creative and enthusiastic minds to enable them achieve tasks with relative ease. The transformational leaders focus on the mental states of their followers and task groups which are in important in achieving real project growth. Through their deep concern for output and personnel, transformation leaders are able to enhance interdependence between their follower’s satisfaction with their role performance and the project growth. Other ways in which transformative leaders help in achievement of new projects include helping their followers understand the need for organizational change, committing organizational resources towards the project and raising peoples focus on the importance organizational tasks towards individual needs.

Three risk mitigation strategies to address project plan details that might be forgotten or overlooked during planning of a project

Risk mitigation measures to handle the project details that may be overlooked include risk retention through prototyping and providing a test feedback. Prototypes provides information on how the project outputs relate to the requite output. Through the use prototype experimentation, variances can be identified as they occur and corrective action taken. The firm can reduce the risks through contingency plans (Tom, 2005) .Contingency plans act as clues to review the unforeseen risks. They provide an alternative route to implement the project for failures of initial plans.  When using contingency plans, project managers establish contingency levels for meeting the required risk management levels. The project manager uses probabilistic estimates to evaluate the projects required funding in view of its risk assessment level. However, contingency plans should be used as the last risk mitigation effort. Plans should be routinely reviewed to ensure that they meet the management’s expectations.

Another risk mitigation measure is transfer. The risk manager can negotiate with an insurance company to cover any huge losses that may occur during the project implementation. This measure should be used when the potential losses such as accidents are too high to justify risk retention. The company should review all its risk exposures in relation to its new project to be undertaken and commit resources to safeguard any unexpected losses.  In relation to the motorcycle project, the likely risks that may be transferred include industrial accidents and accidental fires like to be initiated by industrial machines and welding in process motorcycle development.

 

References

Jim, H. (2009). Agile project management: creating innovative products. New York: Pearson publishers.

Paul, S. (2009). Knowledge management and organizational design. London: Routledge publishers.

Tom K. (2005).Identifying and managing project risk: essential tools for failure-proofing your project. Oxford: Oxford University press.

 

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