References 3.2 Evaluation during the planning stage Evaluation at this stage is usually concerned with whether plans represent good value for money. It may be appropriate to evaluate inputs to the project, to ensure that their quality and quantities are sufficient to achieve the objectives. In large building projects, many specialist tasks are subcontracted. Specifications are developed, and potential contractors are invited to tender for work. The element of competition can lead to problems if some tenderers are over-anxious to win contracts. References 9 Summary This unit has focused on managing projects through people and how important this is in relation to: managing the relationship with stakeholders; motivating the project team to get results; dealing with senior management; building relationships across the organisation in order to encourage co-operation; satisfying the client and end user. Recapping on the learning obje 8 Satisfying the client and end user Most projects have an identifiable client or customer group which will benefit from or use the outcome of the project. The client may be external to the organisation which is implementing the project, for example, the customer for whom a new building is being constructed. Or the clients may be internal, for example, the users of a new IT system. As we have already seen, it is important that the client or end user shares and endorses the project's objectives and is actively involved in its dev 7.2.4 Using questions Questions can be used as a means both of persuasion and of control. Repeatedly telling an individual something that they are unwilling to accept is unlikely to get them to change their mind. It is better instead to ask carefully constructed questions that will lead him or her to realise the strength of your case and the weakness of their own. Asking questions gives the questioner more control over the conversation, forcing the other side to respond. Writing down a list of appropriate question 5.1 The relationship with senior management Senior management have a crucial sponsoring role to play both during the planning and the implementation of projects, in terms of establishing their legitimacy, making project resources available and endorsing project progress. For this reason, those involved in a project must be proactive about securing and maintaining senior management support throughout its lifetime. They need to be explicit with senior management that the project is both attractive and feasible. However, during a project, 4.2 Assessing the strengths and weaknesses of a project team Those involved in a project may have skills that fulfil more than one aspect of the project agenda. This is likely to be particularly important in small-scale projects, where management of the content, process and control agendas are just as important to the project's success, but where fewer people are involved. Introduction The aim of Managing Projects through People is to demonstrate the importance of managing people for the success of a project, to identify groups and individuals whose appropriate involvement in a project is important for its success, and to consider ways in which their contribution might be maximised. This material is from our archive and is an adapted extract from Fundamentals of Senior Management (B713) which is no longer taught by The Open University. If you want to study form 1.2 What is expected from projects? The project may be expected to deliver financial benefits to the organisation. In the public sector projects are usually expected to lead to social, economic and political outcomes. All projects are different. The level of complexity differs and the context in which a project exists will affect it. There is no single right way to manage a project. All projects have customers. There are three key dimensions to a projec Acknowledgements Except for third party materials and otherwise stated (see terms and conditions), this content is made available under a Creative Commons Attribution-NonCommercial-ShareAlike 2.0 Licence Grateful acknowledgement is made to the following sources for permission to reproduce material in this unit: Chris Stalker, He 1 Problems facing campaigning organisations This unit aims to explore some of the problems campaigning organisations can encounter, and how such problems can be anticipated and even avoided. It consists of: a short case study about a parent teacher association which is campaigning for the lowering of the speed limit on roads within the vicinity of its school. an audio extract from a podcast interview on campaigning which forms part of the learning material for the OU Business Scho Learning outcomes By the end of this unit you should be able to: understand some of the necessary changes that organisations may have to make in order to achieve particular campaigns; give examples of how organisations have changed their campaigns to achieve their goals. 1 Invention and innovation The terms ‘invention’ and ‘innovation’ are sometimes used interchangeably, although the concepts are readily distinguished. As you will see here, it is helpful to make a distinction in the context of organisational analysis. First consider what you understand by the term invention. Learning outcomes After studying this unit you should: understand why and how innovation is important; recognise the benefits which innovation can confer on an innovating organisation. References 1.2.1 The role of the Eurobarometer In 1973 the Directorate of Information of the European Commission instituted a survey of public opinion amongst the members of the EEC. So now, twice a year, a sample of about 1,000 people from each country are interviewed on topics related to European integration and EU policy and institutions. This survey of public opinion is usually referred to as Eurobarometer. The reports are initially published by the Commission in French and English, though they are subsequently made available i 1.4.1 Discourse involves work If discourse is doing something rather than doing nothing, what kinds of things are being done? We can see that Diana's account in Extract 1, like all accounts, constructs a version of social reality. When we talk we have open to us multiple possibilities for characterizing ourselves and events. Indeed, there are many ways Diana could have answered Bashir's first question in the extract above. Any one description competes with a range of alternatives and indeed some of these alternativ References 2.3 The challenge of terminology Probably the biggest challenge that you will encounter is acquiring a command of the terms and concepts of this field of knowledge – even the words ‘philosophy’ and ‘science’ can seem off-putting. In your reading around this unit you will come into contact with a wide range of ‘-isms’, ‘-sophies’ and ‘-ologies’, some of which you may have encountered in previous studies. Actually, these terms are best seen as shorthand for groups of assumptions and ideas about the way th
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