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Week 4 PPMP20011 Unit Portfolio Learning Table Description of Topics and Results

   

Added on  2021-04-21

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(Insert Student Name) / (Insert Student Number) - PPMP20011Unit Portfolio for Week 4Weekly Portfolio Learning TableDescription of topics including reading samplesLearning outcomes of the unitLearnings from your experience, this and prior unit reading, assignmentsSupporting documentation including your prior learningWeek 4 Topic: Managing Stakeholders' Commercial Interestsvs. Stakeholders' Political Interests.Collaborative ProjectProcurement Arrangements (2015) by Derek H. T.Walker and Beverly M. Lloyd Walker;3. Differentiate methods of project negotiation, conflict management, and stakeholder engagement across projects consisting of differing technology standards and asset lifecycles.The activities and the questions incorporating the topic of Management of the Stakeholders Commercial Interest vs. Stakeholders Political interest hold great relevance to the methods of project negotiation and learning out the project lifecycle. The continuous meetings with the stakeholders in order to understand the political as well as commercial interest keeps the stakeholders engaged throughout the project life cycle. Moreover, the theories and objectives behind various objectives help to justify the conflict and lead to a common objective through negotiation techniques such as potential bargains and collaboration in which all the stakeholders reach a common objective regarding the product (Schiaffino 2017). In addition to these, greater understanding of the different interest of the stakeholders also manages the stakeholder’s engagement in the project development and during the life cycle of the project. Schiaffino, S., 2017, June.Agent Negotiation Techniques for ImprovingQuality-Attribute Architectural Tradeoffs. InAdvances in Practical Applications of Cyber-Physical Multi-Agent Systems: The PAAMS Collection: 15th International Conference,PAAMS 2017, Porto, Portugal, June 21-23, 2017, Proceedings(Vol. 10349, p. 183). Springer.Are any of the activities above relevant to your reflections for the learning outcomes on the right?4. Explain and apply methods of identifying and reconciling inconsistent and conflicting objectives and drivers that develop, maintain, mange relationships The methodology implemented for the identification and reconciliation of inconsistent and conflicting objectives includes the 4 quadrant technique in which describes the risks including the schedule and cost. Then after a clear and concise meeting is conducted with the stakeholders involved. A respectful and candid conversation takes place covering all concepts of risks and benefits obtained by the company regarding the inconsistent objectives (Frijns, Van Leeuwen and Bierwolf 2017). Moreover, various methods and techniques such as reduction in the ambiguity, assertiveness, listening before speaking, and confrontations should be implemented so as to maintain and manage proper relationships and communication with the stakeholders of the project. Frijns, P., Van Leeuwen, F. and Bierwolf, R., 2017, June. Project management-a more balanced approach. InTechnology & Engineering Management Conference(TEMSCON), 2017 IEEE(pp. 234-238). IEEE.1 of 4

(Insert Student Name) / (Insert Student Number) - PPMP20011Unit Portfolio for Week 4Description of topics including reading samplesLearning outcomes of the unitLearnings from your experience, this and prior unit reading, assignmentsSupporting documentation including your prior learningand communication with key stakeholders.Moreover, collaboration and the technique of listening before speaking enables a respectful and candid conversation leading to resolving the conflicts and reaching at a consistent objective. Are any of the activities above relevant to your reflections for the learning outcomes on the right?5. Explain the consequences of project delays, disruptions, and changes to planned activities and the methods for claims variations, liquidated damages, contract entitlements, and arbitration.The iron triangle methodology was planned to measure the quality, time and cost of the construction of the channel tunnel. The iron triangle methodology did not properly maintain the cost and schedule analysis. The construction of the Channel Tunnel incorporated various overheads in terms of cost and time. The cost overrun was approximately found to exceed US$ 2.25 billion (Bronte-Stewart 2015). In addition to these the changes in the planned design also incorporated increment in the cost overruns of approximately about US$ 1.6 billion. Furthermore, the introduction of air conditioning system and widening ofthe door also increased the cost of the construction. Moreover, the constructionproject was carried on the investment made by private banks and mo involvement of actual investors led to the complete failure of the construction project. Bronte-Stewart, M., 2015. Beyond the iron triangle: Evaluating aspects of success and failure using a project status model.Computing& Information Systems,19(2), pp.21-37.Are any of the activities above relevant to your reflections for the learning outcomes on the right?6. Evaluate project management tools that help avoid or provide conflict resolution via negotiated solutions.There are various project management tools that can be implemented during the project life cycle such as utilization of gantt chart, project reporting and project scheduling through which the project can be monitored during the project life cycle (Golini, Kalchschmidt and Landoni 2015). Moreover, the projectreport representation to the viewers enable them reach to a particular solution in case of conflicting objectives. These project management tools also enable the project manager to keep a close watch on the progress of the project and any conflict in the project progress is solved using the negotiation technique of collaboration, positional bargaining and through the style of compromising settles the conflicts within the stakeholders. Golini, R., Kalchschmidt, M. and Landoni, P., 2015.Adoption of project management practices: The impact on international development projects of non-governmental organizations.International Journal of Project Management,33(3), pp.650-663.2 of 4

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