Project on Training for the Use of Decision Making Systems Software
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This project is based on the implementation of a Decision Making System software within the IT department of Phoenix Power Company. It discusses the planning and control of quality, human resources, procurement, communications, and stakeholders.
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Running head:PROJECT ON TRAINING FOR THE USE OF DECISION MAKING SYSTEMS SOFTWARE Project on Training for the Use of Decision Making Systems Software Name of the Student Name of the University Author’s note
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1PROJECT ON TRAINING FOR THE USE OF DECISION MAKING SYSTEMS SOFTWARE Table of Contents 1. Introduction..................................................................................................................................2 2. Discussion....................................................................................................................................3 2.1 Planning and Control of Quality............................................................................................3 2.2 Human Resources..................................................................................................................4 2.3 Procurement...........................................................................................................................6 2.4 Communications....................................................................................................................8 2.5 Stakeholders...........................................................................................................................9 3. Conclusion.................................................................................................................................11 References......................................................................................................................................13
2PROJECT ON TRAINING FOR THE USE OF DECISION MAKING SYSTEMS SOFTWARE 1. Introduction This project is based on the Phoenix Power Company, which is situated in Oman. They mainly operate their different kinds of functionalities that is mainly based on handling different number of natural gas power plants. The company is mainly planning to implement a Decision Making System software within the IT department of the organisation. The proper kind of implementation of this computer software would mainly facilitate the different project managers, internal management team and other officials to gain a perfect knowledge and assurance about the various decisions that would be made by them (Esteves 2014). Decisions are a vital concern within a company based on their various needs of future development. The use of the new kind of software system would help the organisation to implement the best form of decisions within their various processes. The implementation of the decision making system software would require a huge amount of planning and internal processes. This would highly necessary for maintaining the quality of the processes and also ensuring that the device software is properly installed within the system. After the installation of the software, there is a high need for imparting training to the employees who would make use of the system (PROJECT MANAGEMENT INSTITUTE 2017). This report further puts focus on the various processes that would be implemented during the planning and control processes, procurement of human resources. There is also a discussion on the different modes of communication with the team members and the various stakeholders involved within the team. Thisreportputsmajorfocusonthebriefoftheabovedescribedterms.The implementation of a proper kind of training based on the use of the computer software would be
3PROJECT ON TRAINING FOR THE USE OF DECISION MAKING SYSTEMS SOFTWARE highly needed for future use within the project. This report would also put major focus on the different PMBOK knowledge areas such as Quality, HR, Procurement, Communications and Stakeholders within the project. 2. Discussion Based on the implementation of the training procedure for the use of computer software, it would be extremely vital for the internal management team to underline some basic factors about the integration of proper form of quality within the project implementation and success. It also includes the integration of HR, importance of procurement, the modes of communication and importance of stakeholders. The different PMBOK Knowledge Areas are: 2.1 Planning and Control of Quality Control Cycle Step 1: Goal Setting– The goal based on the implementation of the training project would be highly needed for detailing out the future outcomes of the training project. The entire list of aims and objectives should be properly set in order to impart a high level of training for the use of the decision making software systems. The main initiation for setting of goals would begin with the recognition of the needs of the organisation and the future effects of the project (Kuppuswam and Bayus 2018). The future outcomes from the project implementation should be properly sought. Based on a proper form of defining and envisioning of the future state of outcomes, it would be easier for the project management team to create a certain action plan in order to reach towards the goal of the project. Control Cycle Step 2: Measurement of Progress– After the project stages have been implemented as per the plan, it would be an important task for the management team to measure
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4PROJECT ON TRAINING FOR THE USE OF DECISION MAKING SYSTEMS SOFTWARE the amount of progress that would be made based on the training sessions. The management team should also keep a check over the employees about their learning progress (Kerzner 2018). This could be possible by taking certain assessments during the course of their learning. Control Cycle Step 3: Taking Action– After the progress of the training sessions have been properly measured, it would be extremely vital to measure the gaps within the training implementation processes. After a proper acknowledgement of the gaps within the training processes, these gaps should be properly filled so that there is no such area that might get left out during the training process (Harrison and Lock 2017). The process of change based on mitigating the gaps should be properly measured. There should be some kind of commitment from the training team about the mitigation of the gaps and thus take appropriate action for them. Control Cycle Step 4: Actual versus Planned– After the gaps have been properly analysed, the training team should take proper measures for addressing the areas of gaps. In the final procedure of planning and control over the quality of imparted training, the management of the organisation should conduct a check over the actual implications based on the training versus the planned schedule of training (Marchewka 2014). The measurement of the actual and current processes versus planned processes would be extremely vital for understanding the success rate of the training processes. This would be again vital for the team to measure that the employees have gained a sound knowledge over the software and would thus be able to use while performing the job. 2.2 Human Resources Step 1: Required people during setting of Interaction– The proper kind of resources should be procured within the team involved within the training project. The HR department should be primarily be responsible for the hiring of employees who would be responsible for
5PROJECT ON TRAINING FOR THE USE OF DECISION MAKING SYSTEMS SOFTWARE gaining the study materials during the training period (Lazar, Feng and Hochheiser 2017). The peopleinvolvedwithinthetrainingsessionsshouldbeabletodevelopseveralkindof competencies, which would be helpful for the individuals to perform their present and future jobs with the planned activities during the training session. Step 2: Interviewing, Hiring, Negotiation and Training– The entire process of hiring of employees within the organisation based on providing them with training and preparing them for handling of future works within the team is the responsibility of the HR department (Bratton and Gold 2017). The HR department should properly interview the interested employees who would show their interest in performing the works on the decision making software. Based on a proper process of interview conducted, the qualified employee would be hired and then a process of negotiation would be performed with the employee (Lin, Kraus and Mazliah 2014). After the entire list of processes, the employee would be provided with the right amount of training in order to develop their skills based on the use of the software system. Step 3: Team Building Practice– The process of building of teams within the workplace community is an essential factor based on bringing productivity within the culture of work. The important factor of team building is that it would contribute for employees to develop into a cohesive team (Terzieva 2014). Based on proper kind of training on the use of the software system, the group of people would be able to meet with the need of the organisation based on accomplishing of the set goals and objectives of the project. The process of team building would include the daily form of interaction that could be engaged by employees during the carrying out of tasks of the project. The concerned HR department should hold the responsibility for building up the team involved with the working of the software system (Rolstadåset al.2014). They would structure the activities of work that
6PROJECT ON TRAINING FOR THE USE OF DECISION MAKING SYSTEMS SOFTWARE would be performed by the employees. This would enhance the quality of work within the workplace. Step 4: Productive and Efficient Outcome from each Person– Based on proper setting of employees within the workplace and assigning the exact roles to each employee, it would be helpful for the organisation to ensure productivity and high efficiency of work within the workplace (Colomo-Palacioset al.2014). High productivity and efficient outcome from each of the employees within the system is highly expected within the workplace. 2.3 Procurement Plan Step 1: Input-documents– During the stages of procurement, it would be extremely important for understanding of the management process of procurement. In this process, the documents of each of the employees who would be considered for the training purpose should be checked and verified properly (Kermanshachiet al.2016). This would help in keeping a track over each of the employees concerned within the workplace. Step 2: Tools and Techniques- Resources, Expert Judgement– There could be several kind of resources within a particular project. The resources could be the software system that is been implemented within the system. Human resources are also considered as an important factor of project management. The proper selection of resources within the concerned project would be the major factor for the success of the project. The experts who would perform judgement over the quality of resources are also an important factor within the organisation (Titarenko, Titov and Titarenko 2014). These experts would be responsible for judging the software system upon which the entire process of training is
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7PROJECT ON TRAINING FOR THE USE OF DECISION MAKING SYSTEMS SOFTWARE dependent. Based on the suggestions and recommendation of experts, the entire process of procurement would be considered for further progress. Step 3: Outputs-Strategies– Each of the strategies based on the work of the project or the imparting of training procedures should be properly planned (Edler and Yeow 2016). Strategies should be developed in order to provide the best kind of training sessions to the employees based on their use of the systems. Control Step 1: Input- Performance– High kind of performance should be delivered by the training team based on imparting training to the candidates. The performance of each of the employees should be properly assessed after the completion of the training period (Papke-Shields and Boyer-Wright 2017). This would be highly essential for the management to decide whether the employees would be considered to be fit for performing on-job work on the live system. Step 2: Tools and Techniques- Inspection– High level of inspection on the employees should be conducted by the management over the employees (Parker, Parsons and Isharyanto 2015). They should check whether the training is being conducted in a successful manner or if there is any other kind of problem that might be faced by the employee during the period of training. Based on proper knowledge of the concerning issues, Step 3: Outputs– Based on performing a thorough analysis over the entire scenario of training session, the outputs at the end of the training session would be considered for reviewal. The outputs for the training could be measured based on the performance of the employees when they would perform their job based on dealing with live projects (Aliaset al.2014). High outputs
8PROJECT ON TRAINING FOR THE USE OF DECISION MAKING SYSTEMS SOFTWARE would benefit the organisation and would lead to satisfaction of the trainers based on their effort during the training period. 2.4 Communications Step 1: Sender– There should be a proper level of communication between the sender of a message and the receiver of a message. In the concerned training implementation project, the training provider should establish a proper level of communication between them and the employees who are being imparted with the training. In the concerned scenario, there could be other different kind of sender of messages (Braglia and Frosolini 2014). They would be solely be responsible for providing the right form of message to the concerned employees. Step 2: Message– The communication between the sender and the receiver would be through the help of messages. The importance of messages is highly understood during the communication phase. In the project based on training implementation, a proper kind of communication of messages in extremely vital for gaining a vast knowledge over the use of decision making systems software. The messages should be clear and appropriate in order to be understandable by the receiver of the messages. Step 3: Receiver– The receiver of the message can also be considered as another important person or individual who would be responsible for understanding the received message. This individual would understand the message and thus perform the next phase of work based on the message. In the concerned project, each of the receivers of the messages would have to stay active at all times (Špundak 2014). They should be aware of the received messages and thus plan accordingly. If the concerned message is any form of instruction, then they should perform accordingly.This would further inculcate a high level of communication medium within the workplace and also inherit many kind of benefits within the system.
9PROJECT ON TRAINING FOR THE USE OF DECISION MAKING SYSTEMS SOFTWARE Step 4: Feedback– After a proper communication channel have been established, there would be a high need for gaining feedback from both the sender and the receiver of the message. An effective form of feedback such as negative or positive would be considered to be extremely helpful. Based on the gained feedbacks, it would be extremely useful for the management team to decide on the best form of possible actions that could be taken to improvise the systems. The generation of feedback would be able to ensure that the communication channel was clear and there was no disturbance in the channel. This would also help the management team to understand the ways in which the communication channel could further be enhanced in order to ensure a better quality of work output (Reedet al.2014). Based on proper form of feedback from the employees, there could be a continuous form of improvement process. The feedback from each of the individuals within the organisation would be the prime factor of consideration based on bringing improvement in the processes and thus also increasing the efficiency of the workplace. 2.5 Stakeholders Step 1: Individual, Group, and Organisation– A stakeholder could be considered as the most important factor within the project. The stakeholders who would be involved within the projectwouldmainlybe impactedbased ontheoutcomesoftheproject.Theinvolved stakeholders within the project would have a major interest based on the success of the project (Davis 2014). The different stakeholders involved within the project might be within the organisation or they might be some who would be sponsoring the entire implementation of the project. In this scenario of training implementation project, there would be many people who wouldbeinvolvedwithintheprojectscenario.Themanagementorganisationwouldbe
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10PROJECT ON TRAINING FOR THE USE OF DECISION MAKING SYSTEMS SOFTWARE responsible for deciding on several factors based on the implementation of the training and their future outcomes. Other stakeholders would also include the persons who have installed the software system within the computer systems (Biesenthal and Wilden 2014). These individuals would be mostly affected based on the success or failure rate of the project. These stakeholders would be responsible for defining the most appropriate strategies that would be needed to be taken in order to manage each of the training aspects into consideration. The imparted training on the use of the software system would be considered as the most deciding factor for the success of the project. Step 2: Effected by project, effected to project– In the current scenario of the project, the primary persons who are considered as the stakeholders of the project are: The Managers within the organisation, the people involved during the installation of the software system and the training committee who would impart training on the use of the software systems. These individuals would be directly affected by the end of the project. During the imparting of training to the employees based on using the new software system, every single aspect would be taken into prime consideration. The training committee would manage the entire setup list of tasks and activities that would be conducted during the training period. The training sessions would be inculcated in such a manner that they would be able to make the employees to be experts in using the systems (Mazuret al.2014). Based on providing of the training, the employees would be able to prove themselves to be effective based on the learning of new kind of systems. The use of the decision making software system would prove to be majorly effective in making of essential decisions. The management team would also be affected based on the success rate if the training sessions. Based on the successful learning of the employees, they would be able to provide their
11PROJECT ON TRAINING FOR THE USE OF DECISION MAKING SYSTEMS SOFTWARE best to the organisation in making of efficient decisions with the help of the decision making software. The management team would be able to provide directions to the training committee to make use of the best kind of procedures and training materials, which would be helpful for the learning outcomes from the project. 3. Conclusion Based on the discussion from the above, it could be described that the implementation of the training project based on the use of the decision making software would prove to be highly beneficial for the organisation. It would mostly benefit the individuals who are involved within the training sessions and also improvise the decision making process within the organisation. This discussion puts focus on the different aspects of PMBOK knowledge areas that could occur during the closeout stage of a project. In this report, the description have been put under the following aspects of knowledge covered under the PMBOK knowledge areas. The process of planning and control over the quality of the project is a very essential factor for the organisation. Maintaining of quality is highly essential based on gaining high outcomes after the project has been implemented and is in working process. This report puts focus over the impacts of quality over project management. IT also discusses about the various factors that are considered from the view of the HR department of the organisation. They would mostly be responsible for hiring of such employees who would be important within the job role. After the HR department has made a decision about the various factors over the employees, there would be a high need of procurement within the scenario. There would be an inclusion of various kind of strategies that should be implemented during the training process.
12PROJECT ON TRAINING FOR THE USE OF DECISION MAKING SYSTEMS SOFTWARE Another most important factor that has been considered within the report is the factor of communication. This plays a major role within the making of important communication between a particular sender and receiver of the message. Stakeholders also play a major role within the success rate of the project. During the closeout of the project, there should be high consideration of each of the knowledge areas that would be concerned within the project. Based on proper consideration of each of the knowledge areas, the project would be able to achieve their success criteria’s.
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13PROJECT ON TRAINING FOR THE USE OF DECISION MAKING SYSTEMS SOFTWARE References Alias, Z., Zawawi, E.M.A., Yusof, K. and Aris, N.M., 2014. Determining critical success factors of project management practice: A conceptual framework.Procedia-Social and Behavioral Sciences,153, pp.61-69. Biesenthal,C.andWilden,R.,2014.Multi-levelprojectgovernance:Trendsand opportunities.International Journal of Project Management,32(8), pp.1291-1308. Braglia, M. and Frosolini, M., 2014. An integrated approach to implement project management informationsystemswithintheextendedenterprise.InternationalJournalofProject Management,32(1), pp.18-29. Bratton, J. and Gold, J., 2017.Human resource management: theory and practice. Palgrave. Colomo-Palacios, R., Casado-Lumbreras, C., Soto-Acosta, P., García-Peñalvo, F.J. and Tovar, E., 2014. Project managers in global software development teams: a study of the effects on productivity and performance.Software Quality Journal,22(1), pp.3-19. Davis,K.,2014.Differentstakeholdergroupsandtheirperceptionsofproject success.International journal of project management,32(2), pp.189-201. Edler, J. and Yeow, J., 2016. Connecting demand and supply: The role of intermediation in public procurement of innovation.Research Policy,45(2), pp.414-426. Esteves, J.M., 2014. An empirical identification and categorisation of training best practices for ERP implementation projects.Enterprise Information Systems,8(6), pp.665-683. Harrison, F. andLock,D., 2017.Advancedprojectmanagement:astructuredapproach. Routledge.
14PROJECT ON TRAINING FOR THE USE OF DECISION MAKING SYSTEMS SOFTWARE Kermanshachi, S., Dao, B., Shane, J. and Anderson, S., 2016. An empirical study into identifying project complexity management strategies.Procedia Engineering,145, pp.603-610. Kerzner, H., 2018.Project management best practices: Achieving global excellence. John Wiley & Sons. Kuppuswamy, V. and Bayus, B.L., 2018. Crowdfunding creative ideas: The dynamics of project backers. InThe Economics of Crowdfunding(pp. 151-182). Palgrave Macmillan, Cham. Lazar,J.,Feng,J.H.andHochheiser,H.,2017.Researchmethodsinhuman-computer interaction. Morgan Kaufmann. Lin, R., Kraus, S. and Mazliah, Y., 2014. Training with automated agents improves people's behavior in negotiation and coordination tasks.Decision Support Systems,60, pp.1-9. Marchewka, J.T., 2014.Information technology project management. John Wiley & Sons. Mazur, A., Pisarski, A., Chang, A. and Ashkanasy, N.M., 2014. Rating defence major project success: The role of personal attributes and stakeholder relationships.International journal of project management,32(6), pp.944-957. Papke-Shields, K.E. and Boyer-Wright, K.M., 2017. Strategic planning characteristics applied to project management.International Journal of Project Management,35(2), pp.169-179. Parker, D.W., Parsons, N. and Isharyanto, F., 2015. Inclusion of strategic management theories to project management.International Journal of Managing Projects in Business,8(3), pp.552- 573. PROJECT MANAGEMENT INSTITUTE. (2017).A guide to the project management body of knowledge (PMBOK guide). Newtown Square, Pa, Project Management Institute.
15PROJECT ON TRAINING FOR THE USE OF DECISION MAKING SYSTEMS SOFTWARE Reed, M.S., Stringer, L.C., Fazey, I., Evely, A.C. and Kruijsen, J.H.J., 2014. Five principles for the practice of knowledge exchange in environmental management.Journal of environmental management,146, pp.337-345. Rolstadås, A., Tommelein, I., Morten Schiefloe, P. and Ballard, G., 2014. Understanding project success through analysis of project management approach.International journal of managing projects in business,7(4), pp.638-660. Špundak,M.,2014.Mixedagile/traditionalprojectmanagementmethodology–realityor illusion?.Procedia-Social and Behavioral Sciences,119, pp.939-948. Terzieva,M.,2014.ProjectKnowledgeManagement:howorganizationslearnfrom experience.Procedia Technology,16, pp.1086-1095. Titarenko,B.,Titov,S.andTitarenko,R.,2014.Riskmanagementininnovation projects.Applied Mechanics & Materials.