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Student ID : H00035087
Module KGMT-683
Behaviour & People Management
Table of Contents
1.
MANAGEMENT SUMMARY
2.
PROJECT BACKGROUND
3.
PROJECT OBJECTIVES
4.
6.
7.
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8.
14
9.
CODE OF ETHICS
16
10.
CONCLUSION
18
11.
REFERENCES
19
1. Management Summary
The Project manager has a mission to establish Sturata Inc. as a
business organisation within a limited period of ten months. This
work describes the empowering methods taken by the organizational
team and joint venture partners to develop a business by further
investment and the creation of a business plan, thus ensuring the
successful management, development and delivery of information
system projects. The strategy undertaken and controlled by the
executives and executed by the project manager and his team,
keeping schedule in time and on budget, will be further described,
ethically adapted to the business partners and presented in the
fulfilment of a development of a new customized warehouse system
and autonomous mobile vehicles.
2. Project Background
The creation of a new product requests a measure of how success can
be achieved at the door of every organization. Sturata Inc. reinforces
this idea by identifying the dimensions to the success of its new
warehouse system and related products and by capturing the
financial success as well as portraying the degree to which the new
product opens new opportunities and by expansion into new market
areas (Cooper & Kleinschmidt, 1987).
The establishment of a new company was initiated by Dr Ryan ONeal
in conjunction with Jeff Hoffman; Dr ONeal developed an
3. Project Objectives
The Project objectives, created by the executives and project
manager, were reviewed and extended to a necessary validation
cycle and healthy negotiation through the support of the project team
in order to fit the organizations philosophy and strategy (Meredith &
Mantel, 2009).
Setting up the objectives of a project is SMART (Specific, Measurable,
Achievable, Realistic and Time-lined) (Tuner & Mller, 2003) and
requires the participation of the project team, application of
4
of
safety
and
quality
regulations
before
commencement of production.
Establish a business in Vermont, USA and securing legal advice
support before initiation of project.
culture and style that as briefly explained by the PMBOK (2013) are
likely to influence the project.
& Mangano, 2011, pp.13-22). Sturata Inc initially has set the
organization as per functions accorded by executive managers and
kept in a hierarchy form until recruiting and job positioning of
important key members have been finalized. Although being a
hierarchy unit, it is not so easy to imitate due to the communication,
cooperation and integration between different members. (Martin-deCastro, 2006). With the achievement of the first milestone, leadership
will play an important role in support the organization to transform
into a horizontal structure that will (Esturgut & Tamer, 2009):
Reflect in the beliefs of the leader to institutionalize the
organizational vision and operational aims,
Embody transformation qualities and share among individuals
in Sturata Inc,
Improve quality applications towards processes and product,
Improve human resources performance,
Achieve team member and client satisfaction and social pace,
Facilitate communication towards changes
Make decisions in a faster and reliable way
The formal horizontal organizational structure that Sturata Inc. will
become can be found in Appendix A.
Transformation leaders,
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11
12
13
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9. Code of Ethics
The creation of a Code of Ethics and Professional Conduct will be
carried out by Sturata Inc. according to the Project Management
Institute (2006) to help individuals become better practitioners and
establish a profession-wide understanding of appropriate behaviour
among work colleagues and employees, make decisions during
difficult situations to avoid compromising the integrity and values of
Sturata Inc.
Sturata Inc. Code of Ethics
General Employee Conduct
Employees shall adhere to this code of ethics and conduct themselves
in a professional manner at all times, and shall comply with all
applicable laws and regulations.
Conflicts of Interest
Conflicts of interest, or potential conflicts of interest which may occur
as a result of an employee of Sturata Inc. is to be declared to the
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10. Conclusion
The Sturata Inc. project, as many other complex projects, presented
certain difficulties and conflicts that would be contained inside the
triple constraints. Requirements were defined without a possibility
to accept any lack of options. Time frame was limited to 10 months to
achieve promised participation in the business market followed by
events such as conflicts in acquiring Ryoichi and difficulties to deal
with the transference of job role under a new organizational culture.
The creation of the Sturata Inc. organization is successful possible
due to the choice of project base structure, having as a mentor in
relation to all resources and process, the Project Manager.
The
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11. References
Anbari, F. T., Khilkhanova, E. V., Romanova, M. V. & Umpleby, S. A.
(2003) Cross Cultural Differences and their Implications for Managing
International Projects. Washington, D.C.: The George Washington
University .
Berry, J, Kim, U, Minde, T, & Mok, D 1987, 'Comparative Studies of
Acculturative Stress', International Migration Review, 21, 3, pp. 491511, America: History and Life with Full Text, EBSCOhost, viewed 1
October 2014.
Buss, H. 2009, Measuring and Reducing the Cost of conflict at Work in
UNHCR The business case of conflict management (Online).
Available
from:
www.vdbio.ch/downloads/.../Thesis_FINAL_180209.pdf (Accesse 1
October 2014).
Cooper, R.G., & Kleinschmidt, E.J. (1987). Success factors in product
innovation Industrial Marketing Management, 16 (3), 215-224.
Erturgut, R., & Tamer, H. A. V. A. (2009) The increase of performance
in world armed forces and a model proposal for the establishment of
corporate quality culture: the efqm based transformational
leadership
model
(Online).
Available
from:
http://ftp.rta.nato.int/public/pubfulltext/rto/mp/rto-mp-sas073/mp-sas-073-17.doc (Accessed 1 October 2014).
Flannes, S. (2010), Tangibles Tips for Handling the Endless Stress in
Project Management, PM Network (Online). Avialble From; PMI
Website, (Accessed 1 October 2014)
Garegnani, G, Merlotti, E, & Russo, A 2013, 'Scoring firms codes of
ethics: An explorative study of quality drivers', Journal Of Business
Ethics, PsycINFO, EBSCOhost, viewed 1 October 2014.
Heldman, K, & Mangano, V 2011, PMP [Electronic Book] : Project
Management Professional Exam : Review Guide / Kim Heldman, Vanina
Mangano, n.p.: Indianapolis : Wiley Technology Pub., c2011.,
University of Liverpool Catalogue, EBSCOhost, viewed 1 October
2014.
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CEO
Project
Management
Procurement
External
Academics
R&D
Opera ons
End Client
Safety Regulators
Tes ng Laboratory
Sales & Market
Administra on
Human Resources
Finance
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Sturata Inc
Shareholders
CEO
Jeff Hoffman
PM & COO
Alex Ribeiro
External
Academics
CTO
ONeal
VP Admin
Tamaguchi
Workers
Safety
Regulators
R&D
Engineering
including
Ryoich
Subsuppliers
Opera ons
Logis cs
Laboratory
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