How to Measure Progress, Results, and Finalize Your HR Project

Question One 

The successful management of a project encompasses initiating, planning, execution, monitoring, and evaluation and closing. A venture's success relies on a manager's abilities to navigate through these processes. As a project manager, I will use various strategies to sustain and manage progress in my human resources project. 

First, I will formulate a charter process that formally launches the project. The sanction will highlight the venture's missions, vision, and objectives. It will also describe the deliverables that the project intends to meet them. Additionally, the charter will authorize partners that will be involved and commission them with the capability to acquire the necessary resources that will ensure the project's success. Hence, the project's charter will help me to initiate the project. 

Second, I will design a project management plan. The scheme will highlight the venture's scope, resources, budget, and desired schedule (Serrador, 2013). It will also underline the project's overall intention and view. Further, the strategy will provide a baseline for the recommended costs, scope, and schedule. Moreover, the scheme will help to match team members with their appropriate tasks and support timelines for each job. Therefore, the venture plan will assist me in scheduling resources appropriately. 

Third, I will devise a means to direct, monitor, and control the project. Here, I will ensure that the processes and tasks that are essential for the venture's completion are met. Additionally, I will execute the ideas that were presented in the project's plan. Furthermore, I will monitor critical processes such as schedule, budget, scope, and quality to ensure that everything runs smoothly. Moreover, I will regularly evaluate the project's performance using tools such as the Project Evaluation Review Technique (PERT) chart (Serrador, 2013). The project's evaluation will enable me to identify the weaknesses and strengths that I should resolve.  

Finally, I will close the project. Here, I will ensure that all the documentation related to the project is duly signed. I will also have met the venture's deliverables. Additionally, I will hold a meeting with the project's stakeholders to dissolve the project officially. I will then evaluate the project's strengths, weaknesses, opportunities, and threats and document them. The analysis will provide me with the knowledge that may be used for future projects. Hence, I will ensure that I successfully close the project by following all the due steps.  

Question Two 

  As a successful project manager, one should have adequate strategies to control and resolve risks within the control of the project. First, one should carefully control and monitor the venture's task progresses. Additionally, a manager must ensure that all the transitions in the investment are observed. Third, the leader should document the changes that the project encounters. The executive should also ensure that team members work for extra hours when tasks are behind schedule, for the successful completion of the project within the budgeted timeframe. 

Moreover, the project manager should be flexible enough to reschedule activities and determine issues that affect the problem. Finally, the venture leader must adequately research all of the problems that may be encountered during the project's lifespan. All the risk aversion strategies that I have selected are equally important because they are codependent with each other. Hence, a fortuitous project should have enough plans to handle risks that may ensue within the project.  

Question Three 

A project manager may undertake various steps as they close the project. First, they should hold a meeting with other team members to gather data on aspects of the venture that were successful. The partners may also offer insight on factors that played a significant role in the failure of some deliverables in the enterprise. Additionally, the team should evaluate the possible solutions that they may have ignored and decided on how to incorporate them into future investments. 

Additionally, the project members must offer honest reviews concerning the tools used to monitor the project and how these aspects affected their performances. Finally, the venture leader should document the feedback they receive from their team members. This documentation will ensure that in the future, project partners will avoid the same mistakes as those realized in the current project. 

Second, the project manager should make sure that all the documents generated during the venture's lifespan are duly signed ( Carstens, Richardson, & Smith, 2016).  Suppliers should sign contracts that prove they have been paid for their services. Team members should also sign due documents that show that they accomplished their tasks effectively. The finance department should sign any unpaid checks, legal processing orders, and invoices. The project leader should ensure that all the fees, salaries, and bonuses have been compensated accordingly. Finally, the project manager should terminate all supplier contracts. Active archiving of essential documents is a recommended step that project managers should follow to ensure the smooth closure of a venture. 

Third, the project manager should release all the extra resources that remain after the completion of the venture. The leader should ensure that the finance department collects excess capital. The procurement team should document and find storage facilities for the remaining equipment. Additionally, information technology should repossess software that was used during the venture's execution and planning. Further, the parent company should terminate communication channels that were provided for use in the project. Finally, the human resources department should end the venture's team members' contracts. The disbandment of the project's resources is one of the effective means of successfully closing an investment. 

Fourth, the venture leader should document all the useful information and documents. For instance, files containing appropriate human resources policies that the project followed should be stored. Additionally, materials that bear the strategies used to avert risks must be filed for future reference ( Carstens, Richardson, & Smith, 2016).  . Papers that explain how the project manager subdivided tasks amongst team members should be kept in accessible formats. Supplier contracts may be stored, to act as guidelines in future projects. Moreover, sample plans should be appropriately documented and labeled. Hence, appropriate storage of the project's documents is a desired practice in the project closure. 

The project manager should then reward their team members for their devoted participation. This system helps to instill a sense of loyalty and in the participants. Additionally, it helps to encourage partners who were unable to handle some of their tasks because they encountered a challenge that the leader had not anticipated. The venture partners also have an increased likelihood of volunteering to undertake future projects under the guidance of their project manager. Therefore, rewarding project participants is one of the recommended means of closing a project. 

Question Four 

All projects have an initiation and closing point, where venture participants disband to attend to other activities. During the project's lifespan, members gain knowledge concerning effective ways of managing a project. However, there is limited proof that the partners document these ideas for future reference purposes. Instead, workers tend to internalize these concepts, which fade in time. Most team members who refuse to store the knowledge they acquired use different excuses to justify their misdeeds. For instance, some cite the fact that the project was too challenging, while other participants complain that the team disbanded before they had the chance to record the useful events that they learned while working on the project. 

Often, venture participants have a wrong view concerning the importance of the knowledge gained during their involvement in the project. They believe that learning important aspects while working on the venture is a luxury or nice-to-have advantage. In truth, conceptualizing the critical elements of a project encourages teamwork, loyalty, and cohesion. Learning is part of the motivating factors that enhance the success of a venture ( Carstens, Richardson, & Smith, (2016).  Project leaders who are highly experienced understand the importance of conceptualizing important information while performing assigned venture tasks. Besides, engaging workers in a project in a manner that allows them to learn enhances their overall output.  

The value of in-depth learning while working on a project supersedes that of ignoring key facts that may be used to run future endeavors. Nevertheless, various barriers abound, which prevent the successful documentation of information learned. Culture is one of these threats because it impacts an employee's view concerning how to conduct themselves in professional situations. When employees practice a negative perception that promotes ignorance, they fail to document factors learned that might help future project managers. Additionally, such project participants lack the motivation to share their experiences. Hence, project managers should strive to promote positive cultures in their work environments.  

Other barriers to enhanced knowledge sharing include a high number of contracted project workers, regular restructuring or organizational processes, and top participants' mobility. Contracted employees often leave the organization once they have completed their tasks, which is hard for businesses to acquire the knowledge they gained ( Marnewick, Erasmus, & Joseph, 2017) . Additionally, the constant changing of internal processes in a firm affects employees, in that it makes the information that they have obsolete. Furthermore, project partners who always move from one location to another barely have the time to share their experiences with the desired recipients. Hence, changes in an organization's structure and constant employee turnover affect the dispensation of knowledge gained while executing a project. 

Organizations may use different approaches to enhance knowledge sharing in their project participants. First, they may create digital information databases that prompt users to leave comments regarding their experiences in the recorded projects. Additionally, they may use the stick approach where performance reviews incorporate information sharing. Third, firms may use the carrot approach, where they reward the project partners who willfully dispense their experiences with other employees. Furthermore, organizations could employ service-desk attendants such as librarians who are custodians of secondary data that may be used as reference points by interested individuals. Therefore, project managers should devise alternative means to store the knowledge acquired during a project's lifespan. 

The benefits of documenting useful experiences gained while working on a project are many. First, upcoming project managers may use this information to analyze the strategies that they should employ to ensure that a project succeeds. Additionally, team members may learn how to accomplish their allocated tasks within stipulated timeframes. Furthermore, venture leaders could use this data to avoid future issues that may arise before the completion of a project. Therefore, project managers must document useful knowledge acquired during the initiation, planning, monitoring and evaluation, and closing of a project.  

References 

Carstens, D. S., Richardson, G. L., & Smith, R. B. (2016).  Project Management Tools and Techniques: A Practical Guide . Boca Raton, FL: CRC Press. 

Marnewick, C., Erasmus, W., & Joseph, N. (2017).  The symbiosis between information system project complexity and information system project success . FL: AOSIS. 

Serrador, P. (2013). The Impact of Planning on Project Success-A Literature Review.  The Journal of Modern Project Management ,  1 .