Human Resource Training for Real Home Electronics Company Limited

Question: Discuss about the Human Resource Training for Real Home Electronics Company Limited. Answer: Project definition and scope The project report is based on Real home of Electronics Company limited, one of the largest electronics supplying company in the world based in the United States which carried out a general training of its employees to increase on their techniques and skills. The company has a team of employees who supply and distribute the company products to the respective clients/ products both online and physically stores (Rosacker and Rosacker 2010, p.590). By organizing this training, the company was able to improve on the skills of its employees to meet the professionalism in relation to their respective department or field of operation. The training also helped in developing mentoring the interpersonal skills to meet the demands of many clients who need to access the company services from its offices (Davis and Venkatesh 2004, p.40). Project life cycle For the project to be completed, it passed through the following process; The project manager and the project team first defined the project scope, described the schedule and analyzed the costs that were likely to be incurred before the project execution began. The project plan was developed by describing different phases which the project underwent and identifying the beginning and ending date of each phase. After the completion of the phases, all the exercises done during the project were analyzed and the general meeting was held for the closure of the project (Nolan and McFarlan 2005, p.96). Unique feature of IT management The project managed well its information technology and the following were the features of the management of the IT. Software management; in the project, the intangible component were managed in the human resource training project by following the complete procedures of development from requirement gathering to maintenance according to the methodology that were chosen. Hardware installation; this was done by choosing hardware configuration that were compatible to the applications that were to be installed in accordance to the user demands. Network upgrading; this was done by improving on the network performance during the project development. Cloud computing; in IT management, this was essential to let the team use files and applications over the internet. Scope management During the implementation of the project, the scope was defined, documented and approved by the appropriate personnel who were responsible, that is the project manager and the project team members. It was protected from unauthorized changes which would be edited, approved and validated by the project stakeholders with different intentions. There was a lay down of the work that was to be done to ensure the deliverance of the service in the project and the scope statement was broken into smaller and more manageable components (Chen and Popovich 2003, p.680) Time management The project manager and team members clearly drew a schedule of how the time would be managed during the execution of the project and identified how different activities were to be executed in a specific duration indicating the start and end date. Below is the time management schedule for Real home of Electronic limited during the execution of the human resource training project which took over 60 days; ACTIVITY DURATION START AND END DATE Publication of the project proposal to all the companys employees 2 days 1/5/2017-2/5/2017 Selecting the project management team and presenting the team to the human resource office of the company 13 days 3/5/2017-16/5/2017 Designing the project scope by the project manager and the team 3 days 17/5/2017-19/5/2017 Defining the aims and the objectives of carrying out the project by the project management team 2 days 20/5/2017- 22/5/2017 Announcing of the Beginning of the training 1 day 30th May 2017 Implementation of the project 30 days 31/6/2017-29/6/2017 Project closure 2 days 29/6/2017- 30/6/2017 Cost management The project management team kept track of the cost that were likely to be incurred during the project execution as it was a basic key for the project success. They determined the efficiency and value enhancement and therefore the project team acknowledged the activities that were due to take place and estimated the resources that were needed to complete these activities with the aim of fulfilling the project desirable goals and objectives. In this, the team made use of the work breakdown structure (WBS) in a critical analysis and evaluated the costs that were likely to come up during the project execution as follows; Activity to take place estimated cost Organizing different meetings to select the project team-------------------------------------- 3,000$ Purchasing equipment for training such as computers, Installing software------------------------------------------------------------------------------ 20,000$ Hiring experts and consultants---------------------------------------------------------------- 40,000$ Other costs during the Training--------------------------------------------------------------- 10,000$ Total 73,000$ Quality management Quality was managed by setting the standards, goals, and expectations of the outcome of the project and the project team followed the quality management process, that is to say, quality planning, quality assurance review and quality control where, likely expected risks were handled by monitoring, forecasting and overseeing all the tasks and activities that would take place in the project management plan. For the purpose of quality management, the project team broke down tasks into smaller units which were easily managed (Melville et al 2004, p.300). Human resource management During the project, the human resource was managed by assigning each stakeholder different roles and activities as follows; The board of directors were responsible to make decisions for the running of the project. The project executive director was responsible for passing the decision made by board of directors. The project sponsor was responsible for providing the funds used in implementing the project. The managers for example functional managers were responsible to head the project execution. Communication management During the development of the project, Communication was managed by planning, monitoring, controlling and revising all communication channels within the project by realizing the importance of effective communication for the stakeholders and the need of exchanging information with them and providing an efficient two way communication in the project. The manager was responsible for limiting communication to a certain extent (Carvalho et al. 2003, p.260). Risk management Being a large scope project, it was likely to face some risks such as inadequate funds to hire experts to do the training of the employees, purchasing equipment and scholastic materials among others. The project management handled these risks by identifying, recognizing and describing these risks, after identification, the risks were analyzed to know how they can affect the project, they were then evaluated and tested and finally the team monitored and reviewed the risks and proposed a solution to reduce their effects on the project (Tohidi 2011). Procurement management The project team managed procurement by purchasing the equipment from outside suppliers and receipts for those requirements were processed, approved and reviewed. For this purpose, procurement were conducted, controlled and closed (Kerzner 2013). This was done by collecting seller response and approving contracts, monitoring contracts and completing the project procurement. Project failure and success Like any other project, this human resource training project registered some failures and success as it is discussed below Successes Project sponsors; there was acquisition of sponsors who invested in the project and reduced on the costs required to complete the work. The executive director of the company was able to approve the proposal of hiring the experts/ consultants to undertake training of the human resource given the fact that there was need to improve on the quality of services offered to the customers (Burke 2013). Realistic project schedule; the project team made a schedule of time, budget of resources which enabled the completion in an appropriate time. Expert project manager. It is typically true that the success of any project depends on the ability of the project manager to effectively coordinate the execution of different project activities. It can therefore be registered as an achievement as there is guarantee of the project success (Schwalbe 2015). Failures; Wrong team organization, the project got some failures due to the poor selection of the project management team for example managers who have got inadequate experience in project management, however this was reduced by drawing a team organizational chart and removing some of the wrong person involved in the work Poor motivation; the selection of poor motivated team limited the success of the project and this was reduced by the provision of attitude and motivation towards the work to be done. Wrong methodology; the project success was also limited by wrong method used in implementing the project which made the team to call up other project teams in different companies to always choose a suitable methodology. Environmental aspects; the environment sometimes limited the training such as the winter which likely made some of the project objectives unreachable (Robbins et al. 2008) Conclusion After the above assessment, there was an analysis of every activity that took place in the project and the manager drew a report for the whole work done and called a general meeting of the board of directors and the project team for closing the project work. References Burke, R., 2013. Project management: planning and control techniques.New Jersey, USA. Carvalho, M.M., Laurindo, F.J. and Pessa, M.S.P., 2003. Information Technology Project management to achieve efficiency in Brazilian Companies.Managing Globally with Information Technology, Hershey, pp.260-271. Chen, I.J. and Popovich, K., 2003. Understanding customer relationship management (CRM) People, process and technology.Business process management journal,9(5), pp.672-688. Davis, F.D. and Venkatesh, V., 2004. 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