नासाचे (NASA) अंतराळ आणि पृथ्वी बद्दलचे मत

Few typical examples of the different types of roles involved in delivering a project and their respective responsibilities are mentioned below:
Project Management Title: Project Manager
Role:
The person responsible for developing, in conjunction with the Project Sponsor, a definition of the project. The Project Manager then ensures that the project is delivered on time, to budget and to the required quality standard (within agreed specifications). He/she ensures the project is effectively resourced and manages relationships with a wide range of groups (including all project contributors). The Project Manager is also responsible for managing the work of consultants, allocating and utilising resources in an efficient manner and maintaining a co-operative, motivated and successful team.
Responsibilities:
Project Management Title: Project Sponsor
Role:
The person who commissions others to deliver the project and champions the cause throughout the project. They will normally be a senior member of staff with a relevant area of responsibility that will be affected by the outcome of the project. They are involved from the start of the project, including defining the project in conjunction with the Project Manager. Once the project has been launched they should ensure that it is actively reviewed.
The Project Sponsor is usually the one who has to negotiate a path through the tricky diplomatic areas of the project although the Project Manager will most likely be involved in such areas from time to time too!
Responsibilities:
Project Management Title: Project Board
Role:
This group, normally containing management grade personnel, is responsible for overseeing the progress of the project and reacting to any strategic problems. The group is optional, as the Sponsor-Manager relationship may be the best means of control, but is usually required in large projects that cross-functional boundaries.
Responsibilities:
Project Management Title: Senior Consultant or Supplier- side Project Manager
Role:
The person responsible for managing supplier-side input to the project.
Responsibilities
Project Management Title: Project Team Members
Role:
The staff who actively work on the project, at some stage, during the lifetime of the project. Some may have a specific role – for example, the Team might include a Project Administrator.
Responsibilities:
Team member roles will vary depending on the type of project. Typically they might be to:
Project Management Title: Project Administrator or Co-ordinator
Role:
Responsible for maintenance of the project plan, maintenance and updating of a project website (if appropriate). Provides administrative support to the Project Manager. This role is most likely to be required in larger cross-functional projects.
Responsibilities
Project Management Title: Systems Developer
Role:
To work with the Project Manager on defining and executing development requirements.
Responsibilities
Project Management Title: System Administrator
Role:
Management and support of the IT system environments
Responsibilities
For more project management related information, please visit our Training & Development Section.
What is Change Management Process?
Change is the only constant that we can rely on in the business world. It is critical for organizations to:
• Understand change
• Promote change
• Cope with change
• Value change
Although it seems an obvious question to begin with – the differences in how people perceive change is quite amazing. We find that the easiest way to understand what change represents is to use the diagram below. In other words, you know where you are and where you want to be – all you have to do now is get there.
Drivers for Change
The drivers for change can come from multiple sources both internal and external:
• Customers
• Internal processes
• Employees
• Economic conditions
• Competitors
• Suppliers
• Technology
• Culture
Organizations have to understand these drivers for change and their impact, both actual and potential, on the various activities that allow business to be transacted. The ability to cope with the changes is critical to long term survival.
The Change-Adept Organization
To have an organization that is adept at change there are three pre-requisites
• The imagination to innovate
• The professionalism to perform
• The climate to collaborate
The change-adept organization requires three main assets that will be allow the behavioral aspects outlined above to be used for change:
• Concepts
• Competence
• Connections
These assets are required no matter what type, intensity or level of change occurs. The next section looks at the types of change that can occur.
There are several types of change, each with its own set of characteristics and impact on the organization.
Incremental Change
The characteristics of incremental change include:
• Mostly happening
• Evolutionary
• Can be planned
• Can be imperceptible
• Can be insidious
• May be culturally driven
Transformational Change
The characteristics of transformational change are:
• Seldom happens
• Rarely planned
• Difficult to control
• Can be overpowering
• Can be unavoidable
• May be necessary to survive
Planned Change
For planned change the characteristics include:
• Focus is on structures and systems
• Focus is on implementation & planning
• Emphasis is on the people involved because organizations don’t change – people change!
Dimensions of Change
Change occurs along several dimensions:
• Leader Driven Change
• Process Driven Change
• Improvement Driven Change
• Organizational Renewal
Leader Driven Change
Leader Driven Change may be seen where:
• An organization gets a new leader who brings with them new ideas and approaches to the business.
• The leader of the organization realizes that change is crucial to survival and pushes it through the organization.
In these cases it is vital that the leader ‘walks the talk’ in relation to the change.
Process Driven Change
The change in this instance is focused primarily on the processes where:
• Innovation is required to upgrade the process.
• Efficiency requirements are increased.
• Customer requirements mean that current processes are no longer capable.
• Best practice has emerged and needs to be introduced to the process.
Improvement Driven Change
The emphasis in this type of change is to improve areas within the organization such as:
• Development of new skills in the workforce through cross training.
• Implementation of findings from benchmarking activity.
• Implementation of best practice
• Implementation of findings from continuous improvement activity.
Organizational Renewal
This type of change is most radical in that it looks at the whole organization in terms of:
• Maximizing benefits from synergistic activity.
• Business process reengineering
• Adjustment of business activity due to market forces.
No matter which type of change occurs there are certain requirements that need to be fulfilled if the change is to be implemented successfully.
For more training and learning material like the above article on Change Management Process, please visit our Training & Development Section.
Introduction to Effective Meetings: What’s a Meeting
A meeting is a gathering of people with one or more goals to be achieved. Meetings can be held in a variety of locations. They may be held for a variety of reasons each with their own particular impact on the organization and the attendees. Overall, meetings should be seen and used as effective vehicles for action and performance.
Value of Effective Meetings in the Organization
The value of meetings can be shown through
• A sense of involvement
• Communication
• Decision making
• Problem solving
• Creativity
• Team building
These can be considered on three levels
On the level of the Organization
• Improved use of time
• Improved decision making
• Better communication
• Better use of resources
• Multiple perspectives utilized.
On the level of the Team
• Improved use of time
• Improved decision making
• Better communication
• Better use of resources
• Ownership of processes.
On the level of the Individual
• Improved use of time
• Involvement in decision making
• Better communication
• Better use of knowledge
• Socialization
There are many benefits that arise from the use of meetings in an organisation, provided that the meetings are effective and focused. This makes us ask the question – what makes meetings work?
Making Meetings Work
It is possible to make meetings work by:
• Clarifying the understanding of what a meeting actually is.
• Examining different types of meeting and choosing the most suitable.
• Knowing why meetings fail
• Identifying and applying key skills and techniques.
Understanding the need for meetings allows participants to:
• See the real value of an effective meeting process.
• Set objectives for meetings and focus on achieving great outcomes.
• Try to improve meetings as communication and decision making vehicles.
Understanding the types of meetings allows participants to:
• Select the appropriate meeting type for the purpose.
• Prevent the downside associated with running the wrong meeting.
• Improve the image of meetings in the organization.
Understanding the reasons for failure allows the organizers of meetings to:
• Avoid the main mistakes.
• Remove performance obstacles
• Plan and resource meetings appropriately.
Application of key techniques and skills will cause;
• Improvement in the outcome of meetings
• Improvement in the level of commitment to and involvement in meetings.
• Better use of meeting time by focusing in on key issues through a structured process.
For more training and learning material, please visit our Training & Development Section.
This informative article on Performance Appraisal helps understand the key concepts associated with Performance Appraisal.
Why Have Performance Appraisal?
Performance Appraisal offers several advantages at the level of the:
Individual
• Recognition of past effort
• Developmental requirements can be uncovered
Team
• Alignment of effort with objectives
• Motivation of team members
Organization
• Development of staff
• Achievement of key objectives
• Best and focused utilization of human resources
Performance Appraisal and the Organization
The benefits to the individual, team and organization are good reasons for having an appraisal process in place. To maximize the benefits – the organization must support the appraisal process through:
• Appropriate resources to facilitate the process
• Design of a suitable process for the organization.
• Training of management staff in the process.
• Training of the personnel in the process.
The main components of the appraisal process can be listed as:
People
• Manager
• Employee
• Peers
Information
• Facts
• Opinions
Emotion
• Positive
• Negative
Appraisal Procedure
To increase the effectiveness of the appraisal process the following issues must be covered by the procedure.
• Agree the objectives
• Monitor performance
• Give sufficient notice
• Prepare any necessary documentation
• Prepare the location
• Conduct the appraisal
• Complete all relevant documentation
• Implement any agreed plans
Overall Benefits of Performance Appraisal
Having a well-defined procedure that can be followed and fully implemented will all the overall benefits of appraisal to be delivered. These benefits can be listed as:
• Increased employee performance
• Greater control of work
• Improved motivation and commitment
• Increased information flow
• Better relationships within & across the organization
For more training and learning material, please visit our Training & Development Section.
Dr. B. M. Hegde has given a inspiring talk on Child Education. This talk was named How Schools are Making Kids an Idiot from a Genius?
There are many beautiful inspiring messages he gave during his talk. One of the takeaways which I liked the most was about helping others and uniting with all. He said “I” stands for “ILLNESS” while “We” stands for “WELLNESS”.
Below is the must watch video of the awesome speech on by Dr. B. M. Hegde:
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The author has really revealed the truth behind the salary packages given while offering Fresher Jobs. This is a very informative article regarding Fresher Jobs.
Risk management is concerned with identifying risks and drawing up plans to minimise their effect on a project.
A risk is a probability that some adverse circumstance will occur
Risk is inevitable in a business organization when undertaking projects. However, the project manager needs to ensure that risks are kept to a minimal. Risks can be mainly divided between two types, negative impact risk and positive impact risk.
Not all the time would project managers be facing negative impact risks as there are positive impact risks too. Once the risk has been identified, project managers need to come up with a mitigation plan or any other solution to counter attack the risk.
The Risk Management Process:
–Identify project, product and business risks;
–Assess the likelihood and consequences of these risks;
–Draw up plans to avoid or minimise the effects of the risk;
– Monitor the risks throughout the project;
Risk identification :
Risk Planning:
–The probability that the risk will arise is reduced;
–The impact of the risk on the project or product will be reduced;
If the risk arises, contingency plans are plans to deal with that risk;
Risk Monitoring:
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Project Management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements. One has to select the proper project methodology.
Project management is accomplished through the use of the processes such as:
Project managers or the organization can divide projects into above phases to provide better management control with appropriate links to the ongoing operations of the performing organization. Collectively, these phases are known as the project management life cycle.
Project managers deliver projects to gain Customer Satisfaction while balancing the following constraints:
These all are so intertwined that a change in one will most often cause a change in at least one of the others.
For example:
Changes to any of these legs sets off a series of activities that are needed to integrate the change across the project.
Benefits of Effective Project Management:
Interpersonal Skills Management:
For more project management and project methodology related information, please visit our Training & Development Section.