Water Cube Reflection Journal Summary

Reflection Journal Summary

Drawing on material from the course Discussions, readings, Assignments, and your journal, compose a 1- to 2-page reflective summary. Include any relevant citations when discussing a specific concept, idea, or quote, even if you have taken this idea from your personal journal.

Your Program Management Reflection Journal is intended to be an important part of the learning journey while you are in this program. Your journal will serve both as a platform for insight and as a personal space for reflecting and developing self-awareness in all matters relevant to you as a leader. As such, you may keep the journal itself in electronic form or as a handwritten journal. You will not turn in your journal as part of a formal assignment; however, you will be asked to follow the requirements listed in the following paragraphs when maintaining the journal and you will be required to submit a formal summary of what has “struck” you at the conclusion of each course.

You will make weekly entries into your journal, using a critically reflexive, journaling-style writing method that describes what you have practiced throughout this course. Your journal entries should help you grapple with concepts and challenges you face during the course. Include any project management-related issues that are timely and relevant to your life. There is no quantity requirement—only quality journal entries are important.

At the end of Week 8, you will be required to submit a formal summary describing the elements that have “struck” you during your coursework. This reflective summary should draw on the course Discussions and readings, and it can include excerpts from your journal.

Write a Reflection Journal Summary of what you did over the eight in class in 2 pages.

Week 1: Individual and Organizational Influences on Projects

  • Briefly describe each of the three common types of organizational structures. What are the similarities and differences among them?
  • What skills does a project manager need that are the same regardless of the organizational structure? Support your response with at least one example.
  • What skills does a project manager need that differ depending on the structure of the organization? Support your response with at least one example.
  • In what ways does organizational culture influence how a project manager applies these skills? Support your response with at least one example.

Week 2: Managing Diversity in Global, Virtual Teams Project Team Structures

Refer to the article “Teamwork on the Fly,” where the author discusses the concept of teaming as an alternative team structure as well as its associated challenges and benefits.

  • How is teaming different from traditional/stable project teams?
  • What are the benefits and challenges associated with teaming as a structure for conducting projects?
  • How does teaming facilitates collaboration?
  • In what ways might teaming may impact the outcome of a project?

Week 3: Strategic Stakeholder Management

  • Briefly describe shareholder theory, stakeholder theory, and stakeholder salience.
  • Compare the three concepts. In what ways are they similar? In what ways are they different?
  • Which of the three concepts do you think has the most potential to positively impact business strategy? How? Why?
  • Which of the three concepts do you think has the most potential to negatively impact business strategy? How? Why?

Week 4: Communication Techniques for Complex Projects

  • Why it is important to determine stakeholder communications requirements for a project?
  • As a project manager, what steps would you take to determine how each stakeholder prefers to be involved in the organization’s projects?
  • What questions would you ask to determine the most effective way to communicate with this stakeholder throughout each project phase?
  • What accommodations would you need to make to adapt your communications to a complex project in a virtual environment?

Week 5: Identifying and Analyzing Stakeholders

  • Briefly describe each of the five “stakes” that a stakeholder may have in a project.
  • Which of the stakeholders from the Water Cube project has the greatest level of interest? Rights? Ownership? Knowledge? Contribution? Explain why.

Which approach to prioritizing stakeholders is most appropriate for the Water Cube project? Why?

Describe the people, groups, or organizations that comprise the project stakeholder community.

Describe the organizational position, project roles, expectations, and communications requirements of each stakeholder.

Prepare a stakeholder register.

Week 6: Strategies for Engaging Stakeholders

  • Describe the level of power and interest each stakeholder has in the project.
  • Describe each stakeholder’s potential impact on the project, based on power and interest.
  • Prepare a stakeholder power/interest grid for the project.

Week 7: Change Management and Stakeholders

Stakeholder Engagement Strategies

  • Explain how stakeholders will be engaged in the project on an ongoing basis.
  • Describe strategies for managing stakeholder expectations.
  • Explain the ways in which managing stakeholder engagement is related to project success.

Stakeholders and Change Management

  • Explain how project changes will be managed for the project
  • Explain how project changes will be communicated to the project stakeholders
  • Describe ways in which conflict among project stakeholders can be handled

Week 8: Closing a Project: Assessing Stakeholder Management Maturity

  • Briefly describe the five levels of stakeholder relationship management maturity.
  • Which level of stakeholder management maturity do you think applies to the management of stakeholders during the Water Cube project? Why?
  • What suggestions would you make for improving stakeholder management practices for the next project?

References:

Zou, P. X. W., & Leslie-Carter, R. (2010). Lessons learned from managing the design of the ‘Water Cube’ National Swimming Centre for the Beijing 2008 Olympic Games. Architectural Engineering and Design Management, 6 (3), 175–188.

Bourne, L (2008). (SRMM®): Stakeholder Relationship Management Maturity. Paper presented at PMI Global Congress 2008- EMEA, ST. Julian’s Malta Newtown Square, PA: project management Institute. Retrieved from https://www.pmi.org/learning/stakeholder-relationship-management- maturity-8364

Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide). Sixth edition. Newtown Square, PA: Author.

 
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