FKB - BL5 HUMAN RELATIONSHIP DIAGRAMS v2

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K U B E D A T A F O R M: FKB_BL5
D I A G R A M S A N D B U B B L E S
How To Use This Form:
Spatial adjacency and organizational diagrams describe the relationships between
functional areas, programs, staff, and support areas within the organization. Using a
blank piece of paper, draw a simple bubble diagram which illustrates those internal
working relationships which require personal contact, passing of documents or shared
used of equipment/space. Use a separate piece of paper work to connect those
relationships in an organizational chart. Submit additional copies of this page if you
need to draw more than one diagram.
Key:
Critical _____ Important _____ Preferred _____
Spatial Diagrams
FKB_BL5 Project Control Diagrams Bubbles v2 Copyright 2014 by KUBE of Urbanetectonics, LLC. All Rights
Reserved.
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Organizational Bubbles
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FKB_BL5 Project Control Diagrams Bubbles v2 Copyright 2014 by KUBE of Urbanetectonics, LLC. All Rights
Reserved.

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Course Project Objective | Guidelines | Milestones | Deliverables | Grading Rubrics Objective The objective of the Course Project is to give you an opportunity to practice the skills learned in class regarding the planning methodologies of a project. These skills are directly applicable toward your senior project. Guidelines For this project you may choose one that is of interest to you or you may choose to begin planning for your senior project. When selecting a project, avoid picking one that is either too big or too small. For example, do not decide to build a new stadium for your local sports team (too big) or to plant your summer garden (too small). Here are some successful project ideas. The opening of a coffee shop An open house for a local social service agency A meditation pool and platform A redevelopment of a local playground Design and installation of a computer network for a small business Software development project A project to build a house is NOT acceptable. Milestones Due Week 2: Project Charter Due Week 3: Scope Statement Due Week 4: Work Breakdown Structure and Network Diagram Due Week 5: Risk Management Plan Due Week 6: Resource Management Plan Due Week 7: Communication Plan Due Week 8: Final Project Package Deliverables Due Week 2: Project Charter Provide a p roject c harter of your selected project in accordance with the charter template found in Doc Sharing. The project will be the project your team will use for the remainder of this course. For your new project, please develop a project team (citing names, e-mail addresses, and telephone numbers). Be certain to include the following. Project Objectives Project Statement of Work Milestones All other sections as required in the p roject c harter Please put this in proper business writing format. Consider me to be your boss. If working in a group, include a statement of participation, describing how each person contributed to this project deliverable. Please have each person sign the statement. Deliverables: Project charter (in MS Word) If working in a group, include a statement of participation, describing how each person contributed to this project deliverable. Please have each person sign the statement. Due Week 3: Scope Statement Prepare a scope statement using either the model on pages 144-145 in the text as a template or the scope template in D oc S haring. Remember to be tangible, measurable, and specific. Be sure to include all sections required in the Practitioner section of the W eek 2 L ecture. Deliverables: Project scope statement (in MS Word) If working in a group, include a statement of participation, describing how each person contributed to this project deliverable. Please have each person sign the statement. Due Week 4: Work Breakdown Structure and Network Diagram According to the PMBOK® Guide, "the WBS is a deliverable-oriented hierarchical decomposition of the work to be executed by the project team, to accompl.

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Communication is challenging in any setting. With the addition of cultural factors, communication becomes much more challenging. One way for communication to fluently flow through an organization is to establish clear communication channels. Organizational charts are often used to depict reporting structures and communication channels. As a result of an international acquisition or merger, it is necessary to restructure the organizational chart and communication channels. For this assignment, you have been provided with two organizational charts. The organizations that use these charts have recently merged. It is your responsibility to restructure the organizational chart to establish clear channels of communication for each organization. Scenario: Engineering Corporation is based in the United States and Aerospace Corporation is based in China. Aerospace Corporation is the parent company. he purpose of this assignment is for you to think about and create clear channels of communication to ensure efficiency and productivity among international organizations. Part One—The Organizational Chart. Create a new organizational chart that depicts the newly established communication channel. Create a new organizational chart from scratch, or copy and paste one of the provided organizational charts, and update it to include the new structure. Part Two—The Description of the Communication. In a two-page summary, describe the new communication flow and why it will function effectively. Be sure to mention the communication strategies and theories that are offered by Luthans and Doh (2012). Include the following details within your description: I. Introduce the need for new communication flow. II. Describe the cultural impacts of each organization. III. Describe the communication flow. IV. Describe the communication barriers that were considered. V. It must be at least two pages. Format the assignment in your own words using APA style, and include citations and references as needed to avoid instances of plagiarism. Insert each organizational chart as appendices (i.e., Appendix I, Appendix II, and Appendix III). .

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The first thing for EA professional to do is to map the Enterprise for every one to comprehend a tangible enterprise. This presentation shares Enterprise Map experience which has been useful for both business and technical community. In the speaker’s experience, the Enterprise Map is the few EA artifact that has retained its value long after delivery. While other EA artifacts end up as shelf-ware (and hence long forgotten in the EA repository), sets of Enterprise Maps make it much easier to explain EA concepts (at least in comparison to the Zachman framework). Not only does the Enterprise Map help to unravel the “big picture” of the enterprise, but it also facilitates enterprise collaboration. Gaining a true understanding of the enterprise is a collaborate process; this process is well-illustrated in the story of the blind man and the elephant. Thus, the formulation of the Enterprise Map also serves to create a culture of collaboration throughout the enterprise. One can draw parallels between the Enterprise Map (and its function as the “ground work” of EA) and an engineering survey. The Enterprise Map is not just a glorified diagram output from a complicated EA system; rather, it is built piece-by-piece from the hard work and total participation of various stakeholders. In fact, the Enterprise Map does not require a complicated EA system – it can be prepared with basic tools and manual processes (e.g., Microsoft Visio / SmartDraw).

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This pertains to Project Management Develop a project on the following scenario: You work for the CARE Foundation. The fundraising campaign was a success. While fundraising is still on-going, there is enough to proceed with daycare center development and to begin operations. You have been assigned the task of developing the project plan for adapting the donated space (assume it is a 5,000-square-foot, single-story retail site on a detached pad site (that does not touch other buildings), securing all required permits, and staffing and equipping the proposed center. You decide on operating parameters and adjust your plan accordingly. The following are the Required Elements of the project: Brief description (1 paragraph) detailing how your proposed project fits within the definition of a project. Perform a stakeholder analysis: Identify members (occupation/position) of a stakeholder register and offer a brief (bullet point style) narrative for each stakeholder describing how they relate to the project. Be sure to note if stakeholder interest covers the whole of the project or part of the project. Internal stakeholders External stakeholders Develop a stakeholder engagement plan (table would work or brief narratives) showing the type of communication and timing of communication for each stakeholder type during the project. Provide a one or two sentence project vision. Provide a description of your project team. You may use an organization chart or provide the information in a bullet point narrative. Show team members by organizational department or occupation, or both if needed. Describe your project plan. Use a combination of brief narratives and graphics (tables, etc). Identify the type of project life cycle Develop a task list Sequence the tasks Estimate duration of the tasks What is the delivery cadence? Create a CPM style network diagram showing tasks, time for tasks, and the critical path 1. You may use the post-it notes method and take a picture to embed in your document , or For each task, identify key positions/occupations needed and develop a RACI matrix Develop a Gantt chart appropriate to your project. i. Show or describe dependencies in your Gantt chart.

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Organisational success today depends on effective communication and collaboration with individuals from cultures with varying beliefs and practices. Indeed, with the workforce increasingly comprised of people of varying cultural backgrounds, leaders must now prioritise the significance of cultural competence in the workplace. Ensuring cultural competence at every level of your organisation cannot be understated. While cultural disparities can manifest in different ways, as a leader, you must build deep and nuanced cultural competence skills and education to accurately spot, address and alleviate the various scenarios that can arise. Failing to recognise the importance of cultural competence or not acting to improve it can lead to cultural negligence. There are a few things to consider to ensure your organisation is on the right track. In this deck, you'll understand the importance of building cultural competence in the workplace. You'll also learn • The three (3) dimensions of Cultural Competence in the workplace • Key strategies to build a culturally competent workforce • Major benefits you stand to gain by having a culturally competent team.

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Workforce Group

Value Proposition canvas- Customer needs and pains

P&CO

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2. Organizational Bubbles [Text] [Text] [Text] [Text] [Text] [Text] [Text] [Text] [Text] [Text] [Text] [Text] [Text] [Text] [Text] FKB_BL5 Project Control Diagrams Bubbles v2 Copyright 2014 by KUBE of Urbanetectonics, LLC. All Rights Reserved.

FKB - BL5 HUMAN RELATIONSHIP DIAGRAMS v2

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