Assignment Content Throughout The Past Few Weeks You Have Le

Assignment Contentthroughout The Past Few Weeks You Have Learned Abou

Throughout the past few weeks, you have learned about the type of leader you’d like to be and how you can use your leadership skills in project management. This week’s reading discussed Kotter’s eight-step model of planned organization, appreciative inquiry, and the psychological and emotional processes involved in successful change. Leading an IT project will require you to use all of these skills when working with stakeholders. One of the most important project tasks is to present the scoping information to the stakeholders. For this assignment, you will revise your team’s project plan to present to stakeholders.

Access your team’s draft of the Project Plan Template from the Week 3 Team – Apply: Project Scope, Budget, and Timeline Stakeholder Meeting Role Play assignment, and re-save it so you can work on it individually. Using information from the previous weeks’ assignments and instructor feedback, revise the Project Plan Template. Your new project plan should include the following revisions and additions: A summary of the project in Section 1: Summary; an individual revision of the timeline from the Week 3 Team – Apply: Project Scope, Budget, and Timeline Stakeholder Meeting Role Play assignment in Section 3: Schedule – Milestones; a list of stakeholders (refer to the Week 3 – Apply: Project Management Flowchart and Summary assignment document) in Section 4: Resources; an analysis of the impact of change that should occur based on the risk assessment in Section 6: Change Management; an explanation and justification for the changes made in your revision of your group’s decisions in an Appendix section. Cite two sources other than Intuit, Inc. company documents. Format your citations according to APA guidelines. Submit your assignment. I HAVE ATTACHED THE PREVIOUS ASSIGNMENTS THAT THE INSTRUCTIONS ARE REFERRING TO.

Paper For Above instruction

Effective project management hinges on clear communication, thorough planning, and stakeholder engagement. This paper presents a comprehensive revision of the team’s project plan, emphasizing leadership principles learned in recent weeks, including Kotter’s eight-step model, appreciative inquiry, and change management psychology. The aim is to enhance project clarity, stakeholder understanding, and readiness for change, thereby increasing the likelihood of successful project implementation.

1. Project Summary

The project aims to develop and implement a new IT system designed to improve operational efficiency and data accuracy across various departments within the organization. This initiative is motivated by the need to stay competitive, streamline business processes, and enhance data security. The project scope includes system design, development, testing, deployment, and staff training. Specific goals are to reduce processing time by 30%, eliminate redundant data entry, and improve report accuracy. The project's success will be measured through performance metrics such as system uptime, user satisfaction, and processing time reduction.

2. Revised Timeline and Milestones

The timeline has been adjusted to reflect realistic deliverables based on recent assessments and feedback. Key milestones include:

  • Project initiation and stakeholder alignment (Week 1)
  • Requirements gathering completion (Week 3)
  • Design phase completion (Week 6)
  • Development and coding (Weeks 7–10)
  • Testing phase (Weeks 11–12)
  • User training and documentation (Week 13)
  • Deployment and go-live (Week 14)

This timeline emphasizes iterative feedback cycles and risk mitigation strategies to ensure project quality and timeliness.

3. Stakeholder Resources

A comprehensive list of stakeholders includes internal teams such as IT, finance, operations, HR, and external partners like vendors and consultants. The stakeholder list is based on the project management flowchart and summary documentation from prior assignments. Each stakeholder's role and influence level are documented to facilitate targeted communication and engagement strategies.

4. Impact Analysis and Change Management

Based on the risk assessment, the potential impacts of the project include operational disruptions, resistance to change from staff, and resource reallocation. An analysis indicates that proactive change management strategies — including transparent communication, stakeholder involvement, and appreciative inquiry — are essential to mitigate adverse effects. These strategies foster psychological safety, increase acceptance, and promote positive attitudes toward change, aligning with psychological and emotional processes discussed in the course readings.

5. Justification of Changes

The revisions made to the original group decisions are justified by current project realities, recent feedback, and research literature emphasizing the importance of adaptive leadership and change facilitation. The project plan now better reflects a holistic understanding of stakeholder engagement, risk management, and leadership models, setting a firm foundation for successful project execution.

References

  • Cameron, E., & Green, M. (2015). Making sense of change management: A complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers.
  • Kotter, J. P. (2012). Leading change. Harvard Business Review Press.
  • Cooperrider, D. L., Whitney, D., & Stavros, J. M. (2013). The appreciative inquiry handbook: For leaders of change. Berrett-Koehler Publishers.
  • Hiatt, J. (2006). ADKAR: a model for change in business, government and our community. Prosci.
  • Hiatt, J., & Creasey, T. (2003). Change management: The people side of change. Prosci Learning Center Publications.
  • Lewin, K. (1947). Frontiers in group dynamics: Concept, method and reality in social science; social equilibria and change. Human Relations, 1(1), 5–41.
  • Appreciative Inquiry Commons. (n.d.). The 5-D Cycle of Appreciative Inquiry. Retrieved from https://appreciativeinquiry.champlain.edu/approaches/the-5-d-cycle/
  • Burnes, B. (2017). Managing change: A strategic approach to organizational change. Journal of Management Development, 36(2), 86–102.
  • Burnes, B., & Cooke, B. (2013). Kurt Lewin’s change management modeling as a practical tool for individual and organizational change. Journal of Change Management, 13(4), 582–615.
  • Van de Ven, A. H., & Poole, M. S. (1995). Explaining development and change in organizations. Academy of Management Review, 20(3), 510–540.

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