Reflection And Discussion Forum Week 16 Assigned Readings

Reflection And Discussion Forum Week 16assigned Readingschapter 15 P

Reflection And Discussion Forum Week 16assigned Readingschapter 15 P

Reflection and Discussion Forum Week 16 Assigned Readings: Chapter 15. Project Termination Initial Postings: Read and reflect on the assigned readings for the week. Then post what you thought was the most important concept(s), method(s), term(s), and/or any other thing that you felt was worthy of your understanding in each assigned textbook chapter. Your initial post should be based upon the assigned reading for the week, so the textbook should be a source listed in your reference section and cited within the body of the text. Other sources are not required but feel free to use them if they aid in your discussion. Also, provide a graduate-level response to each of the following questions: Assume that you are working for a computer manufacturer as a software engineer and that you are told abruptly that your project will be canceled within 4 weeks. List the questions that you would have for management. After absorbing the shock, what would you do? [Your post must be substantive and demonstrate insight gained from the course material. Postings must be in your own words - do not provide quotes !] [Your initial post should be at least 450+ words and in APA format (including Times New Roman with font size 12 and double spaced). Post the actual body of your paper in the discussion thread then attach a Word version of the paper for APA review] Submitting the Initial Posting: Your initial posting should be completed by Thursday, 11:59 p.m. EST. Response to Other Student Postings : Respond substantively to the post of at least two peers, by Friday, 11:59 p.m. EST. A peer response such as “I agree with her,†or “I liked what he said about that†or similar comments are not considered substantive and will not be counted for course credit. practical Connection (BADM638 - B01 Strategic Decision Making) Practical Connection Assignment Attached Files: Required Practical Connection Assignment.pdf Required Practical Connection Assignment.pdf - Alternative Formats (480.104 KB) Practical Connection Assignment At UC, it is a priority that students are provided with strong educational programs and courses that allow them to be servant-leaders in their disciplines and communities, linking research with practice and knowledge with ethical decision-making. This assignment is a written assignment where students will demonstrate how this course research has connected and put into practice within their own career. Assignment: Provide a reflection of at least 500 words (or 2 pages double spaced) of how the knowledge, skills, or theories of this course have been applied, or could be applied, in a practical manner to your current work environment. If you are not currently working, share times when you have or could observe these theories and knowledge could be applied to an employment opportunity in your field of study. Requirements: Provide a 500 word (or 2 pages double spaced) minimum reflection. Use of proper APA formatting and citations. If supporting evidence from outside resources is used those must be properly cited. Share a personal connection that identifies specific knowledge and theories from this course. Demonstrate a connection to your current work environment. If you are not employed, demonstrate a connection to your desired work environment. You should NOT, provide an overview of the assignments assigned in the course. The assignment asks that you reflect how the knowledge and skills obtained through meeting course objectives were applied or could be applied in the workplace. Submission: Upload/attach your completed paper to this assignment by the due date. Please see the Course Syllabus for the actual due date. Concentration Intended Student Learning Outcomes Further, the Hutton & Plaster School of Business has identified the following intended student learning outcomes for students pursuing a concentration: Concentration in Accounting (ACTG) ISLOs Concentration in Entrepreneurship (ENTR) ISLOs Concentration in Healthcare Administration (HCA) ISLOs Concentration in Marketing (MKTG) ISLOs Concentration in Project Management (PROJ) ISLOs Concentration in Strategic Management (MGMT) ISLOs

Paper For Above instruction

The assigned readings for Week 16, specifically Chapter 15 on project termination, offer critical insights into the final stages of project management. Understanding when and how to terminate a project is as vital as initiating or executing it, ensuring resources are optimized and organizational goals are achieved efficiently. A fundamental concept in this chapter is the identification of the appropriate timing for project termination, which can be driven by various factors such as project success or failure, strategic realignment, or resource constraints. Recognizing these indicators allows managers to make informed decisions to either continue, modify, or terminate a project.

One key method discussed is the use of structured decision-making processes to evaluate whether a project should be terminated. These processes include performance assessments, cost-benefit analyses, and stakeholder evaluations. Properly applied, these methods enable organizations to avoid sunk costs and redirect efforts toward more promising initiatives. The term "project termination" itself encompasses different types, such as extinction, addition, integration, or starburst, each suitable in different scenarios dependent on organizational needs and project circumstances.

Understanding the concept of ethical considerations during project termination is also essential. Sometimes, the decision to terminate may involve sensitive stakeholder interactions, requiring transparency and fairness. The chapter emphasizes that ethical decision-making must be integrated into the termination process, respecting the interests of all parties involved and maintaining the organization’s integrity.

Applying this knowledge to a practical scenario—such as a software engineer informed suddenly of project cancellation—raises immediate questions. Typically, I would inquire about the reasons for cancellation—whether due to strategic shifts, budget issues, or performance concerns—to better understand the broader organizational context. Additionally, I might ask about the potential impact on project team members, remaining deliverables, and future opportunities, including possible roles in transitioning or reallocating resources. These questions help clarify the situation and prepare for the subsequent steps.

Following the initial shock, I would assess the project’s current status against established performance metrics and project documentation to determine what aspects can be salvaged or transferred to other projects. I would also ensure open communication with team members and stakeholders, maintaining transparency about the termination process and any transitional support available. From a strategic standpoint, I would reflect on lessons learned from the project’s lifecycle, documenting these insights for future organizational improvement.

In conclusion, the chapter on project termination underscores the importance of timely, ethical, and well-informed decisions in project management. As a software engineer or project team member, understanding these principles allows me to navigate project cancellations professionally and constructively, minimizing negative impacts and fostering continuous organizational learning.

References

  • Kerzner, H. (2017). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. John Wiley & Sons.
  • PMI. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). Project Management Institute.
  • Meredith, J. R., & Mantel, S. J. (2014). Project Management: A Managerial Approach (8th ed.). Wiley.
  • Turner, J. R. (2014). Handbook of Project-Based Management. McGraw-Hill Education.
  • Schwalbe, K. (2015). Information Technology Project Management (8th ed.). Cengage Learning.
  • Blanchard, B. S. (2018). Strategic Planning for Project Management. CRC Press.
  • Wysocki, R. K. (2014). Effective Project Management: Traditional, Agile, Extreme. Wiley.
  • Kaplan, R.S., & Norton, D.P. (2008). The Balanced Scorecard: Measures that Drive Performance. Harvard Business Review.
  • Gido, J., & Clements, J. P. (2017). Successful Project Management (7th ed.). Cengage Learning.
  • Levine, H. (2016). The Power of Project Management: The Secrets to Successful Project Execution. AMACOM.

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