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input an n×n symmetric, tridiagonal matrix

Programming assignment 10
The shifted QR algorithm
In class, we saw a version of the QR algorithm that started with a symmetric, tridiag-
onal matrix A and successively found Ak = QkAk−1QT
k so that the off-diagonal elements
of Ak converge to 0. The eigenvalues of A then appear on the diagonal.
In this assignment, we’re going to speed up the convergence of the sequence Ak. Let’s
assume we have the tridiagonal matrix
A =









a1 b2 0 0 . . . 0 0
b2 a2 b3 0 . . . 0 0
0 b3 a3 b4 . . . 0 0
… … … … . . . … …
0 0 0 0 . . . an−1 bn
0 0 0 0 . . . bn an









So ak = Ak,k and bk = Ak−1,k. If bn = 0, then the matrix has the form
A =
[A′ 0
0 an
]
which shows us that an is an eigenvalue and that we can focus on finding the eigenvalues
of the (n − 1) × (n − 1) matrix A′. So our goal will be to perform QR steps to make bn = 0.
We will use λ1, λ2, . . . , λn to denote the eigenvalues of A. With some work, we could
see that the rate at which bn → 0 in the QR algorithm is proportional to
∣
∣
∣ λn
λn−1
∣
∣
∣. To speed up
convergence, we will form an estimate of λn, which we call σ, and then consider A − σI,
whose eigenvalues are λj − σ. In this matrix, bn converges to 0 at a rate proportional to∣
∣
∣ λn−σ
λn−1−σ
∣
∣
∣. If σ ≈ λn, then λn − σ is close to zero, which means the convergence will be
rapid. To recover the eigenvalues of A, we add σ to the eigenvalues of A − σI.
Here’s how we form σ, our estimate to λn. An easy way to estimate λn is just using the
entry an = An,n. But a better estimate would be to consider the 2 × 2 matrix in the lower
right corner: [an−1 bn
bn an
]
and find its eigenvalues, which are
(an−1 + an) ± √(an−1 − an)2 + 4b2
n
2 .
Choose σ to be the eigenvalue of the 2 × 2 matrix that is closest to an.
Here’s how the algorithm works then. We input an n×n symmetric, tridiagonal matrix
A and a tolerance .1. Set a variable shift = 0.
2. Find σ using the recipe above.
3. Redefine A = A − σI and shift = shift + sigma.
4. Perform one step of the QR method redefining A = QAQT using your previous
code.
5. If |bn| < , then an is an eigenvalue of the shifted matrix. Recursively, find the
eigenvalues of A′, the (n − 1) × (n − 1) matrix in the upper left corner of A and
combine them with an. Add shift to all the eigenvalues and return.
6. If |bn| ≥ , go back to step 2 and repeat.
Goal: Your goal is to write a function QR(A, tolerance) whose input parameters are
an n × n symmetric, tridiagonal matrix A and a desired tolerance for the off-diagonal
elements. Your function should return a list of eigenvalues of A.
Some things to take note of:
• A[:k, :k] will give you the k × k matrix in the upper left corner of A.
• The last entry in a list l is l[-1] and the second to last is l[-2]. That means that
A[-1,-1] is the entry in the lower right corner.
• How do you find the eigenvalue of a 1 × 1 matrix? This is the final step in the
recursion.
A good example to test is the 9 × 9 matrix that computes a discrete approximation
to the second derivative of a function (2’s on the diagonal and -1’s on the tridiagonal).
Check your results against np.linalg.eig(A)[0].
If you count the number of steps, you should find convergence is incredibly fast. For
instance, with a tolerance of 10−4 and using the 9 × 9 second-derivative matrix A, about
15 total steps are required, which is amazing.
Remember when we looked at rates of convergence earlier and saw that fixed point
iteration is linear and Newton’s method is quadratic? This method is cubic, which is very
rare and very wonderful. Due to its rapid convergence, this algorithm was named one of
the 10 most important algorithms of the 20th century.
http://pi.math.cornell.edu/ ̃ajt/presentations/TopTenAlgorithms.pdf

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Design a relevant two-column chart or matrix that lists characteristics of modern American society that define it as sensate.

Part 2 – Chart/matrix

Design a relevant two-column chart or matrix that lists characteristics of modern American society that define it as sensate.

Column 1: list at least a dozen characteristics of modern American society that define it as sensate.

Column 2: on an adjacent column, list the corresponding aspect that would be characteristic of an ideational culture.

……………………………………………………………………………………………………

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Project Selection Prioritization Matrix

 PROJ5002 Project Management PrinciplesAssessment 2: Workbook
Assessment type Report
Word length N/A
Learning Outcomes 2, 3
Weighting 40%
Due date 11pm Sunday Week 5
The workbook has five topics to align with Weeks 1-5 of the unit. Each topic is worth 80 points adding to a total of 400 points. Your total point tally will be divided by ten to determine your mark for the assessment. For a detailed scoring table per exercise, please see the ‘Assessment 2 – Rubric’ under ‘Assessment Tasks and Submission’ ‘Assessment 2 – The Workbook’.

Contents
1 Topic 1: Project Management Introduction, Charter and kick-off 4
1.1 Project Selection Prioritization Matrix 4
1.2 Scope Overview (word limit: 200) 7
1.3 Milestone Schedule and Deliverables 8
1.4 Initial Risk Identification 8
1.5 Resources Required 9
1.6 Initial Stakeholder Identification 9
1.7 Team Operating Principles 9
1.8 Lessons Learned 9
1.9 Commitment 10
2 Topic 2: Communication plan, WBS, and RACI 11
2.1 Stakeholder Prioritization Matrix 11
2.2 Project Communications Matrix 11
2.3 Work Breakdown Structure 12
2.4 The RACI chart 13
3 Topic 3: Time management and Cost Management 14
3.1 AoN 14
3.2 Time estimation 14
3.2.1 Time estimation – Enumeration method 15
3.2.2 Time estimation – Two Pass method 15
3.3 Critical path 15
3.4 Resource Loading 15
3.5 Gantt chart 16
3.6 Resources and cost to activity 16
4 Topic 4: Progress reporting scope change, and crashing 17
4.1 Crashing your project 17
5 Topic 5: Risk management, and Quality management 18
5.1 Risk identification I 18
5.2 Risk identification II 18
5.3 Risk identification III 18
5.4 Quality tools 19

Week 1: Project Management Introduction, Charter and kick-off
1.1 Project Selection Prioritization Matrix
Below is an example of how calculations in a trade-off matrix are performed:
Project/Selection Criteria Criteria A Criteria B
Weight: 5 10 Total
Landscaping project 7 5
(5*7=) 35 (5*10=) 50 (35+50=) 85
Using the example, score each of the projects in the table below. Based on the score, which project would you choose?
Project/Selection Criteria Potential Monetary Gain Success Probability Social Opinion
Weight: 5 10 3 Total
Construction Project: International Hotel, Hawaii 8 5 5
Construction Project: Local Hotel, Brisbane 10 6 4
Infrastructure Project: High Speed Rail – Sydney to Melbourne 9 3 8
Investment project: The Old Farm House 7 7 10
Answer:
• _________________

Based on the prior Project Selection Prioritization Matrix, you undoubtedly have surmised that the Old Farm House investment project is the best option for you at the moment. Following this decision, the following project brief below has been developed for you.
Old Farm House Business Case
You have inherited a century old farm house and acreage in a rural area. You have visited the site and made an inspection. The house needs a great deal of repair work to get it marginally liveable. You have itemized the most important things that need to be done and estimated the time required as shown below.
You plan to use this house for vacations and as a rental property through Airbnb. In fact, your work colleague as already expressed interest in staying over as soon as the property is finished. Your parents have sponsored you with a personal loan of $10,000 – that will give you enough money to buy the supplies and have a spending budget on help from a local contractor and two of his apprentices. You yourself have committed to working 80 hours over your vacation to fix up the house, but you are terrible at carpentry and painting. Your vacation of two weeks starts on Monday the 1st of June, and you prefer to be present when the contractor is on site. Assume you, the contractor and his apprentices all can work up to 8 hrs per day, 5 days per week.
You expect that within 2 years of renting the property you will have earned enough money to repay your parents.
Each activity is to be performed by one person only.
Continually ask yourself the question “when this is done, what else can I start now, or which things can I do at the same time?”.
Resources Cost Note
Supplies needed $5,000
You $0 Can do all jobs except carpentry and painting
Contractor $125 per hour Expert in carpentry
Apprentice I $60 per hour Expert in painting
Apprentice II $40 per hour Can do all odd jobs (except carpentry and painting)
Please note while working on this project, many assumptions are made that appear unrealistic, such as for example the wages, or constraints around who can do what. The main reason behind these decision has been to create an example that is easy for you to work on, while keeping it within small boundaries.
The following List of Most Important Fixes and Project Customer Trade-Off Matrix are provided to you as background to the project; they are part of the Business Case.
List of Most Important Fixes (not necessarily in order of schedule or priority):
1 Purchase supplies
2 Hang new curtains
3 Repair wooden shutters
4 Paint shutters
5 Hang shutters
6 Repair wooden porch
7 Paint porch
8 Repair wooden floor
9 Sand floor
10 Refinish (paint) floor
11 Paint ceilings
12 Paint doors
13 Paint interior walls
14 Paint exterior walls
15 Wash exterior windows
16 Wash interior windows
Project Customer Trade-off Matrix
Old Farm House Enhance Meet Sacrifice
Cost Cannot go over $10.000 Spend full budget to save time
Schedule Save time (you are allowed to spend the full budget if it enhances time finished) Must finish in two weeks (10 business days)
Quality Must meet
Scope Must meet

1.2 Scope Overview (word limit: 200)
Use your own words to convert the project brief into a scope overview:

1.3 Milestone Schedule and Deliverables
Based on the project brief and the list of work packages, please list the milestones you would identify for this project. The first and last are already given for you. Estimate a completion date for each milestone, as well as what the acceptance criteria would be. Also think about who should judge whether or not the criteria have been met.
Milestone Completion Date Acceptance Criteria Stakeholder Judge
Charter signed off
Project completion
1.4 Initial Risk Identification
Based on the project brief, examples from the textbook and your own interpretation, please identify at least four potential risks to the project.
Project (Potential) Risks Risk Owner Contingency Plans

1.5 Resources Required
Based on the project brief, examples from the textbook and your own interpretation, please identify the funding, workers and equipment required for this project, as well as potential other resources. Don’t overthink this exercise and keep it short and simple.
Funding:
People:
Equipment:
Other:
1.6 Initial Stakeholder Identification
Based on the project brief, examples from the textbook and your own interpretation, please identify at least four stakeholders to the project, their interest and priority to the project.
Stakeholder Interest in Project Priority (High/Medium/Low)

1.7 Team Operating Principles
Please list at least three Team Operating Principles you believe are important for your project (refer to textbook):
• _________________
• _________________
• _________________
1.8 Lessons Learned
Please list at least three Lessons Learned you believe can contribute to your project:
• ________________
• ________________
• ________________

1.9 Commitment
Fill out the first column of the table below:
Sponsor Department / Organisation Signature
N/A
Project Manager Department / Organisation Signature
N/A
Core Team Member/s Department/ Organisation Signature
N/A

Week 2: Communication plan, WBS and RACI
2.1 Stakeholder Prioritization Matrix
Based on the project brief, examples from the book and your own interpretation, please identify as many stakeholders as possible. Rank their power, Interest, Influence, Impact, Urgency and legitimacy on a scale of 1 to 3 (1 = low, 2 = medium, 3 = high) and add them in column ‘Total’.
Stakeholder: What is the stakeholder’s main interest? Power Interest Influence Impact Urgency Legitimacy Total Priority (a score of 6-9 = low, 10 to 14 = medium, 15 to 18 = high))
Example: Stakeholder A A clean, quiet environment 1 3 1 1 3 2 11 Medium

2.2 Project Communications Matrix
Based on the project brief, examples from the book and your own interpretation, complete the communication matrix below. (It is possible that certain cells might be left open).
Stakeholder Learn From Stakeholder Share With Stakeholder Timing Method Owner (responsible for communication)

2.3 Work Breakdown Structure
Based on the project brief, examples from the book and your own interpretation, complete the WBS. Use Exercise 1.3, the milestones, to guide you. Start with the first milestone after ‘Charter signoff’ and finish with the ‘Project completion’. The number of sub-packages needed per milestone is up to your discretion and the context of the project.
While you are working on the WBS you also need to provide the predecessors for each activity – what must be completed before this activity can begin. This dependency will be needed later in Week 3 to help create the AoN.
The table below is an example. Replace the text with your own interpretation of the project at hand.
[Project Name]
WBS code Activity Name Predecessor(s)
1 Charter signed off
2 [First milestone] 1
2.1 [First activity needed to complete the first milestone]
2.2 [second] 2.1
2.3 Etc.
3 [Second milestone] 2
3.1 [First activity needed to complete the second milestone]
3.2 Etc. 3.1
4 Etc. Etc.

n Project completed

2.4 The RACI Chart
Based on the project brief and the WBS, as well as example from the book, finish the RACI chart below. You decide how many people should be added to the table. You may need to add rows. Please make sure you replace the text ‘Person A, and B’ with your project team member identified.
The first and second columns of this table should match the first and second columns of the table in Exercise 2.3.

WBS Code Activity Name Sponsor Project Manager (you) Person A Person B
1 Charter signed off A R I I

RACI Key: (R) Responsible, (A) Accountable, (C) Consult, (I) Inform

Week 3: Time Management and Cost Management
Go to blackboard and download the additional information needed for this topic. Go to ‘Assessment Tasks and Submission’ ‘Assessment 2 – The Workbook’ ‘Additional Info on the Old Farm House Business Case’ and locate ‘Additional Information WEEK 3’.
Use the WBS contained therein as the foundation for this week’s AoN and Gantt chart.
It is still up to you to determine dependencies in this WBS, which you will do in activity 3.2.
Remember, the Business Case outlines the resource limitations, that is, who can work on what activity. Consider these limitations as you develop your AoN.
3.1 AoN
Based on the information provided on blackboard, use for instance MS PowerPoint to create an Activity on Node diagram based on the WBS provided in ‘Additional Information WEEK 3’. Ensure that you have one node per activity. Make sure you save your work as we will change and add to it as we advance through the Exercises.
Post the interim step here. Save your work. You will post the final schedule under 3.4
3.2 Time estimation
Based on the information provided, give a best estimate of the duration of each activity. Make sure you mention the unit you use (i.e. hours). Not each activity will have a clear answer, so use your best educated guess. Give a short explanation to each activity why you think it will take as long as you’ve estimated. Keep your explanation as short and succinct as possible.
WBS Code Activity Name Predecessor(s) Duration (hours) Explanation on duration

3.2.1 Time Estimation – Enumeration Method
You can now update the AoN diagram with the time estimates and the enumeration for each path. This is your basic project schedule.
Post the interim step here. Save your work. You will post the final schedule under 3.4
3.2.2 Time Estimation – Two Pass Method
Now use Exhibits 8.11-8.14 (Pages 260-263) to create a Two-Pass schedule for your project.
Post the interim step here. Save your work. You will post the final schedule under 3.4
3.3 Critical Path
Identify the critical path in your project:
The critical path in my project is_________________, and takes ___________ (hours)
3.4 Resource Loading
In your project, assign your resources to the activities and optimise the project schedule as best as possible. With the limitation of your resources, your project might again increase in time. Don’t worry about this. In topic 4 we will discuss project crashing and try to improve the project timeline.
Please post here your re-adjusted Two-Pass AoN including the resources:
*There will be no point deductions for project running over time or budget in this week*

3.5 Gantt Chart
Go to blackboard and download the Gantt Chart Template. Go to ‘Assessment 2 – The Workbook’ — ‘Additional Info on the Old Farm House Business Case’ and locate ‘MNG91217 – Gantt Chart Template’
Using the template provided, create your Gantt chart based on the AoN developed before.
Instructions:
In column A name the activity, in column D enter the start (in hours) and in column E enter the duration (hours). Leave the resource column (F) empty for now as we’ll fill it under Exercise 3.6 Resources and cost to activity.
From column H onward, simply place a ‘1’ in each cell corresponding to your start time and duration. As an example, activity 2 – buying supplies has already been entered for you.
There is no need to post anything here. Just save your work and post the final chart under 3.6
3.6 Resources and Cost to Activity
In the excel template, assign a resource to each of the activities from the dropdown box in column ‘F’. As a result, a project cost overview for your project will be updated in the graph below the chart. The graph can be used to help control the project budget.
Post here your final Gantt chart with resource allocation, including the histograms and budget graph.
Tip: select the cells in excel you want to display here, for example A17 to CI37, and press CTRL-C. Switch the window to Word and select the location you want the graph to appear and press CTRL-ALT-V – and select Picture (Enhanced Metafile) for the best result.
Please do not paste as a Microsoft Excel Worksheet Object.
You can leave the picture in the size it appears, the marker will be able to zoom in and see the details.
You can follow the same process to copy the graph. Simply select the graph in excel, and press CTRL-C. Switch the window to Word and select the location you want the graph to appear and press CTRL-ALT-V – and select Picture (Enhanced Metafile) for the best result.
You can leave the graph in the size it appears, the marker will be able to zoom in and see the details.

Week 4: Progress reporting scope change, and crashing
Go to blackboard and download the additional information needed for this topic. Go to ‘Assessment Tasks and Submission’ ‘Assessment 2 – The Workbook’ ‘Additional Info on the Old Farm House Business Case’ and locate ‘Additional Information WEEK 4’
Use the information contained therein as the foundation for this week’s Two-Pass AoN and Gantt chart.
There is only one exercise this week, but it is a big one and will require some experimentation. Use the example provided to your advantage to understand the effects of crashing one or more activities in your project.
4.1 Crashing your project
Use the information provided in the updated information, your project brief and the requirements given in the Project Customer Trade-off Matrix, to optimize your project.
Provide a new Two-Pass AoN (including resource loading), Gantt chart, histograms and budget graph based on the crashed project.

Week 5: Risk Management and Quality Management
5.1 Risk identification I
Look at the risks identified in Exhibits 11.5, 11.6, and 11.7. Compile a list of risk categories you believe are relevant to your project. (Identify at least 3)
1. …
2. …
3. …
5.2 Risk identification II
Using the first three categories of risk you compiled in the previous exercise, now identify the one risk for each category that may impact on your project. Add them to the table below following the example, and score the probability and impact on a scale of 1 to 10 (1 is lowest, 10 is highest).
Fill out all columns except for the last two. This will be done in the next exercise.
Risk Register
Risk Description Impact (Descriptive) Category Probability (P)
(1 to 10) Impact (I)
(1 to 10) Score
(P*I) Prevention Strategy Mitigation Strategy
[example] Breaking of carpentry tools Potential loss of time as work cannot be done Material, equipment and labour cost 3 9 27 Have a spare set of tools available at all times Have a small portion of the budget set aside to replace tools when necessary
1
2
3
5.3 Risk identification III
Now complete the last two columns in your risk register for your risks. Keep in mind that while we may identify both a prevention and a mitigation (you may need to check your understanding of this word in a dictionary) strategy at this stage, only one of the two might actually be implemented at time of project start.
5.4 Quality tools
Identify at least three quality tools based on Exhibit 14.9 that are applicable to your project and explain why.
Quality tool Explanation
[example]
Charter Provides guidance for the project; establishes a rationale for the project; establishes a baseline for execution of the project.
The Charter is important for my project in order to initially establish the work to be done, but also establish project boundaries – what won’t be done.
1.
2.
3.

Next, select three work packages from your project, and using the quality tools you have nominated above, explain how you would maintain its quality, as well as identify who is responsible for each quality tool:
Project Deliverables Work Processes Quality Control Activities: Quality Assurance Activities: Quality Roles & Responsibilities:
[Repair Porch] [4.1] Charter Ensure that ONLY repairs are carried out as per Charter and agreed activities. This activity does not include modifying or improving porch. It is important to adhere to this to mitigate against scope creep. Owner to ensure repairs only are carried out.
Contractor to ensure apprentices do not engage any additional work.
1.
2.
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Risk Matrix Level of likelihood Level of Impact

 Assessment Task-2 Project work and Role PlaySection 1: Review programs, systems and processes
Task One
Company Overview
1. Establish the strategies the organisation will adopt to monitor and evaluate performance and sustainability of key systems and processes.
Discuss at least three approaches/strategies
? Deciding on the approach to monitor and evaluate, such as:
? Total quality management (TQM)
? Lean management
? ISO 9000 (quality management systems standards) o Key systems analysis o Process analysis
? Arranging for input from stakeholders
? Analysing the strategic plan
? Reviewing existing QA processes
? Consulting with external experts or specialists
? Researching industry requirements
? Referring to legislative and other compliance requirements
2. Undertake detailed analysis of supply chains, and operational, product and service delivery systems.
• Analysis of supply chain:
• Operation system:
• Service delivery system:
• Identifying and evaluating the processes in a supply chain
• Consulting with other staff to gather information from people who deal with suppliers and customers
• Identifying activities that comprise an organisation’s value chain as primary and secondary (support) activities
• Highlighting areas of inefficiency
• Identifying and prioritising areas for improvement
• Mapping the current supply chain, and analysing the mapping the product flow from production to customer delivery
• Identifying opportunities for strategic partnership with suppliers
• Improving efficiency and cutting costs
• Identifying suppliers and environmental factors that affect supply
3. Conduct a performance analysis of the organisation
A. Identify key result areas and performance measures, and evaluate the effectiveness of tools used to measure performance.
• Considering factors that affect the current state and predictions for the future state of the organisation
• Using a variety of sources of information, such as SMEs ? Determining performance measures, such as:
? input measures – how effectively resources are being used to achieve outcomes
? outcome measures that compare intended or projected results to actual results
? output measures that review the quantity or quality of the products or services delivered
? efficiency measures, such as productivity or cost-effectiveness o quality measures used to determine effectiveness in meeting customer expectations related to product reliability, service responsiveness or measuring error rates
? Sourcing performance data, such as reports, graphs, reporting tools, benchmarking measures, surveys, discussions, audits and observations
? Using analysis tools such as brainstorming, mind mapping, cause and affect charts, flowcharting, and control and run charts
? Evaluating measuring tools, such as determining whether:
• measures enable projections or anticipated results of data is readily available, reliable and up to date
• measures allow for timely analysis to enable decision-making o measures are easy to calculate o tools and techniques are user-friendly
• tools and techniques identify issues or improvement opportunities o there is a balance of financial and non-financial measures
B. Analyse performance reports and business plans. As part of your analysis, identify variance from expected results and potential causes of any variance.
• Identifying performance reports related to finance, marketing, sales and customer service, quality, production, logistics, human resources, and health and safety
• Using data collected from resource usage, expenses, outputs and outcomes
• Determining reasons for variances, such as increases in sales leading to a favourable variance
• Identifying corrective actions, such as revising objectives and measures to ensure they are appropriate
C. Identify and analyse changing trends and opportunities relevant to the organisation, conducting a PEST analysis, a SWOT analysis and a competitor analysis.
• Conducting a PEST analysis to review external environmental conditions that apply to the organisation (Use Template)
PEST Analysis
Political
Economical
Social
Technological
• Conducting a SWOT analysis describing the strengths, weaknesses, opportunities and threats of the existing approach to innovation and continuous improvement (Use Template)
SWOT Analysis
Strengths
Weaknesses
Opportunities
Threats
• competitor analyse
• Technology and electronic commerce opportunities
Section 2: Facilitate and communicate about continuous improvement
Task two
a. Communication Plan including handouts or notes
Objective:
Relevant stakeholders
Required resources
Method
Schedule/ delivery date
Relevant policies/ procedures
Security/ confidentiality status
Strategy for all team members to provide feedback
Outcomes/ follow-up actions
Documentation
b. Undertake a risk management and cost–benefit analysis for each option or idea selected for trial.
Risk Management Plan
Background:
Context:
Level of access and restrictions:
Reporting requirements:
Risk Matrix
Level of likelihood Level of Impact
1 (Significant) 2 (Minor) 3(Moderate) 4 (Major) 5 (Catastrophic)
A (Expected) Medium Medium High Extreme Extreme
B (Probable) Medium Medium Medium High Extreme
C (Possible) Low Medium Medium High High
D(Improbable) Low Low Medium Medium High
E (Rare) Low Low Low Medium Medium
Risk Action Plan
Risk Description Priority Proposed Controls Actions required to implement controls Resource requirements Costs ($) Responsibilities Schedule

Record keeping procedures:
Updates Person Responsible Date
Risk register
Lessons learned register
c. Undertake Cost Benefit Analysis
Elements Cost ($) Benefits

d. Obtain approval from appropriate personnel for the selected innovations through agreed organisational processes.
? Completing an authorised approval request form
Section 3: Implement innovative processes
Task Three
Prepare a plan for implementing continuous improvement and/or innovation:
a. Address the impact of change and consequences for all affected people.
? Understanding and reducing the barriers to change
? Promoting enablers of change, such enabling team leaders to be change agents
? Addressing the need for training and development in change management for staff to improve performance through workshops, accredited training or mentoring
? Listing the expected changes, the implementation will bring, and the impact on people and resources
? Arranging activities to support change, such as:
a. team building
b. inter-group development in changing attitudes and perceptions o process consultation to adjust to new processes being introduced o survey feedback that allows employees to provide input o sensitivity training to change behaviours o job redesign to fit new structures or technology o career and succession planning for employees
c. implementing health promotion programs to prevent stress and anxiety, including staff counselling if necessary
b. Implement a change transition plan.
? Deciding on an appropriate approach according to the organisation’s policies, procedures and practices, and the size and nature of the innovation or improvement project
? Identifying the likely effect of change and determining change readiness and associated risks, including contingency plans
? Determining transition activities
? Determining resource requirements
? Allocating roles and responsibilities
? Determining communication requirements (showing what is being to communicated, who is being communicated to, and the method and frequency of communication)
? Identifying methods for monitoring and evaluating the transition schedule
c. Ensure the objectives, time frames, measures and communication plans are in place to manage implementation
? Using a project planning approach, such as a project management body of knowledge (PMBOK)
? Defining the process of implementing the project in an implementation plan that includes:
Project Objectives Activities Required Resources Time frame
Task Four
Follow up any failures or non-performance:
a. Implement contingency plans, such as using an alternative supplier for raw materials.
b. Investigate and analyse the causes, and manage emerging challenges and opportunities effectively. You will be observed speaking with staff involved to evaluate the options and determine solutions.
? Providing coaching in one-on-one sessions to help build a skill or improve performance in certain areas
? Identifying barriers, understanding needs, and selecting methods and strategies most likely to work with the employee
? Identifying the variances between the plan and the actual performance, such as by conducting a root cause analysis
? Identifying and addressing an external pressure, such as an unreliable supplier
? Applying problem-solving processes to overcome challenges
Task Five
Write a report with recommendations for incorporating new or revised processes into the
organisation’s knowledge management systems. This is to ensure that lessons learnt from past activities are captured and managed to inform future work.
(1) Incorporating new or revised processes into the organisation’s knowledge management systems and future planning
(2) Reviewing processes and reflecting on successes and failures
(3) Listing what worked well in terms of project management, change management and continuous improvement methods
Task Six
Present how you would regularly evaluate continuous improvement systems and processes, and document your findings in a report.
? reviewing and analysing systems and processes
? identifying opportunities
? outlining the implementation of ideas
? providing recommendations for improvements.
Task Seven
Conducting a face-to-face explanation of the costs and benefits of innovations and improvements to relevant groups and individuals
1) Purpose of presentation:
2) Audiences:
3) Report project performance
4) Reporting an analysis of the root causes of failure if objectives are not met
5) Developing corrective actions
6) Making adjustments to budget, resources and timing to implement corrective actions
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