Risk Management Essay Example | Topics and Well Written Essays - 500 words - 3

Risk Management - Essay Example However, upon the end of implementation phase, closing a project becomes a necessary point. Closing a project requires careful analysis and often misunderstood from a project management standpoint. This paper will discuss some of the project closures that are challenging for project management. Often times in a project, expectations are not met that are defined in scope and the WBS. Thus, creating contingency strategies is pivotal towards executing a successful project. One of the most pivotal contingency strategy is to have a high incremental cost of resources. Resources are often less expensive when they are bought in bulk, but expensive if they are purchased incrementally. Hence, it is critical to have software and other resources purchased in bulk to avoid paying extra money. One of the biggest concerns for closing a project is the end the finer details of the store. This becomes more problematic the project does not achieve optimal results. This is where the project may fall. For instance, The Project Manager should produce confirmation from the Senior User or User Group that the final product or outcome of the project meets the acceptance criteria.   The fourth element of risk is user testing is one element that can be problematic, especially in an Agile environment. In every given WBS, user testing is defined in iterations. However, user testing becomes problematic given a final holistic approach of the project itself. Even in beta testing becomes problematic, which is definitely an issue because it obliterates quality in a project and creates chaos. Managing change request is another huge issue that project managers have to be well-aware off. This is problematic because change requests are part of any project management. In order to manage change requests, project managers must collaborate with stake holders in order to remove any unclear understanding that dictates the goals and the objectives of the project. Controlling change

The differences in approaces taken by female and male leadings in Dissertation

The differences in approaces taken by female and male leadings in leading change - Dissertation Example According to the research findings there has been a growing involvement of women in the workforce in recent decades and they can be seen participating actively in business and economic development. However, there still exists an imbalance in the male-female ratio in the workforce, and there is a substantial earnings gap between the genders. This inequality is more apparent in the case of women in management. The smaller number of women in top management is indicative of the fact that women do not get to climb the higher echelons in organizations easily. Some researchers call this situation as the glass ceiling, indicating that women, who are meritorious and capable, too may not be able to break the ceiling and enter the realm of top management because of their gender. There has been some research undertaken to assess the reason for the existence of a glass ceiling – or the lack of women who are deemed qualified to occupy positions in upper management. Men are often considered to be more competent than women and it is presumed that men have the leadership qualities that are needed at the higher positions. Researchers have found masculine organizational culture, which is hostile to the female workers, is also responsible for curbing the growth of female leaders. Men are thought to adopt a masculine leadership style, and even women who do pass through the glass ceiling, are expected to keep away from exhibiting their feminine side (Pai and Vaidya, 2009). Ragins, Singh, and Cornwell (2007) explained that while business organizations are struggling to hold on to their best and brightest women, the persistence of the glass ceiling makes retaining top-notch female talents challenging. Dismantling the glass ceiling requires an accurate understanding of the overt and subtle barriers to advancement faced by women, and the strategies used to overcome these barriers. Women leaders are often considered to be passive, overly relationship-oriented and emotionally unsta ble (Northouse, 2009). On the other hand, male leaders are often observed as aggressive, direct and task oriented - qualities which are perceived as attributes of good leaders (Weyer, 2007). The available research has indicated that the general concept of leadership may be one-dimensional and perceived from a masculine point of view (Pai and Vaidya, 2009; Kargwell, 2008; Weyer, 2007; Tibus, 2010; Caykoylu, 2010; Biernat, 2003). The masculine leaders are considered to be more task-oriented and exercise their authority to discipline, correct or reward the employees on the basis of the employees performance (Spurgeon and Cross, 2008). Men are associated with this masculine style of leadership owing to their gender (Thewlis, Miller and Neathy, 2004), while women are considered to follow a more feminine approach which involves being passive and giving importance to relationships over tasks (Thomas and Thomas, 2008). There is a growing body of evidence suggesting that a more relationship oriented leadership style leads to better employee motivation and performance in