PAD 4131 UCF Wk 3 Impact of Organizational Culture on Project Management Discussion

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Organizational Culture and Its Effects on Project Management Sunil Raikhanghar - January 7, 2010 SHARE Topics: Change Management, Resource Management, Talent Management, Knowledge Shelf Organizational culture is made up of the attitudes, values, beliefs, and behaviors of its employees and underlying assumptions. In addition, “the importance of culture is that it forms the foundation of the business logic brought to any specific decision or problem; there is little chance something will be done that violates the culture, as it would mean contradicting fundamental beliefs” (Kleinbaum, 2009). If an organization’s culture is not supportive of project management, project management tends to be viewed as an additional burden and interference to the daily work. If there is no effective project management office (PMO) and no standard processes, procedures, measurement, and organization culture across projects, projects will operate differently from one project to the next as well as from one department to the next. Project culture within an organization can essentially can make or break the projects undertaken by that organization. One of the most important components of organizational culture is values—namely, the values defined by the executive management. They need to be promoted and touted at every opportunity, and whenever any employee displays those values, he or she should be recognized and/or rewarded. Most organizations have a written statement of values, but some of these get lost in day-to-day activities. Changing an organization’s culture to support project management could be an uphill battle and one of the toughest tasks anyone will ever face. Organization culture seems to form over time. Management typically hires direct reports with similar thoughts and beliefs. While the deep recession of 2008–2009 has brought down some of the big established organizations, it has had one silver lining from the perspective of project management: Many organizations have turned to project management in order to get a handle on projects, resources, and expenditure, among other things. This change in the economic climate has resulted in a number of significant events in many organizations. The high rate of unemployment has caused a shift in the mindset of many employees, thus acting as a catalyst for a change in organizational culture. However, it should be remembered that it works only as a catalyst for such change, and not as the change itself. Change itself remains difficult to undertake. Some organizations change their organizational culture only after they have “near-death experiences.” But should an organization need to have a near-death experience to change its organizational culture? I think not. I believe organizations should change to support project management. This change must be handled as a project itself. The change should be planned in, and should determine the current state, future state, and the gap between these two states. Next, steps should be taken to bridge this gap. Some of these steps could be training, executive managementsupport, hiring the right people (people who have come from organizations that are currently in the “future state” to which this organization wants to go), and rewarding people who embrace the change. In addition, tools, processes and procedures such as effective communication practice, reviewing the organization’s structure to support the future state, reviewing and matching the compensation to the desired results, as well as performance management will aid in the change of the organizational culture’s support of project management. Again, it should be emphasized that employees who accept the change should be rewarded. A rewards and recognition system reinforces that the organization is serious about achieving a change in its culture and the future direction of the organization. During the hiring process, one of the questions least-asked by job candidates is what the culture of the organization is in the area of project management. Some project managers do not realize the effect that organizational culture has on project management as a whole. The culture can have a positive or negative effect, depending on the culture and on the various stages of project management of initiation, planning, execution, monitor and control and closing. Whenever organizational culture needs to be changed, the change needs to be recognized and agreed upon by the leadership of the organization. This should be followed by an action plan (similar to project plan), executed, monitored, and controlled as an initiative of its own. At project initiation, for example, organizations new to project management may question the need for the project charter. Such organizations are used to getting their “pet” projects done by the individuals with power and influence. These may or may not be tied to the corporate goals and objectives and may not be a strategic fit to the vision of the organization. On a similar note, organizations that are not using one of the more powerful project management techniques, work breakdown structure (WBS), may find it difficult to estimate and control projects. I have noted that such projects are often based on the knowledge and expertise of the individuals with several years of experience with the organization. An organizational culture that is not used to defining tasks and activities and their dependencies may find it difficult to manage projects to the expected completion dates, especially the ones given by the customer. On some occasions, the project completion date becomes a moving target. Organizations that do not have a culture of collecting information on how resources are spent will find it difficult to estimate a project. Such a culture does not encourage accountability of the work to be done and the costs associated with the work and the projects. Not surprisingly, there are no data on the performance of individuals, projects, or the costs. This creates a situation in which it becomes nearly impossible to fire someone over poor performance. Such an organizational culture limits the progress of the organization. As I have mentioned, values shape the organizational culture. I recently came across an interesting article, “Retooling GM” by Rob Kleinbaum, managing director of RAK & Co. (Kleinbaum, 2009). As this article shows, organizational culture is best described by Samuel Huntington in his book Culture Matters (2001). Huntington describes some specific traits of cultures that influence progress: 1. Progressive cultures emphasize the future; static cultures emphasize the present or past. Organizations new to project management will attempt to use previous results as a way of predicting the future. While this may work in situation where the future is intended to be similar to the past, most often the future is radically different from the past. Such organizations also lack vision and goals. If the goals are present they are credenzaware. There is no execution plan put in place to achieve these goals. 2. Work is central to the good life in progressive cultures but is a burden in static cultures. Organizations with a static culture see project management as a burden and as providing nonvalue-added activities. Organizations with progressive cultures, on the other hand, use project management to manage resources and projects that align with the corporate vision, goals, objective, and strategic direction. 3. Frugality is the mother of investment and financial security in progressive cultures but is a threat to the “egalitarian” status quo in static cultures. Organizations without project management and missing accountability of the costs of the resources and material to get the job done will see project management as a “threat” to their status quo and their management style. Such organizations, without the right project management practice, seem to have a zerosum view of the resources, costs, right use of employees, etc. 4. Education is the key to progress in progressive cultures but is of marginal importance in static cultures. Organizations with progressive culture see continuing education as a way to grow their people,even at the lowest level of the organization’s structure. This in turn helps grow the organization as people grow. Organizations with static culture typically have the education only for the “elite” employees. Static organizations typically cut education expenses at the first sign of trouble. 5. Merit is central to advancement in progressive cultures; connections and family are what count in static cultures. Static organizations use connections to move ahead their “pet” projects, while progressive organizations uses PMO, program management and portfolio management to decide on the right projects based on return on investment, net present value, cost-benefit analysis, internal rate of return, etc., and to measure what aligns with the organization’s vision, goals, and strategic direction. 6. In progressive cultures, people identify with groups well beyond family and in society at large. Static organizations view project management as an isolated function, typically within PMO, if PMO exists. In static organizations, projects may be executed without portfolio management. Progressive organizations use PMO and portfolio management to see the effects of the selection, execution and dependencies between projects. As such, progressive organizations will try to obtain synergies between and across projects. 7. Progressive cultures have more rigorous ethical codes. I believe rigorous ethical codes are the “ticket to the game.” Without them, projects should not be initiated, regardless of whether or not they involve contractors and vendors. 8. Progressive cultures have authority that tends to be horizontal and decentralized, while static cultures have centralized and vertical authority. Progressive organizations provide appropriate authority to the project manager to make decisions in the best interests of the customer and project needs. In a static culture, even minor decisions need to be approved by a higher authority. In such a culture, the decisions are made by someone sitting in an “ivory tower” instead of someone who is close to the project. Due to the number of level of authorities, communications get lost more often and are more susceptible to wrong decisions. 9. Static organizations are dogmatic, whereas progressive organizations provide more freedom. Static organizations tend to have large influence on the projects because of their dogma, or the “unchangeable,” fundamental, unwritten beliefs of the organization. Progressive organizations, on the other hand, have very little influence on projects by means of such imperatives, as project managers are given general direction and more freedom (empowerment) to manage and execute the project. This tends to get the best results for the project, customer, and the organization as a whole. References 1. Kleinbaum, R. (2009). Retooling GM’s culture. RAK & Co. Retrieved March 3, 2009, from http://www.umtri.umich.edu/content/RetoolingGM.pdf 2. Huntington, S. (2001). Culture matters: How values shape human progress. New York: Basic Books. About the Author Sunil Raikhanghar has over 15 years of experience in IT and over 6 years as project manager. He has managed a variety of projects, including infrastructure, application development, and business process reengineering, PROJECT MANAGEMENT PLAN SAFE SPACE SHELTER: START-UP THE REKS TABLE OF CONTENTS INTRODUCTION .................................................................................................................................... 3 Scope Management………………………………………………………………………………………..………………………...2 Schedule Management………………………………………………………………………………………………………………3 Cost Management……………………………………………………………………………………………………………………..6 Procurement Management……………………………………………………………………………………………………....7 Stakeholder Management……………………………………………………………………………………………………..….7 Communication Management…………………………………………………………………………………………………14 Risk Management………………………………………………………………………………………………………………..….15 Quality Management………………………………………………………………………………………….……………………17 Change Management……………………………………………………………………………………………………..……….18 Project Management Plan Acceptance And Approval……………………………………………………..……….19 INTRODUCTION Safe Space Shelter (SSS) is designed to be a haven and rehabilitation center for women and children who are victims of domestic violence and abuse. With the establishment of this shelter, we strive to empower the victims of domestic violence. SSS is the organization sponsoring this project start-up. This project will deliver a physical shelter location for domestic violence and abuse victims, help for victims to progress seamlessly back into society, access to previously inaccessible resources for the victims, and education materials about the facts of domestic violence for the shelter to regularly hand out to increase prevention of violent domestic situations. This project was needed in the area of Orlando because every 1 in 3 women have been abused and every minute twenty people are abused by a partner in the U.S. (Harbor House, 2019). There is a need for these women and innocent children to have somewhere to escape and seek shelter and safety while we help them to move forward and help them get back on their feet so they can be successful on their own. Specific project activities include finding a reliable space to rent, enlisting the help of regular volunteers and setting up a volunteer system, finding stakeholders in the community and rallying support, connecting to donors, establishing relationships with other local shelters and organizations, renovating the rented space, hiring permanent staff, and connecting to practical, day-to-day resources and developing a system of organization. The SSS will benefit victims of domestic violence and abuse by providing a place for them to go when they encounter dangerous domestic situations. It will also benefit the local community by giving them another resource to turn to when their situation calls for more aid. It will benefit non-profit workers looking for employment by creating new jobs to apply for. SCOPE MANAGEMENT The purpose of scope management is to define and control what is and is not included in the project. This process of project management ensures that all the work that is being done for the project is only the work required for the project to be successful. After developing a detailed description of the project and product, staff members can easily identify what’s not supposed to be in the project. PROJECT SCOPE DESCRIPTION The project will accomplish providing a safe place for the women and children that are victims of domestic violence for a specific amount of time. The project will also aid them with an opportunity to connect with other organizations and other programs to help them get back on their feet. PROJECT ACCEPTANCE CRITERIA For the project to be considered complete and a success, the budget must be managed effectively with the donations received, a physical location for the shelter must be found, we must find and connect with donors and other organizations, permanent staff members must be hired, and a system for managing volunteers must be established. PROJECT EXCLUSION CRITERIA The shelter will not be offering financial help to the victims beyond that of giving them a bed, food, and clothing. It will not provide counseling to the victims or be in charge of finding a new home and/or steady work for them. PROJECT CONSTRAINTS The project will depend on our budget. This will be how much money is donated from our financial donors and any other anonymous monetary donations we may receive. In regards to time, the project cannot be started until money is raised. This means we cannot purchase a location, do renovations, hire staff, etc. until we receive financial donations. The space constraints are whatever space is available in the location we choose for the shelter to be in. SCHEDULE MANAGEMENT PROJECT ACTIVITIES The key project activities will consist of renting out a reliable building for our shelter, reconstructing this building to fit the shelter's needs, and hiring staff and volunteers. After those activities are done, we will start accepting donations for the shelter. After accepting donations for the shelter, we will buy whatever supplies is still needed including beds, furniture, clothing, toiletry etc. After we have everything, we will open the shelter and work on creating relationships with the citizens and other non-profit organizations so that people will know about the organization and utilize it if needed. Table 1. Project Activity List and Sequencing Activity Letter Activity A B C D E Select building to rent Reconstruct shelter Hiring staff and volunteers Accept donations for shelter Buy supplies that were not donated but are needed Create relationships with other shelters and organizations so citizens know about the shelter F Immediate Predecessor A B C D Estimated Duration 1 week 1 month 2 weeks Ongoing 2 days E 1 week G Open shelter D 1 day PROJECT MILESTONES A milestone is a significant event that normally has no duration. In our project, there are four major milestones that are very significant to us knowing that we are achieving our ultimate goal. Each of these milestones that we accomplish will get us closer and closer to opening our shelter. Table 2. Milestone List Milestone Renting a location for the shelter Renovation of the workplace Hiring volunteers and staff Connecting with nonprofit organizations Open shelter Description Finding a reliable space to rent for domestic violence and abused victims Reconstruct and prepare the building into a shelter ready to help and house the victims of domestic violence. This includes renovation materials and day-today supplies such as beds, blankets, food, etc. Hiring three permanent staff and volunteers to help manage and organize the facility. Establish relationships with other local shelters and organizations to educate the victims and help fund the shelter. The shelter will officially be open for local community member in need of help. Stakeholder Responsible SSS Staff Date Aug/2020 SSS Staff, vendors, and contractors Nov/2020 SSS Staff May/2021 SSS Staff and local organizations Aug/2021 SSS Staff Nov/2021 WORK BREAKDOWN STRUCTURE The work-breakdown structure is a required input to the cost budgeting process since it defines the work items. This process includes dividing project deliverables and project work into smaller components. In a WBS, each descending level depicts smaller pieces of the work but increasing detail. Figure 1. Work Break Down Structure Safe Space Shelter Physical Workplace Renovation Staff Networking Open Shelter Pick location Discuss how shelter will be set up Decide how many staff & volunteers are needed Create list of local organizations that might help Registration of people that come in Sign contract Contact vendors and contractors Conduct interviews Reach out and set appts with organizations Have staff member give tour of space Pay monthly bills Get quotes and set up appts Reach out to those qualified Confirm organizations that will sponsor shelter Explain rules and regulations Begin renovation Explain rules & regulations to newly hired staff PROJECT SCHEDULE The purpose of developing a project schedule is to identify the specific activities that the project team members and stakeholders must do to produce the project deliverables. Project scheduling helps to estimate how many resources and the amount of time that is needed in order to complete the project activities. Lastly, it helps with time management and controlling and managing changes to the project schedule. Table 3. GANTT Activity Decide on the location of the shelter and sign contract. Begin to do all renovations and buy material for the shelter. Create and finalize interview questions. Conduct interviews with potential volunteers and staff. Fall 2020 Winter2020 Spring Summer 2021 2021 Fall 2021 Winter 2021 Connect with various local organizations in order to help fund the shelter. Open shelter for victims of abuse and domestic violence. COST MANAGEMENT We used the approach of bottom-up estimation – also known as Activity Based Costing – to estimate our project costs. This meant finding the cost of each individual activity and adding them together to get the total project estimated cost. The purpose of estimating these project costs is to ensure that everyone involved with the project is aware of the budget and so has a greater ability to not overspend. Estimating project costs also ensures that the project team does not go in blind to what their project will take financially to kick off the ground. The cost of the project can be the catalyst for success or failure depending on the awareness the project team has for it. Our main project costs will be in renting out a physical space for the shelter location, renovating the space to the desired standards, hiring and paying new staff members once the renovations are complete, and paying for supplies to create educational material on domestic violence for the public once the shelter is opened. The costs of each item are represented in Table 4 below. Table 4. Estimated Resources and Costs Activity Resources Needed & Cost Justification Physical Shelter Finding a reliable space to rent for domestic location violence and abused victims Cost $25,000 / YEAR Renovation of the rented space $65,000 Salary of staff Educational material Reconstruct and prepare the building into a shelter ready to help and house the victims of domestic violence. This includes renovation materials and day-to-day supplies such as beds, blankets, food, etc. Hiring three permanent staff to help manage and organize the facility. They will also seek dependable volunteers for the shelter to aid the victims of domestic violence in the local community. Establish relationships with other local shelters and organizations to educate the victims about domestic violence in hopes of giving them an opportunity to restart their lives. $8,000 / MONTH $12,000 Table 5. Budget This budget is for the first year of the project before, during, and directly after renovations are completed and the shelter first opens. Activity Placing safety deposit and first year’s worth of rent for the shelter’s physical location Hiring three employees Cost $25,000 Creating educational material $12,000 Renovating the rented space (flooring, paint/wallpaper, furniture, appliance installation, bathrooms, kitchen, offices, bedrooms/bunking rooms, day-to-day supplies, etc) Total Cost $65,000 $96,000 $198,000 PROCUREMENT MANAGEMENT We will be seeking the service of renovation for the physical location from an outside, privatesector vendor. We will be requiring a Request for Proposal (RFP). We are looking for proposals that include flooring, walls, bathrooms, kitchen, and bunk-room renovations as well as providing proposals for possible furniture, appliances, and other large-item renovation things. Additionally, we will be purchasing day-to-day items such as blankets, office supplies, toilet paper, food for the kitchen, toiletries for those staying at the shelter, and any other items that may come up. We will search out local stores and businesses to buy these items in bulk to save money. We will source this via a Request for Quote (RFQ). We will also be purchasing supplies and any software needed to create the educational materials the shelter will provide upon opening. For these supplies, we will also look into purchasing in bulk from local businesses via a Request for Quote (RFQ). STAKEHOLDER MANAGEMENT Our stakeholders fall into two general categories, the public and those behind-the-scenes. For the public, we have the local community where the shelter will be erected and the victims of domestic violence and abuse. These stakeholders have no decision-making power, but they are the ones that the project was made for and will affect the most after the project is completed. The behind-the-scenes stakeholders include the main project team, contractors, financial donors, and potential employees for staff. These stakeholders have a main interest and investment in getting the project off of the ground and completed successfully and effectively. Most of them have some level of decision-making power and have effects on the project before its completion. Table 6. Stakeholder Identification Category Stakeholder(s) Who is affected by the project? The local community, victims of domestic abuse in the area, those looking for employment in the non-profit sector, local renovation contractors, and financial donors will all be affected by the project. Who is involved in carrying out the project activities? The project team members are the primary forces behind project activities. Also heavily involved are the contractors and financial donors. The local community and potential employees from the non-profit field play a more indirect part in project activities. The victims of domestic violence and abuse will be the primary users of the project’s deliverables. The local community may use the educational content on domestic violence the shelter plans to deliver as well. Who will use the deliverables from the project? Table 7. Stakeholder Assessment Stakeholder Name Project Team Members Renovation Contractors Victims of Domestic Abuse Role and Responsibility Owners and managers of the shelter. Responsible for handling the shelter duties dayto-day and making sure it runs smoothly. Reconstruct and prepare our building into a shelter that is ready to help and house victims of domestic violence. Victims of domestic violence will turn to us when they need help and seek shelter with us so that we can help them through this difficult time and provide as much assistance as possible. Unaware, Resistant, Neutral, Supportive or Leading (C. & D) Level of Power (High, Medium, Low) Level of Impact (High, Medium, Low) Level of Interest (High, Medium, Low) Level of Influence (High, Medium, Low) C: Leading D: Leading High High High High C: Supportive D: Leading Low High Medium High C: Unaware D: Supportive Low Low High Medium The Local Community People Looking For Work in the NonProfit Field Financial Donors Support and accept the shelter in their area. They can help us by donating things that they no longer need that can be utilized at the shelter. Supply dependable volunteers as well as long-term workers who share the same ideas as the shelter and will help run the shelter with the project members. To support the project with funding and allow us to help as many victims as we can with their support and funding. C: Unaware D: Supportive Low Medium Medium Medium C: Supportive D: Leading Low Medium High High C: Supportive D: Leading Medium High High Medium POWER/INTEREST GRID The purpose of Power/Interest Grid is used as a way to easily identify which stakeholders hold power and how that interacts with their level of interest in the project. This classification helps the project team know how much communication is needed for each stakeholder. The project team members and the financial donors were placed in the high power & interest portion because they have the greatest need to be kept in-the-know and to be managed with the most care. The project team holds the primary deciding power and the greatest interest in the project, so naturally they need to be informed quite a bit. The financial donors need to be closely involved because they need to know precisely where their money is going and they have some say in the project as a result. The local community was placed in the low/low section because they need to be monitored lightly to be aware of their engagement with the project, but they have no direct interest or power in the project’s actions. The renovation contractors are in the low power/high interest because they don’t have a lot of decision-making power, but their level of concern in the project is heavily-involved due to their role. Victims of domestic abuse were placed here because they don’t have decision-making power, but their interest is high because the project was created to help them. Potential staff in the non-profit field are here because they don’t have any power until they get hired, but they are interested in regard to looking for a job with the shelter. All these stakeholders need to be kept informed on the general progress in the aspect of the project they hold the greatest interest in. Figure 2. Power/Interest Grid POWER High Project Team Members Financial Donors Low The Local Community Renovation Contractors Victims of Domestic Abuse Staff Looking For Work In Non-Profit Field Low High INTEREST POWER/INFLUENCE GRID Power indicates the level of authority a stakeholder has, while their influence indicates their level of involvement. This table classifies both aspects in relation to each other to help the project team identify which stakeholder needs to be updated with what information. The project team members and the financial donors have high power and influence because they have a high level of authority and involvement in the project’s decisions. They need to be managed closely and kept in most-informed loop. The victims of domestic abuse as well as the local community have low power and low influence due to their lack of authority and involvement in project decisions. Their engagement simply needs to be monitored. The renovation contractors and potential staff looking for non-profit work have low power and high influence because they have little to no authority in making project decisions. However, they still have a high level of involvement in different aspects of the project. They need to be kept informed on sections of the project relevant to their involvement. Figure 3. Power/Influence Grid POWER High Project Team Members Financial Donors Renovation Contractors Staff Looking For Work In Non-Profit Field Low Victims of Domestic Abuse The Local Community Low High INFLUENCE COMMUNICATION MANAGEMENT This project requires frequent communication with relevant stakeholders on the progress of different aspects of the project. Budget updates, building and renovations updates, general progress documentation, and job interviews all need to be addressed and sent out to the appropriate people. These will be communicated on a daily, weekly, monthly, and on an asneeded basis depending on the specific communication. This will be done via emails, in-person meetings, and phone calls. The public also needs to be informed of general milestone updates via our social media platforms. Table 8. Communication Plan Communication Type (e.g., weekly status report, meeting, etc.) General Project Status Report Budget Meeting Description A report detailing all progress of the project, how much time and are left, what has been accomplished, and what still needs to be done. Given to financial donors so they know that regular progress is being made with their money; and given to contractors so they have a clear understanding of the expected timetable. A regular meeting on current funding Frequency (e.g., weekly, monthly) Weekly Monthly Mode (e.g., email, inperson) Stakeholder Responsible for Sending Communication Project Team Members Financial Donors; Renovation Contractors Email In-Person Stakeholder(s) Receiving Communication Project Team Members; Financial Donors; Renovation Design Updates Social Media Updates Job Interviews so that donors know where their money is going and contractors know how much money they have left to work with Renovation contractors give the project team updates on their renovation designs and progress on construction so the team can have input and approve or reject Updates on the general status so the public retains interest Job Interviews to hire staff will be conducted. They will be interviewed inperson and be notified about acceptance or rejection via phone call Financial Donors Renovation Contractors Renovation Contractors Weekly and As-Needed Email & In-Person Daily and/or Weekly Social Media Platforms Project Team Members; Financial Donors Project Team Members The Local Community; Victims of Domestic Abuse Project Team Members As-Needed In-Person & Phone Potential Staff in Non-Profit Field RISK MANAGEMENT The approaches taken to identify our risk were data analysis, using the SWOT analysis to identify our projects problems and threats to discover our positive and negative risks. We also used expert judgement, data gathering and meetings with the key stakeholders to brainstorm and discover any risk we may have missed. Risk Scenario Likelihood Consequence Risk Rating (low, medium, or high) High A violent person could come to the shelter looking for partner Medium Could harm their partner or others in the shelter The shelter could run out of funding Low Not enough volunteers Low More victims needing the shelter than we have room for Medium Could have to High close down the shelter Cause the shelter Medium to be short staffed causing everyday activities to take longer Will not be able to High help these victims of domestic violence Figure 4. Risk Breakdown Safe Space Shelter Technical Risk The internet and computers being down the first week the shelter is officially open Market Risk The project team is struggling to connect with different non-profits and organizations to sponsor and fund the shelter. Figure 5. Risk Probability/Impact Grid Financial Risk Materials for renovation and shelter cost more than anticipated, thus causing increase in project cost. Human Risk The project manager has a family emergency during the crucial aspect of recruiting volunteers and staff members for the shelter. Medium A violent person could come to the shelter looking for their partner Not enough volunteers The shelter could run out of funding Low PROBABIILTY High More victims needed the shelter than we have room for Low Medium High IMPACT QUALITY MANAGEMENT Quality management is a process that involves measuring quality, updating changes and processes, and managing each activity so that deliverables are successfully met. This process is essential in just managing the project as a whole. In other words, it looks at each activity to the smallest detail to secure that everything is going smoothly. The main purpose of quality management is to ensure the project will meet the stakeholder's needs and expectations. Table X. Quality Management Baselines Deliverable Physical Workplace Acceptable Success Criteria A building that will be optimal for creating a shelter Renovation Staff Renovating the building up to code and regulation Finding staff who are passionate and motivated to make a difference Contacting businesses around our shelter and making our shelter known to the city of Orlando Open shelter and make it accessible to the people in need of shelter Networking Open Shelter CHANGE MANAGEMENT We will manage change by using expert judgment and meeting with the key stakeholders of the organization when we approach changes in scope, scheduling or costs. The key stakeholders will discuss and come up with a solution that will work best for our Shelter. After deciding on the solution, we will decide the best way to implement the changes and make sure that the staff understands the changes being made.
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