BRITS ( Education excellence )

Barket Town, Adjacent Mag Town, Kashmir Road, Sialkot Email : info@brits-edu.com Website : www.brits-edu.com

Name of student: Name of teacher: Name of group: Submission Date:

Nabeel Iqbal Mr. Zahid mahmood Chocolate boyz April 18, 2011

Content: Dedication Introduction of our company Introduction of project Material Financial resources Personnel resources Machinery resources Time plan HR planning Supporting and monitoring skills 6 key point The outputs of monitoring and supporting project work are: Leadership Four factors of leadership

Prioritizing effectively Here are Seven (7) tips to Prioritizing effectively Delegation skills
Steps of successful delegation Steps of poor delegation Corrective actions if necessary References

Dedication
This assignment is dedicated to Class fallows all my

INTRODUCTION OF OUR COMPANY

Company Name: Business Type: Product/Service (We Sell): Address: LEATHER FIELD PVT LTD Manufacturer Leaher jackets, leather gloves, cotton jackets CHEEMA SQUARE CAPITAL ROAD

Number of Employees: Above 3000 People With just over a decade since its establishment, Leather Field (Pvt.) Limited stands apart as the first choice for global sourcing in the highly competitive arena of Leather Apparel manufacturing. Through sheer determination & hard work Leather Field has attained a perfect combination of quality materials, superior craftsmanship, and extremely affordable costs that gives leather apparel marketers a decisive edge in product variety, pricing - and bottom-line profitability. Under the dynamic leadership of our Chairman & CEO, Mr. Ajmal Cheema, Leather Field is today Pakistans leading leather apparel company. Our achievements include the Best Export Performance Trophy awarded repeatedly by the Government of Pakistan, since 1991 for being the largest exporter of finished leather apparel to Europe & the United States.

INTORODUCTION OF PROJECT
The leather field has got the agreement by a foreigner company or regular basis and the new task in this project is that make 50000 jackets in 10 days. We have to make 50000 jackets in 10 days this is our project that we can do it and its not a Chas able task but leather field is one of the largest company of having the 3000 employees so it is capable to perform this project and providing the require leather jackets on time.

Material
We need these materials for this project Leather cowhide Hypora Threats Buttons Velcro Fire proof chemical

Financial resources
We will have to use the following two kinds of resources to make the leather jackets. These are: Advance payment from client of 60% Overdraft on ruining account

Personnel resources
Our company having the following number of employees to make the leather jackets. 1100 Male employees 400 female employees

Machinery resources
These machines are used to make leather jackets. These are: Leather pressing machines Cutting machines Sewing machines over locking machines heat press machines packing machines

Time plan
This project total quantity is 50000 and we manage our time like that, the number of employees is used for this project is 1500 so we decide that if one employee make 4 jackets daily then we can made 50000 jackets before time and do delivery in time.

HR planning
Our production department is work on this project and decides that Our production departments have several halls for production. Each hall consists of 150 machines and 150 employees. So for this project we will reserve only 10 halls because we needed only 1500 employees to full fill this project. Each hall will be supervised by one supervisor and two co-supervisors.

Support and monitoring skills

Considering that the Project Management Plan is the baseline for the project. This is guide for monitoring and controlling the project. As a project manager, one will need access to work performance information, performance reports, and change request. This information will need to be at your fingertips as inputs to yield project performance indicators. After analyzing and reviewing the information, it is time to decide whether corrective or preventative actions are needed. The four inputs to monitoring and controlling project work are:
1. Project Management Plan The project management plan is the main

source of information about how the project will be executed,

monitored, and controlled. It is the plan, with all additional subsidiary plans as needed.
2. Work performance information Work performance information is

the information about project activities. This includes status information about progress, deliverables, expenses, and quality assurance validations.
3. Rejected change requests Reject change request can be enlightening

when reviewed in the context of determining how the progress of the project is fairing. 6 Key Points

Flight Crew Monitoring Principles : o Be technically proficient o Keep your team workers informed o Insure the task is understood, supervised and accomplished o Train as a team o Make sound and timely decisions

These tools and techniques are

Expert

judgment - On the basis of current project information and

experience with similar projects, project managers and team members can use expert judgment to make decisions, such as whether to take corrective or preventive actions.
Earned

value technique (EVT) Earned Value Technique (EVT)

provides project managers with a means of calculating current project schedule and cost performance. Project managers can then use this information to forecast future schedule and cost performance.

 Project

management methodology The organizational project

management methodology provides project managers with detailed guidance and procedures to enable effective monitoring and control through each stage of a project.
Project

management information system (PMIS) - A PMIS allows for

monitoring and controlling parameters such as cost and resource usage. A PMIS can also enable project managers to calculate and manage earned value information, as well as request and update project information automatically.

The outputs of monitoring and supporting project work are

Recommended

corrective actions - These are based on project work

performance information. By comparing this information to the project plan, the project manager or team uses expert judgment to put forward ideas to remedy problems that have arisen.
Recommended

preventive actions - These are based on project work

performance information. By comparing this information to the project plan, the project manager or team uses expert judgment to suggest ways of avoiding project risks.
Forecasts

- Based on work performance information received during

the Monitor and Control Project Work process, forecasts allow the prediction of successful or unsuccessful project outcomes.

 Recommended

defect repairs - These are an output of monitoring

and controlling project work. This output recommends the remedial work necessary when a product does not meet quality requirements.
Requested

changes - These are revised actions that are necessary for

meeting project objectives. The requests are often made by the project manager or members of the project team as a way of improving methods or overcoming problems.

Leadership
Leadership has been described as the process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task. Definitions more inclusive of followers have also emerged. Alan Keith of Genentech states that, "Leadership is ultimately about creating a way for people to contribute to making something extraordinary happen." According to Ken "SKC" Ogbonnia, "effective leadership is the ability to successfully integrate and maximize available resources within the internal and external environment for the attainment of organizational or societal goals." The following sections discuss several important aspects of leadership including a description of what leadership is and a description of several popular theories and styles of leadership. This article also discusses topics such as the role of emotions and vision, as well as leadership effectiveness and performance, leadership in different contexts, how it may differ from related concepts (i.e., management), and some critiques of leadership as generally conceived

The five leadership traits/leadership qualities are

1. 2. 3. 4. 5.

Honest Forward-Looking Competent Inspiring Intelligent

Four factors of leadership

Leader You must have an honest understanding of who you are, what you know, and what you can do. Also, note that it is the followers, not the leader or someone else who determines if the leader is successful. If they do not trust or lack confidence in their leader, then they will be uninspired. To be successful you have to convince your followers, not yourself or your superiors, that you are worthy of being followed. Followers Different people require different styles of leadership. For example, a new hire requires more supervision than an experienced employee. A person who lacks motivation requires a different approach than one with a high degree of motivation. You must know your people! The fundamental starting point is having a good understanding of human nature, such as needs, emotions, and motivation. You must come to know your employees' be, know, and do attributes. Communication You lead through two-way communication. Much of it is nonverbal. For instance, when you set the example, that communicates to your people that you would not ask them to perform anything that you would not be willing to do. What and how you communicate either builds or harms the relationship between you and your employees. Situation All situations are different. What you do in one situation will not always work in another. You must use your judgment to decide the best course of action and the leadership style needed for each situation. For example, you may need to confront an employee for inappropriate behavior, but if the confrontation is too late or too early, too harsh or too weak, then the results may prove ineffective. Also note that the situation normally has a greater effect on a leader's action than his or her traits. This is because while traits may have an impressive stability over a period of time, they have little consistency across situations

(Mischel, 1968). This is why a number of leadership scholars think the Process Theory of Leadership is a more accurate than the Trait Theory of Leadership.

Prioritizing effectively
Prioritizing effectively is at its core based upon the ability to make solid, long-term decisions. Prioritizing effectively cannot exist without time management and time management cannot exist without it. Prioritizing effectively should be viewed as our skill to manage and control ourselves in relationship to date, time and event. It is setting priorities and taking charge of our long-term and short-term goals. It is being skilled in the area of aligning our long and short-term goals. Prioritizing effectively requires us to make the necessary corrections to reduce if not eliminate those habits, practices, and activities that cause us to waste energy, time, and opportunity. It is the willingness and flexibility to experiment with different concepts and ideas enabling us to make maximum use of our time and decision making ability. The often-sighted Pareto Rule states that 80% of our routine activities contribute less than 20% to outcome of our desired results. Given the truth in this statement it is imperative that each of us prioritizes our decisions, projects, and tasks in order to achieve more efficiency. Focusing on top priority decisions is the easiest way to improve personal productivity, attain long-term goals, and reach ultimate success. The skill to prioritize effectively begins with the ability to make long-term decisions on what you desire most in life and then effectively and efficiently organizing your time and activities to achieve that goal. For maximum effectiveness to result every action decided upon must involve the most efficient use of our time and effort in achieving those objectives. If you are at all like me, you know how easy it is to fall into the trap of spending a day attending unexpected interruptions, phone calls, and e-mails. As a result of the time pollution, we miss out on the opportunity to use our day to complete more important tasks, which pay a higher long-term investment and provide us with greater satisfaction. Prioritizing effectively saves time, resources and energy. Mastering our

prioritizing skills increases our ability to examine and determine which tasks are critical for long-term success while affording us the luxury of allowing our attention, energy, resources and time to be spending more effectively. Prioritizing allows us to utilize all these efforts, skills, and talents on successfully attaining all of our long-term goals. This process when done well places focus and attention on what is important at the expense of less important activities. Prioritizing is about making choices of what to do, what not to do, and when to do it. Prioritizing effectively requires the able to recognize what is important long-term and short-term, as well as the ability to identify the difference between critical, urgent, important, nice, and unnecessary.

Here are Seven (7) tips to Prioritizing effectively

1. PUT GOD FIRST- Christ must be at the center of everything. The Bible teaches us that our one and only priority is to keep Him, His Kingdom, and His righteousness first in everything. His will and our service to Him is our priority. 2. Focus- Be specific about the decisions, goals and objectives which you establish so that you are moving in the direction of something of value and passion to you. Remember that many people commit 110% to climb the ladder of success, only to find that it is leaning against the wrong building. 3. Take a Long Term View- Make decisions in the present that can have the greatest positive impact on your future. Short- term decisions must align themselves with established long-term decisions. 4. Measure Twice and Cut Once - Be sure to take the time to do your work right the first time. The fewer mistakes you make the less time you will waste going back and correcting it. 5. Keep Lists- what counts is not the quantity of time that you put into a project or decision but rather the amount of time that you spend working on high-priority project or decision. Lists keep you organized.

6. Prioritize and Organized - Understand that the most important factor in setting priorities is your ability to make solid decisions. Prioritizing effectively requires that we get those items with the highest priority accomplished first, affording us to get the greatest ROI from our available time. 7. Plan- Set clear priorities for each area of your life. Remember to always make the decision to choose the activities that will assure you the greatest health, happiness and financial success in the long term. Develop an action plan to help you more effectively set priorities.

Delegation skills
Delegation is one of the most important management skills. These logical rules and techniques will help you to delegate well (and will help you to help your manager when you are being delegated a task or new responsibility delegation is a two-way process!). Good delegation saves you time, develops you people, grooms a successor, and motivates. Poor delegation will cause you frustration, demotivates and confuses the other person, and fails to achieve the task or purpose itself. So it's a management skill that's worth improving. Here are the simple steps to follow if you want to get delegation right, with different levels of delegation freedom that you can offer. This delegation skills guide deals with general delegation principles and process, which is applicable to individuals and teams, or to specially formed groups of people for individual projects (including 'virtual teams'). Delegation is a very helpful aid for succession planning, personal development - and seeking and encouraging promotion. It's how we grow in the job - delegation enables us to gain experience to take on higher responsibilities. Delegation can be used to develop your people and yourself - delegation is not just a management technique for freeing up the boss's time. Of course there is a right way to do it. These delegation tips and techniques are useful for bosses - and for anyone seeking or being given delegated responsibilities.

Steps of successful delegation 1 Define the task Confirm in your own mind that the task is suitable to be delegated. Does it meet the criteria for delegating? 2 Select the individual or team What are your reasons for delegating to this person or team? What are they going to get out of it? What are you going to get out of it? 3 Assess ability and training needs Is the other person or team of people capable of doing the task? Do they understand what needs to be done. If not, you can't delegate.

4 Explain the reasons You must explain why the job or responsibility is being delegated. And why to that person or people? What is its importance and relevance? Where does it fit in the overall scheme of things? 5 State required results What must be achieved? Clarify understanding by getting feedback from the other person. How will the task be measured? Make sure they know how you intend to decide that the job is being successfully done. 6 Consider resources required Discuss and agree what is required to get the job done. Consider people, location, premises, equipment, money, materials, other related activities and services. 7 Agree deadlines

When must the job be finished? Or if an ongoing duty, when are the review dates? When are the reports due? And if the task is complex and has parts or stages, what are the priorities? At this point you may need to confirm understanding with the other person of the previous points, getting ideas and interpretation. As well as showing you that the job can be done, this helps to reinforce commitment. Methods of checking and controlling must be agreed with the other person. Failing to agree this in advance will cause this monitoring to seem like interference or lack of trust. 8 Support and communicate Think about whom else needs to know what's going on, and inform them. Involve the other person in considering this so they can see beyond the issue at hand. Do not leave the person to inform your own peers of their new responsibility. Warn the person about any awkward matters of politics or protocol. Inform your own boss if the task is important, and of sufficient profile. 9 Feedback on results It is essential to let the person know how they are doing, and whether they have achieved their aims. If not, you must review with them why things did not go to plan, and deal with the problems. You must absorb the consequences of failure, and pass on the credit for success.

Steps of poor delegation

I Can Do It Better Everyone is familiar with this kind of thinking. Most managers assume that if they ask someone else to do something, they could have to redo the work because it wouldnt be done properly. This is usually the result of either poor communication on your part or because you recruited people who were not suited for the job you assigned them to. Too Hard to Pass Teach This is very familiar as well. Managers sometimes presume that it would more time consuming and strenuous to train other people. Hence they do the work themselves. This might be true initially, but once the delegation is trained, the amount of work that gets done will prove how worthwhile the process actually is. Insufficient Time Sometimes employees are all occupied with assignments of their own and it seems impossible to give them more work to do. This is where work pressure needs to be reduced where possible, by streamlining what they are each doing as well! An its worth ensuring that you assign individuals to work based on their skills and credentials. Wrong People Sometimes, the people who are working for us are not suited for their job titles. This too can be a major cause for failure of delegation, because the individuals arent actually up to it.

Poor Communication If you find your employees doing something that turns out to be almost the opposite of what we had assigned them in the first place, its likely that its down to poor quality of information. After going over the details make the delegatee summarize, so that both are sure they have understood correctly. And, its worth keeping an eye on progress, especially at the start of a project. Inadequate Timeframe Never wait until the last moment to delegate tasks. Work to create a habit of taking steps sooner than later. Its fairer to your people, means less ongoing problems and encourages successful outcomes. Delegation must be introduced when there is enough time, not when time is short especially to start with. Effective delegation will assist the even distribution of both your time and your efforts. It will develop your team and make it stronger, more valuable, more efficient and trustworthy. If you want your production to succeed, you should put in more time on efforts that produce and less on those that are mainly administrative and/or tasks that others.

CORRECTIVE ACTIONS IF NECESSARY

There might be some problems in planning due to which some problems or mistakes can occur. Contingency planning is also needed in such cases. There might be following reasons: Weather problem Employees problem Finance problem Delay in payment Mistake in planning

For all of the above reasons the problem can occur and there ofr some corrective actions will be taken to resolve problems Replaning the schedule Contingency planning Acquiring the resources

Reference:
www.leatherfield.com www.weikipeida.com www.anticlue.net www.business dictionary.com www.about us.com www.businessmanagment.com