this is the whole quostion but i just need number 4 Part 4: Controlling Scenario
ID: 378504 • Letter: T
Question
this is the whole quostion but i just need number 4
Part 4: Controlling
Scenario
The memo that the project sponsors and Anna sent had mixed reviews, but the first bi- monthly meeting was very effective in airing everyone’s concerns and clearing up misconceptions. The project team realized that in addition to high-level bi-monthly meetings, they would need to have more detailed meetings and reports to help keep the project on track. Each division assigned a user represented to assist the project team. It was critical that the team develop a good list of requirements for this new system, emphasizing the most important ones in the first year. They know that new features may be added the following year.
Tasks
Write a one- to two-page paper describing a requirements management process for this project. Describe how the team could effectively work with the user representatives to understand and deliver the functionality they needed and wanted in this new system. Be sure to describe how you could collect, prioritize, and deliver requirements.
Create a template to help gather, manage, and document changes to user requirements.
A few user representatives insist that the system must include functionality for professional development, even though your earlier analysis suggested that this capability should not be added at this time. Corporate policy suggests that each employee have at least forty hours of job-related courses/seminars to make sure they stay abreast in the dynamic biotechnology field. Several managers believe the company can be more efficient by negotiating with educational suppliers in providing some of these courses on-site. The project team knows that adding this capability will make the project take longer to complete and cost more money. Write a short memo explaining why the professional development functionality should be done as a follow-on project.
Write a one- to two-page paper describing how to minimize the need for the HR system supplier to write customized code for Biotech, Inc., because you know that it will increase project costs. Be creative in your response, and consider different approaches to use.
Explanation / Answer
The Leadership Agenda
A leader's agenda is a personal plan for guiding the organization. It's not a business plan in the traditional sense. An agenda is a set of themes and priorities requiring action and progress in a given period of time. The agenda includes the main message and identifies critical issues needing attention.
Relational leadership
Relational leadership requires a way of engaging with the world in which the leader holds herself/himself as always in relation with, and therefore morally accountable to others; recognizes the inherently polyphonic and heteroglossic nature of life; and engages in relational dialogue. This way of theorizing leadership also has practical implications in helping sensitize leaders to the importance of their relationships and to features of conversations and everyday mundane occurrences that can reveal new possibilities for morally-responsible leadership. We develop and illustrate the notion of relational leadership by drawing on the work of Bakhtin and Ricoeur, and on an empirical study of Federal Security Directors
Theory U
When leaders develop the capacity to come near to that source, they experience the future as if it were "wanting to be born" - an experience called "presencing." That experience often carries with it ideas for meeting challenges and for bringing into being an otherwise impossible future. Theory U shows how that capacity for presencing can be developed. Presencing is a journey with five movements: As the diagram illustrates, we move down one side of the U (connecting us to the world that is outside of our institutional bubble) to the bottom of the U (connecting us to the world that emerges from within) and up the other side of the U (bringing forth the new into the world). On that journey, at the bottom of the U, lies an inner gate that requires us to drop everything that isn't essential. This process of letting-go (of our old ego and self) and letting-come (our highest future possibility: our Self) establishes a subtle connection to a deeper source of knowing. The essence of presencing is that these two selves - our current self and our best future Self - meet at the bottom of the U and begin to listen and resonate with each other. Once a group crosses this threshold, nothing remains the same. Individual members and the group as a whole begin to operate with a heightened level of energy and sense of future possibility. Often they then begin to function as an intentional vehicle for an emerging future.
Seven Theory U Leadership Capacities
The journey through the U develops seven essential leadership capacities.
1. Holding the space of listening.
The foundational capacity of the U is listening. Listening to others. Listening to oneself. And listening to what emerges from the collective. Effective listening requires the creation of open space in which others can contribute to the whole.
2. Observing.
The capacity to suspend the "voice of judgment" is key to moving from projection to true observation.
3. Sensing.
The preparation for the experience at the bottom of the U - presencing - requires the tuning of three instruments: the open mind, the open heart, and the open will. This opening process is not passive but an active "sensing" together as a group. While an open heart allows us to see a situation from the whole, the open will enables us to begin to act from the emerging whole.
4. Presencing.
The capacity to connect to the deepest source of self and will allows the future to emerge from the whole rather than from a smaller part or special interest group.
5. Crystalizing.
When a small group of key persons commits itself to the purpose and outcomes of a project, the power of their intention creates an energy field that attracts people, opportunities, and resources that make things happen. This core group functions as a vehicle for the whole to manifest.
6. Prototyping.
Moving down the left side of the U requires the group to open up and deal with the resi
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