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Five Steps of Strategic Planning
As depicted in the text by Kloppenborg (2019), there are five steps of strategic planning. The first step is strategic analysis. As noted in the text, “This strategic analysis is often called strengths, weaknesses, opportunities, and threats (SWOT)” (Kloppenborg, 2019). This initial step is to break down the external and internal surroundings and decide how beneficial they will be. This step will assist in determining if they will upgrade or confine the organization’s capacity to perform. With this stated, internal analysis consists of identifying what qualities and shortcomings, the organization is facing. While external analysis consists of gathering and analyzing information on the threats and prospects of surrounding competition, consumers, merchants and so forth, adequate information should be collected, as well as relevant data that will help the company shift to a more centralized system of delivering HR services. The analysis should focus on understanding the company’s needs as an entity that is sustainable, alongside the strategic direction and identification of initiatives that help the business in growing (Bredin & Söderlund, 2013).
The second step in strategic planning is the guiding principles which include the vision and mission. After completion of the first step leaders within the organization should establish these principles. This step identifies how the company’s objective will be accomplished, which in this case is moving to a more centralized model of delivering HR services (Bloom, 2014). The vision should be very realistic and lead to the values of the mission. Typically, this stage’s final step is to write a mission statement that gives a defined communication of the company’s goals to both the staff and shareholders (Bredin & Söderlund, 2013). The vision and mission provide the morals and truths of the organizations and the steps for their methods of delivery.
The third step is to formulate strategy objectives. At this stage, the organization should have completed a SWOT, and have determined guiding principles. Strategic Objectives should be written, so they are understandable throughout the organization and drafted to be easily remembered. “These objectives should provide focus on decisions regarding which projects to select and how to prioritize them since they are an expression of organizational focus” (Kloppenborg, 2019). Determination of the currently available resources is also required to assist in achieving set goals as well as objectives. Identification of any areas in which the business has to seek external resources is also necessary, having in mind that the project is operating on a fixed budget and the set objectives need to be achieved (Bloom, 2014).
The fourth step is flown-down objectives. During this stage, the objectives will be enforced throughout the organization. As stated by Kloppenborg, “Some objectives may be implemented by work in ongoing operations. However, projects tend to be the primary method for implementing many objectives” (Kloppenborg, 2019). Implementation and enforcement of the objectives will be different for different levels of organizations. “Regardless of whether the organization is small and the top leaders make all project selection decisions or whether the organization is large and some of the decisions are cascaded one or more levels down, several methods of project selection may be used” (Kloppenborg, 2019).
The fifth and final step of strategic planning is portfolio management. “Portfolio management is centralized management of one or more portfolios to achieve strategic objectives” (Kloppenborg, 2019). Managing portfolios includes analysis of investment decisions in support of the organization. The overall objective of this step is to maximize the benefits of the organization’s strategic goals. Evaluations that are successful in strategic goals are defined through measured parameters. These parameters are set in the first step of strategic planning, SWOT. Progress should be determined by measuring the real results against the plan set in place. Project success in these companies is measured by how much the project contributes to the organization s objectives (business needs) as well as the traditional measures of staying within budget and schedule and achieving the specific technical goals promised at the start of the project to obtain the desired return on investment (Kloppenborg, 2019).
Statement of importance
As provided, it is evident that all five steps of strategic planning are vital to organizations and the project team. Strategic planning will efficiently assist the company in bringing organizational structure to the forefront. Many things can change within an organization, i.e., budget constraints, timelines, etc., but with a strong and enforced strategic plan, the principles of the organization will remain robust. A strategic plan is set in place to safely guide the company towards the right decisions, practices, and processes. The implementation and enforcement of strategic goals will enable the company to provide guidelines for appropriate practices, methods, and the tools associated with the company’s needs and challenges. The overall importance of strategic planning is the resources and objectives at hand which all narrow down to achieving a model that is more centralized to deliver HR services.
Vision and Mission Statement
The vision statement for the organization is as follows: “The Company will be the standard bearer in maximizing Human Resource practices and Human Resource service delivery.” With the vision stated, the organization mission statement would be: In support of our company’s vision and values, it is our mission to attain the best possible centralized model(s) for delivering Human Resource Services, thus ensuring maximum utilization of the available labor force in executing all duties provided. Furthermore, the company will consume all available resources and maintain a set plan of action to achieve objectives. It is our company’s mission to:
· Maintain quality and quantity in our day-to-day operations.
· Create and maintain a workplace that fosters challenges.
· Maximize strategic planning to align with the goals of the organization, incoming projects, consumers and stakeholders.
· Seize opportunities that exhibit flawless execution.
· Ensuring project teams are given the necessary tools, training, and motivation to operate most efficiently and effectively.
· Maintaining an effective communication, sound policies, risk management and integrity throughout the organization and most importantly with all consumers and stakeholders.
Project Charter
A project charter is the cornerstone of any project’s success. A project charter is a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities (Kloppenborg, 2019). It is essential to make use of a project charter, involving all personnel associated with the project team, as well as all known stakeholders. A project charter ensures the project manager, and every member apart of the project acknowledges a full understanding of the requirements for the given project. The project charter describes project goals and strategies to achieve the set goals of the project. It also stipulates the set objectives, how the set tasks will be executed and the position of the stakeholders involved. The project charter is a vital element when planning out any project, and throughout the entire project cycle, the project charter will be used and adhered to throughout the entire project duration. The project charter will be used in authorizing the project manager to begin the project that is already approved. The project charter will provide easy measures to ensure the project is on track, maintained, and controlled. Furthermore, it will also allow the manager and leader to use the resources for the company in accomplishing the project’s objectives (Armstrong, 2016). Executing a project without the project charter can be disparaging. Without the project charter, there is no clear guideline available to ensure the project is efficiently and effectively completed.
In regards to the charter element, the most important elements gathered from the text are scope review, milestone schedule, and resources. A complete understanding of the scope overview for the project is the most vital portion of the project. This step will allow for accuracy when aligning the project charter. A milestone schedule is equally important as it will allow for a set schedule of events for any project and will assist in maintaining strict timelines throughout the project. Lastly, pinpointing and understanding certain resources required for a project will in return assists with the budget of the project.
****Statement of Emphasis (NEEDS REWORK WITHOUT CONCLUSION)
Organizing an HR project is an enormous task, and it requires a strong and superlative team to get across the finish line; of which I have no doubt we as a team can complete this task with ease. Thus far, I have thoroughly explained the five steps of strategic planning and the importance of these steps. I have covered the company’s vision and mission statements. Furthermore, we have covered the project charter and its vital role within the project. Objectives and constraints have also been discussed. In addition, the minimum cost possible will be ensured within the project charter as the project is set on a fixed budget. Constraints to a budget may include; inadequate human resources and capital (Armstrong, 2016). The benefits of the project include reducing costs and increasing the ease with which the company’s standards are maintained. Therefore, it is clear that if all steps are followed and adhered to, a proper project charter will be set and all stakeholders can put their efforts into achieving goals, costs, and the difficulties experienced in maintaining the company’s standards will be reduced. To reiterate the overall goal is to successfully organize HR projects without sacrificing quality and adhering to organizational goals. If anyone has any questions, concerns, and or recommendations for the project, please feel free to let the team know.
Project Manager Power
When managing the project team, a project manager uses various forms of power to get team members to prioritize and commit to project work (Kloppenborg, 2019). Although project managers are overall in charge of the project, they tend to rely on personnel that does not work directly for them to perform the necessary tasks for the project. Project managers use many different forms of power to inspire personnel in regards to performing. As listed in the text, there are many types of project manager power to include: legitimate power, reward power, coercive power, referent power, expert power, information power and connection power (Kloppenborg, 2019). I believe expert and connection power will be the most beneficial for the project at hand.
As defined by Merchant, P. (2018), expert power is derived from possessing knowledge or expertise in a particular area. Such people are highly valued by organizations for their problem-solving skills. People who have expert power perform critical tasks and are therefore deemed indispensable (Merchant, 2018). Those of them perceived to have expert power are held to a high standard as they possess specialized skills that others within the organization do not possess and they tend to influence the actions of those surrounding them greatly. Furthermore, possession of expert power is normally a stepping stone to other sources of power such as legitimate power (Merchant, 2018). Expert power most importantly, most definitely is relevant to the project, being the subject matter expert in any field or project is exceedingly influential. Project team members will appreciate and respect a person of expert power for their technical expertise and problem-solving abilities. If a project manager has a reputation for success and can convince others that he or she understands enough of the project management, technology and politics to successfully guide the project, then people will be more inclined to work hard on the project (Kloppenborg, 2019).
Connection Power is where a person attains influence by gaining favor or simply acquaintance with a powerful person (Giang, 2013). Connection power is based on networking. As noted by Kloppenborg, T. (2019), project managers can create many champions for their project by continuing to expand their contacts with important people and by continuing to talk about the importance of their project (Kloppenborg, 2019). Normally sponsors, have legitimate power over the project manager and project managers can utilize this resource for the project. With that said, the project manager comes across as weak when they cannot control the functions of the project. When a project manager expands on their contacts and gets things done with the project they rise above the sponsor’s abilities. Engaging connection power assembles partnerships, and the project will highly benefit based off of strong connection power. A project manager with connection power prompts support from others, and they aim for gaining favor and expounding on further connections, therefore, highlighting and strengthening the project.
**** Project Team Management Outcome (NEEDS MORE EMPHASIS)
When managing projects there can be many unforeseen issues that may occur. A project manager must be equipped to handle the issues as they arise. A variety of outcomes may result from managing the project team, such as the following: morale changes, quarter-mile stones to inch stones, staff changes, training needs, discipline role clarification, issues, and lessons learned (Kloppenborg, 2019). Below examples will be provided for morale changes.
Morale Changes – As explained by Kloppenborg (2019), many projects have periods that are difficult, when work demands are high and milestones to celebrate are few (Kloppenborg, 2019). Morale has a major impact on team members’ motivation, behaviors, and productivity; it is also an area over which the project manager has the most influence because the morale of a specific work center or project team will reflect the leadership style of the manager (Dye, 2011). As the project manager to resolve morale issues, one must take the time out to understand what is important to each team member and what downfalls may exist. This step will assist with maintaining morale and also moving forward with the completion of the project at the same time. There is a responsibility to create and uphold team morale throughout the duration of the project.
Staff Changes – Poor appraisals, insufficient progress, conflict, necessary reassignments, or other causes may warrant staff changes on a project (Kloppenborg, 2019). As the project manager resolving staff change matters, it is highly essential to keep all stakeholders informed in the process of any staff changes. By informing all required members, the integrity of the project is maintained, and members are made aware of who has the need to know for the project. Furthermore, this will assist in maintaining the flow of the project. When new people are added, they are given a formal introduction to the team and provided information about the project (Kloppenborg, 2019).
Training needs – During the course of a project, members will receive appraisals where training needs can be identified. As stated in the text, project managers should keep the immediate project needs along with the training needs in mind as they approve training (Kloppenborg, 2019). As a project manager resolving any training requirement issues, understanding the training needs of team members will only benefit the project, and as the project manager, it is vital to ensure all members have the necessary training required to complete the project. Today’s project manager must be, along with many other attributes, an accomplished individual at providing for the training needs of the project team (Vail, 2004).
Issues and Lessons Learned – As explained by Kloppenborg (2019), resolved issues sometimes make good lessons learned if they can help future project teams avoid similar problems. These lessons can be documented and stored for easy retrieval in a lessons-learned knowledge base (Kloppenborg, 2019). As a project manager, there are many ways to resolve issues and gather lessons learned. Not only project managers must participate in lessons learned, but team members and leaders should participate as well. Sharing lessons learned among project team members prevents an organization from repeating the same mistakes and also allows them to take advantage of organizational best practices (Rowe, & Sikes, 2006). The best practice for lessons learned should be as they are learned from error, at the closure of each phase, and as normal, at the closure of the project.
*****Increased Challenges Faced When Leading Virtual or Global Project Teams (NEEDS MORE EMPHASIS)
There are many challenges faced when leading virtual or global teams. Your team members may reside all across the globe; in return, English may not be the primary language for all team members. Team members will not be on the traditional work schedule as time zones differ globally. When it comes to virtual teams, communication is vital. A virtual employee may speak to his or her boss infrequently or in group calls with many other employees. Therefore, it’s easy for these employees to begin focusing wholly on their day-to-day tasks and lose track of the bigger picture (Riley, 2008).
As a project manager, the concepts of leading teams should be relatively the same. Although leading virtual and global teams may present roadblocks with varying cultural norms, and, of course, time zones. With today’s technology, effective and frequent communication will be vital in assisting with leading a successful team and project. As pointed out by Riley (2008), instant messaging programs, teleconferencing equipment and video monitors, if used properly, have the ability to trump the distance and time zones between you and your team members and make everyone feel, at least temporarily, as if they’re all in the same room (Riley, 2008).
Communication Management
Communication management is structured to ensure all stakeholders are on one accord. This plan considers stakeholders’ information desires and guides project communications (Kloppenborg, 2019). The overall plan for communication management will be set out in the form of a communication plan. The plan will be policy driven and provide vital information to all stakeholders in regards to communication. Communications from stakeholders are necessary for authorizing work, determining requirements, uncovering and resolving issues and assumptions, and receiving feedback on project progress and results (Kloppenborg, 2019). The communication plan will define specific information that will be provided to particular stakeholders. The communication plan will also include the selected communication channels between stakeholders. When drafting the communication plan, it will consist of a purpose, structure, methods, and timing.
The purpose will include project authorization’s, the direction setting, schedule, cost, personnel, risk, issues approval, and lessons learned to name a few. The purpose of the communication matrix involves the reasons for communication. The next column on the matrix will support structure. The structure speaks to the forms utilized within the communication channels. Within this project, the team will use existing organizational forms and as a secondary project specific templates. There is no need to reinvent every document and, indeed, it would be confusing and costly to do so (Kloppenborg, 2019). Methods will be the next column on the matrix, in which the team will utilize a variety of techniques to ensure every team member has practical ways to communicate. While push methods provide a more modern approach in the event of malfunction pull methods will due. Lastly, timing will play a vital factor in communication efforts. While you do not want to overkill communication with your team, setting the schedule for team meetings is a crucial factor, and within this project, there will be set times for different methods of communication. A few examples: Teleconferencing will be conducted bi-weekly as available with follow-up blog updates. E-mails will be required weekly and text as needed.
Scope and scheduling
Scope planning as described by Sunindijo (2015), indicates the things that need to be included in the project so that it is done successfully without any constraints. The scope of the project provides project managers the opportunity to have a rough draft of what they require for delivering the project. Hence, it is essential to know the requirements of the plan ahead of project commencement. Drawing the scope of the project is, therefore, a significant activity required to be carried out by the project manager to draw a clear picture of what the project should entail. Having the scope will help the project manager in many ways. For instance, the project manager will be able to estimate the budget of the project (Kloppenborg, 2019). It is impossible to draw the budget of the project before fully understanding the aspects and resource requirements of the project. Secondly, outlining the scope of the project will assist the project management team in coming up with proper resources that are vital and required inclusion within the project delivery. The number of team members needed to complete the project is also determined by first, performing scope analysis of the project. Therefore, project scope is vital because it will define the deliverables of the project such as the required documentation, the plan, the schedule, the project blueprint, sponsors, customers, and anything else needed along the way.
Project scheduling, on the other hand, refers to the appropriate arrangements of activities, as they will take place during the project process. One of the most essential activities also required before doing anything else is ensuring that the scheduling of the project activities is drawn (Kloppenborg, 2019). This step can be through Gantt charts or the project activity charts. Scheduling provides accurate timing required to complete the project. For instance, it shows the start of the project to the very last activity of the project. It is pivotal for the project manager to have a project schedule as the tool will assist in determining whether or not the project will be delivered in time or if there may be any delays with the project. Furthermore, the project management team can utilize scheduling to prepare resources with the timing of deliverables in regards to the project. Scope and schedule are certified to be the cornerstone of a project’s timeliness.
The statement of importance
All projects entail a vision and mission detailing the reasoning and need for the overall project. Moreover, a project has specific reasons why they are being conducted. The statement of importance, therefore, gives a summary of what the project is all about. It is an overview of the needs of the project (Kloppenborg, 2019). By coming up with the statement of purpose, the management can stick to the plans of the project and acquire the resources as instructed by the statement of purpose. For this project, the statement of purpose is as follows, “This project aims at providing a more centralized model to be used in delivering Human Resources services.”
Behavioral skills associated with project resources
Naturally, projects will perform well and achieve the overall goals if there is a capable team in place with operative behaviors to complete the project at hand. (Kloppenborg, 2019). Indicates that the success of the project normally lies in behavioral skills. The first behavioral skill chosen is the ability to select the right people. A good plan and a successful one for that matter is one that is led by the right manager and team consisting of the right personnel for the given task. Furthermore, creating a more centralized model to be used in delivering human resource services will require personnel who understands how human resource services work. Secondly, it is essential to be aware of the activities that the selected personnel are required to complete and how effective they will be completing the given task.
As a project manager, one of the primary responsibilities is to group team members according to their specializations to allow the team members to work in areas where they can perform best. Thirdly is evaluating the capability of the selected team ensuring they can accurately and effectively complete the task assigned for the project. The project manager must ensure the team is capable of delivering the expectations of the project. After testing the capability in terms of skills, the project manager can, therefore, come up with a capable team who are skilled and are ready to deliver the needs of the project. In the end, after careful consideration and inspection of the team, they should have passed all behavioral skill tests and be found fit for the project.
Determination of project cost, costs aggregation, and cash flow determination
The budget associated with the project will be determined by examining the different phases of the project and identifying the necessary resources required. In such a plan, it will be easy to track the costs to make sure that all activities are accounted for including the software, hardware, and materials expected to be used in the project (Sunindijo, 2015). Therefore, cost estimates will be the outline for the different costs incurred to complete the project successfully. The costs are aggregated in two main categories to include the direct cost and indirect cost of the project. These costs are used to cater to labor, materials, equipment, services, software, hardware, facilities, and other contingency costs.
The project management team will estimate cash flow using investing activities due to the project’s plan for expansion within human resource service operations. Therefore, the cash flow calculation will be determined by the cash outflows and cash inflows that will result from purchases and sales (Kloppenborg, 2019). Furthermore, cash flow will be calculated using the cash outflow and cash inflow, resulting in the acquisition of fixed assets.
Identification of potential project risks
Naturally, all projects will have a risk that is likely to occur while implementing the project plan. Therefore, it is important that risks are identified beforehand so that the project is completed within the scheduled time and budget while quality is maintained (Carvalho & Rabechini, 2015). Project managers have the responsibility to identify risks while planning the project in many ways. The manager could use his information gathering techniques to collect relevant data on potential risks (Kloppenborg, 2019). Project managers have the option to utilize checklist analysis, Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis, and technique or documentation reviews. Information gathering will include brainstorming where project managers come together to generate new ideas based on potential risks. Brainstorming increases deliberation when creating new ideas that are useful to identify the risks of the project.
Checklist analysis gives the managers an avenue to establish risks that revolve around a project plan. Checklist analysis develops from lessons learned and knowledge obtained from previous experiences similar to the plan. However, the method of identification is reviewed when the project is closed reducing the ability to take preventative or control measures against the risks. The SWOT analysis will identify threats and weaknesses that have the potential to turn into the risks within the project plan. The risks should be detected using particular procedures to establish end strategies. Documentation reviews are known as structured reviews that are completed and documented throughout the projects. This technique enables project managers to collect information on the possible risks based on the risks that have occurred or had the potential to occur during a previous project.
Managing and sustaining progress
A standout amongst the most critical duties of a Project Manager is to develop and lead personnel in the expectations and completion of the given project task. Project Managers must be adequate at both team-building and conflict resolution to successfully direct and manage project work. Effective implementation of directing and managing project work is significant, as it is the premise of how the project team will maintain expected deliverables. Directing and managing project work is the foundation of work performance data and change demands. To manage and sustain the progress of a project effectively, it is essential to have great leadership. In this context, effective management of a project is the foundation for which one can achieve his or her goals and objectives. Directing and managing project work is performing the work as defined in various components of the project management plan, including approved changes with an intent to accomplish project objectives (Kloppenborg, 2019).
Several strategies may be used to manage and sustain projects. Effective project management forms the foundation for which organizations achieve their goals and objectives. Noticeably, project management can execute from three distinct scenarios namely; stand-alone (outside program or portfolio), or within a program, or the portfolio (Crawford & Stretton, 2018). The application of a particular scenario depends on the nature, scope, size, and objectives of a project. Regarding program and portfolio scenarios, project managers work closely with program and portfolio managers to ensure the success of the projects.
One of the strategies that may be used to manage and sustain projects is the development of deliverables and milestones which are meant to track the progress of the development process. Together with a project schedule, the two will ensure better results and the developers will have a general plan which should be used in the development providing what to expect after a specific period. Secondly, reinforcement can be a great form of encouragement to better personnel’s performance. A type of reinforcement that can be implemented is a rewards and recognition program. The organization ought to create a general strategic compensation package, which includes not just the basic and variable pay systems, but a long-term influence compensation, benefits, including bonuses, as well as gain-sharing programs, to address welfare issues (Bluen, 2013). Rewarding personnel upon the successful completion of project phases would fall in-line with the schedule and milestone table. Although this can potentially increase the project budget, it will assist with motivating personnel to work more efficiently and improve efforts to complete tasks effectively.
A third strategy that may be used to manage and sustain projects is the stretching the budget outfitting miscellaneous costs with hopes to prevent project derailment. Most projects delay due to inadequate finances to cater to unforeseen expenses and thus planning for them will make the process faster and furnish it with all the required resources for smooth sailing (Kloppenborg, 2019). Finally, human resource skills and capabilities are essential for managing and sustaining projects. Attracting and retaining the most talented personnel in an organization is a critical aspect. Additionally, it is crucial for human resources management to seek unique talents as well as enhance their skills through leadership and training.
Strategies to manage and resolve risks
Human resource management plays a central role within an organization, especially considering that personnel are the company’s most valuable asset. Attaining optimal performance of the workforce is a complex endeavor that is plagued by a myriad of challenges. It is critical for a firm to put the proper human resource practices in place such as the adoption of effective policies and strategies as proactive means to dealing with risks in addition to appropriate reactive measures to dealing with their occurrence.
Risks can entail the project taking an unexpected turn due to situations related to scope, requirements, methodologies, quality, schedule, estimating, staffing, resources, and many other factors. Hence, this is why risk mitigation is vital throughout the entire project. Addressing any risk associated with the project requires taking extraordinary measures to ensure the risk are averted. Additionally, a second measure to avoid risks is to understand the provided work breakdown structure (WBS) and more importantly to control it. One of the surest ways to gather significant results is by having a clear understanding and breakdown of what is required to include the expected output which should assist with limiting risks.
Another strategy that can assist with the prevention of risk is to monitor and control project work. Monitoring and controlling project work includes a series of activities such as identifying work packages for tracking, reviewing, and documenting the progress to ensure that the project execution meets performance objectives as defined in the project plan (Kloppenborg, 2019). Last, but not least, maintaining documentation of the activities being carried out, and the adjustments made to the project during the process will assist with the foundation and lessons learned. Documenting activities allows for easy tracking of specific functions and the necessary changes provide an avenue for tracking critical errors. Furthermore, project schedules are at times strict and offer no room for making even the slightest mistakes. Regular working hours generally are not always sufficient for completion of a project according to the project plan; hence permitting overtime during the duration of the project could potentially encourage teams and prevent lost project time being lost. That enables the project to stay on the course and meet the set deadlines (Carvalho, & Rabechini, 2015). All the strategies used in handling risks are equally important and can be carried out simultaneously to assure results due to all activities during a project being crucial to the success and will guarantee better results.
Actions to begin closing out the project
A project is a complex process which calls for abundant investment when carrying out the steps involved to guarantee success. Project Closing serves an important purpose for the organization and helps it avoid unfavorable and adverse scenarios (Aziz, 2015). Before the closing of any project, it is essential to take measures ensuring the phases of the project are adequately documented as the documentation process is vital and can be used for future reference. This process includes milestones, analysis, deliverables, the budget, and project team among many others. Documenting assists with tracking the phases as they are carried out, and other details such as the set budget and expenditures needed in the event of an audit. Another stepping stone as stated by Azizz (2015), is to ensure that the whole scope of work has been completed, and make sure to receive formal documented acceptance from the client and sponsor. Lastly, disband the project team and officially return resources to their functional locations (Aziz, 2015).
The significance of information
Attaining and providing all information is necessary to ensure personnel receives shared knowledge aside from completing the project. One of the benefits of having access to information is learning new concepts and ideas which are useful in the field (Kloppenborg, 2019). When one is involved in any development work, they gain experience which helps them cope with similar situations should they encounter them in the future as they work on other projects. Additionally, data is crucial and assists in the efficiency of all work. Therefore, when a person can access information of interest, they can learn, adapt and create ways of conducting the specified business, hence, it is essential since most fields have dynamic states of businesses (Carvalho, & Rabechini, 2015). Information aids in making decisions which enable individuals to apply the data they have and implement solutions based on facts. Therefore, due to its vitality, all stakeholders must devote to classifying what they need at different times before determining the action to proceed with (Heagney, 2016).
CONCLUSION
The conclusion section must take all previous papers into account.
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