Practical Assessment

Candidate Instructions

This assessment is a portfolio of evidence designed to assesses your ability to facilitate stakeholder engagement.

To develop your assessment, you can work on either of the following scenarios:

1. Scenario 1:

Choose an organisation and industry that you are familiar with. For example, a company you have worked for or are working for now.

2. Scenario 2:

Choose the case study provided by your trainer

This assessment comprises of the following sections: Section 1: Leadership

Section 2: The Team

Section 3: Liaise with Stakeholders

Section 1: Leadership

ALL points must be addressed.

1. Reflecton how Ivana managed and led her team. What issues have you identified in the dimensions of:

The leader: Ivana, the leader, first presents a lot of difficulties and hurdles. Additionally, she doesn't communicate well with her team, which hinders group cohesiveness. She was trapped in a circle of conflict with the workers by the team members.

The situation: With a limited budget and little resources to handle problems and build the team, the current scenario might be characterised as difficult.

The followers: The team members are left on their own without a guide. Because the needs of the group and the individual issues disagree, a fight is about to break out. There are no leadership cues or guidelines for project completion, so each team member feels like they are on their own.

2. Whatsource/s of power did Ivana use? What influence tactics? Why?

Coercive power and legitimate power. Ivana coerces others into doing something by using force, threats, and other sorts of coercion. Coercive authority is used, for example, when a management threatens to discipline, terminate, or suspend a difficult employee.

A good manager or leader has to have access to as many influencing tactics as is practical. Ivana uses tactics including pressure, personal appeal, and authority in this situation.

3. Whattype of leadership do you think is needed for the team at ICS to achieve a successful project outcome?

Strategic leadership: This kind of management serves as a link between upper management and the workforce, or between managers and lower-level personnel. With this leadership approach, the team's working circumstances and executive interests are both protected when decisions are made.

4. Whatsources of power could be used, what influence tactics and when?

Referent power: charismatic leaders are needed at ICS because the situation there calls for them. Referent power is usually seen when a leader is widely admired, revered, and valued by their subordinates and communities gain strength from this.

When team motivation is required to boost morale and improve relationships with the team leaders, this kind of power source would be heavily utilised

Section 2: Team Cohesiveness and Team Work

Complete the following tasks, ALL points must be addressed: TASK 1- ANALYSIS AND DIAGNOSIS

1. Answerthe following:
   • Whatteam contribution factors are lacking at ICS?
   • Why?
   • Whatis the impact on the project and on the organization? Address the questions using the table below:

2. Basedon your analysis in question Discuss the five dysfunction levels for the team at ICS.

3. Describe theteam in terms of:

1. Type

This team is comparable to a task force. a group of people brought together to examine, investigate, or find a solution to a certain problem. A task force is typically established in response to an issue or specific incident, and it is then disbanded once it has completed its mission. The goal of a task group is to offer aid, support, and, if practical, devise preventative measures for issues.

1. Size

The number of team members needed to complete a project depends on a number of criteria. It is crucial to remember that before choosing one's makeup, one must decide what they will be doing on the team. possess the required skills. Different tasks could need different skill sets.

1. Composition

According to studies on team composition, varied teams demonstrate better team invention and offer a wider range of solutions to a given challenge, although homogenous teams tend to be happier and receive more positive feedback. However, while selecting the kind of team to assemble in order to complete any given assignment, external factors must be taken into account. This sort of group is diverse with a considerable presence of programmers due to the project's aims.

1. Organisationalcontext

The organisational context is the structural link between projects and the project-involved organisation. Relationships are formed between the team members working on the project as well as between the team and the task itself when a collection of individuals spontaneously completes projects, programmes, and portfolios. Due to the intersection of these links, each project has a distinct context, which also influences the project environment and success. In order to cope with the organisational environment that is necessarily formed when people work together, influence people's conduct, and build a

desired workplace that is suited for the features of specific projects, the notion of organisational theory and design is established in this context.

4. Reflecton your findings in task 1, how is the current situation affecting team effectiveness?

It is evident that the team's decreased productivity is caused by the management's inadequate leadership methods and use of power. The team's ability to work together has been severely harmed by this.

TASK 2- ESTABLISH THE TEAM

Consider yourself to be in Janes shoes. Answer the questions below, ALL points must be addressed.

1. Definethe project objectives:

1. Establishthe project objectives in line with ICS

Designing and implementing an e-business system for a Fortune 100 distribution hub is the major goal.

1. Describehow you would communicate the project objectives to the

1. Determining the goals

My first step is to identify and establish specific, inspiring, and well-documented project objectives.

2. Identify the participants

To complete the project, I will identify all relevant internal and external stakeholders.

3. establishing a line of communication

It will be crucial to establish a clear route for informing the team about the specifics of the project and outlining what needs to be conveyed.

4. Fulfilment of project objectives

Delivering the project goals to the team with precision and assurance is the final step. If my team has any questions about the goals, I'll be willing to listen to them.

2. Establish the team:

1. Develop a vision and mission for the team to establish a common understanding of team purpose in accordance with organizational objectives.
   
   

The organization's objectives for the present and the future are described in the vision statement. A company's vision must be consistent with its goal, strategic strategy, culture, and fundamental values. Governmental and non-profit organisations frequently use vision statements to define their strategic goals.

While a mission statement is seen as an action-based proclamation of a company's objective and strategy for customer service. On occasion, this might include a description of the company, what it does, and its objectives. Your mission statement is a quick summary of the objectives of your business.

1. Develop a set of key objectives for the team to be

Market dominance achieved by top-notch commercial operations. The team will imaginatively design top-notch, competitive solutions that satisfy the client's expectations. Dominance of the market will be guaranteed.

Capital creation, one of the team's goals is to create systems of the highest calibre that will aid the company and its stakeholders in capital generation.

1. Determine ground rules/normsand team behaviours for the team. Include a discussion on how you would develop those rules in consultation with the team. Why is it important to consult with the team?

To guarantee that every team member contributes knowledge about the best working standards at the workplace, the ground rules will be established through team conversation and involvement. Formal consultation meetings, either in person or online, will be held to accomplish this.

• Openlycommunicating with one another and occasionally providing feedback that is
• Treatingclients and customers with patience and
• Teammembers must get along, appreciate one another, and engage in constructive interpersonal

1. Developa skills matrix for the

(Note: you should research what skills and knowledge are required for each position and assume the level of proficiency in line with the given scenario.)

3. Establisha performance plan:

1. For eachrole in the team identify any variations that you would make for a team member based on the scenario and the skills matrix.

Your plan should include:

Role, responsibilities and accountabilities, KPIs and reward for achieving and/or exceeding targets. Use the table below to address this question.

Develop KPIs for team work.

TASK 3- TEAM COHESIVENESS AND TEAM WORK

Consider what you would do in Janes position. Answer the questions below, ALL points must be addressed.

1. Discusshow you would support team members in meeting expected performance
   
   

1. Believe in and support the group.

Each team leader is responsible for encouraging cooperation through interactions, feedback, reward and incentive schemes, and other strategies.

2. Establishing a team vision and assisting the group in achieving it.

A team leader must establish a clear vision and mission statement and work tirelessly to support the other team members in achieving it.

3. Aiding the group by serving as an example and being accessible when necessary.

As the team's leader, I will establish expectations for everyone on the team and make sure I'm always accessible for meetings.

2. Develop a performance planning and review process draft for the team at You dont need to provide too much detail, but you should demonstrate that you can address the key points of this type of policy. It is advisable that you research similar policies to gain a better understanding of how the policy could be designed.

Use the table below to work on your draft policy.

Performance Planning and Review Procedure for ICS team.

3. Describe how you would provide constructive feedback to Lisa and Focus on content, manner, timing and frequency.

One of a manager's main responsibilities is to provide the team with constructive criticism to foster team development. It is equally important to be able to provide this feedback continually. Constructive criticism is crucial when there are issues that require employees to address mistakes or flaws without creating resentment. Here is an illustration of my criticism of Lisa and Paul.

I would like to talk about how your delay had an impact on the team, I would like to talk with you more specific about your most recent design. Although I'm sure you gave it your best effort, it would be nice if you were proactive in spotting delivery difficulties before they had an impact on future deliveries.

4. How would you support Paul and Lisa to identify and resolve performance problems?

The parameters used for gauging staff performance will provide feedback about the performance index for Paul and Lisa as part of the KPI review. Depending on the results, I may directly ask team members for input about both specific and systemic performance issues.

5. Describe how you would collect feedback from the team (issues, concerns and problems)
   
   

Individual meetings are crucial, but regularly organised team gatherings may also provide insightful input. Team meetings may be beneficial since it might be easier to exchange information and offer suggestions in a group setting. When workers feel they have the support of their co-workers, they are more inclined to speak up, which may be done by using team meetings as a venue for feedback.

6. Discuss how you would engage the team to:

1. Get motivated

1. Set clear
2. Foster a positive work
3. Provide autonomy and
4. Encourage open
5. Celebrate milestones and

1. Communicate more effectively

1. Establishopen
2. Encourageactive
3. Setclear
4. Fostera safe
5. Utilizevisual

1. Haveinput into planning, decision making and operational aspects of the team

1. Encourage
2. Hold collaborative
3. Delegate
4. Provide relevant
5. Foster a learning

1. Value and reward their individual team effect
   
   
2. Assist them with the stress they might experience due to the situation

1. Encourage open
2. Practice active listening and
3. Offer flexible work
4. Promote breaks and self-
5. Providere sources and

7. Discuss how you would lead by example so that your contribution to the work team serves as a role model for others and enhances the organisations image for all

1. Recognize and appreciate their
2. Provide meaningful feedback for
3. Delegate tasks aligned with their
4. Support their professional
5. Encourage collaboration and knowledge

SECTION 3 LIAISE WITH STAKEHOLDERS

Answer the questions below, ALL points must be addressed.

1. Developa brief stakeholder communication plan that addresses the following:
2. Identifyand briefly analyze your key stakeholders

Shareholders, clients, vendors, and staff are a few examples of crucial stakeholders for a company. Internal to the company are some of these stakeholders, including the shareholders and the staff. Others, such as the company's clients and suppliers, are not affiliated with the company yet are nonetheless impacted by its decisions.

External Stakeholders:

Board of directors Fortune 100 company

Internal Stakeholders:

Ivana Paula

Lisa

ICS Inc

1. Methods,media and frequency used to establish and maintain open communication processes with all stakeholders

1. Meetings:Regular face-to-face or virtual
2. Emails:Clear and concise updates and information
3. Newsletters:Periodic updates and
4. Surveysand feedback forms: Collecting stakeholder opinions and
5. Collaborationtools: Real-time digital collaboration and document

2. Howwould you communicate information or directives from the board of directors to the ICS team?

• Company Website
• Staff Group Emails
• Meetings with ICS staff

3. ICSteam is concerned about the quality of a software in use for the project that is hampering the overall productivity of the team.

1. Howwould you communicate the unresolved issue with the board members and follow-up to have it resolved?

The board's responsibility is to monitor the effectiveness of the product being created and the delivery process. As the lead team, I will regularly contact board members to follow up and physically meet with them to discuss the issue and solicit their support.

1. What influence tactics could you use?

To interact with the members and follow up to guarantee successful project delivery on schedule and with quality, I would employ personal appeal and authority strategies.

4. Discuss how you would see Jane actively and effectively managing her work relationship with the board of directors and a hostile CEO.

After the CEO acknowledged excessive inability to deliver, the board of directors chose Jane, an accomplished project manager, to supervise the remaining delivery process. To guarantee that the project is completed on schedule, Jane has to have effective communication and leadership abilities. She needs to set up meetings with the board of directors, set clear deadlines, and manage her interactions with the CEO.