GLOBAL CONTROLS PROCEDURES

Table of Contents
Brainstorming Techniques 1
Work Breakdown Schedule3
Initiation3
Kick-Off meeting3
Job Details3
Job Responsibilities3
Approval Process3
Senior Management to review final document development3
Procedures Testing3
Management Testing Plan3
Site Preparation4
Space Allocation4
Equipment/Technology4
Equipment/Technology Requests4
Hiring Criteria4
Hiring Personnel4
Human Resource Candidate Screening4
Training 4
New Hire4
Closing Project4
Risk Management Plan12
Project Budget12
Introduction14
Conclusion17

GLOBAL CONTROLS PROCEDURES

As an organization expands over a period of time, it is bound to undergo a number of changes that call for restructuring action. The workload within different departments in such an organization increases with time. Subsequently, the managers of these different departments need to take measures to support the extra workload within the organization. Failure to so would result in failure of the department to handle its designated assignments. This project is looking at such a similar situation.
For this project, the case study involves the creation of a new department within the compliance task team. An enforcement action gave rise to the necessity of this new team. The new compliance team is tasked with handling a specific compliance issue. The formation of this new department has brought forth a new problem. Being a new department, their roles and responsibilities have yet to be documented and assigned. This problem requires a prompt solution to avoid ineffectiveness within the department due to lack of stipulated proper role assignment in the team.

The project manager begins by setting up a project charter. In this, she documents the activities and processes that the team involved in seeing to the fruition of the main objective will undertake. It documents this processes along a specific timeline and budget that the project is expected to adhere to. Creating the project charter is usually one of the key preliminary steps any successful project managers undertake. The project manager and the other key parties involved in the particular project will use the project charter as a yardstick in measuring how on schedule or beyond schedule they are during any particular time in the project. The charter binds the parties involved and stipulates the roles each is expected to carry out within the given timeline.

The paper details how the project begins. In a brain storming session, the legal team of the organization undertaking the project comes up with the expected duties and responsibilities in accordance with the laid out regulations. The roles of each member of the new compliance department are defined at this stage. The desk procedures expected of the new team are also described. With assistance from qualified persons, they also determine space allocation, tools and materials that will be used and requisition appropriate training equipment and procedures.

The paper then describes the preparations and considerations undertaken including transactional data analysis review and risk assessment findings. This information is then presented to senior management personnel who review the findings and determine whether the project proceeds. Upon approval, testing begins to determine the best procedures which are then reviewed by senior management for approval. The preparation of the selected site is undertaken, followed by installation of the required technical materials. Prospective employees are then hired and trained after the criteria for hiring is decided upon by the Human Resource department.

In order to achieve the laid primary objectives, the project manager designs certain steps and procedures. The guidelines assist in ensuring that the entire process is conducted and completed in an organized timely fashion. In preparing the schedule, the project manager has to make sure that every step of the process is undertaken by the involved parties in an efficient manner. This means making provisions in the process to handle any unanticipated changes that may occur during the project. Other problems may arise during the project due to new discoveries made during implementation. They may lead to completely new requirements and arrangements, regardless of how thorough the initial preparations were.

A good project manager, according to Frame (2002), always factors in the possibility of unforeseen changes during the project process. One way they prepare is by ensuring that there is an opportunity to update the work schedule of a project. In case of delays, the work schedule can be changed and updated effectively. However, Frame (2002) insists that having at least one or more contingency plans is the best way to prepare for unforeseen drastic events which may put the entire project at risk. For this project, the project manager ensures involvement of the senior management before any final decision making. This helps avoiding setbacks in the process due to taking unapproved steps in the decision making, which senior management later refuses to certify.

In conclusion, any project undertaken faces certain constraints which challenge either the project or the manager. In this project, time is a major constrain. The project requires a great deal of input in the form of resources and tools for successful implementation. This in turn leads to increased financial costs. The financial costs of the project are therefore another constraint facing the project. The time constraints placed on the project, coupled with the financial strain mean that the scope of the project becomes successively limited.

In the event changes which are so great and cannot be met within the time schedule come up in this project, the manager identifies specific section of the schedule which can be updated and even combined with others in order to meet new deadlines in time and ensure that the constraints and dependencies of the project are overcome effectively. Frame (2002) advices that in the event everything else fails, the project manager can apply “brute force” in ensuring the guidelines and project schedules are realized. The manager views this “brute force” approach as means of last resort. Accommodation of changes and handling them efficiently is entailed in the project.

References
Frame, J. D. (2002). The new project management: tools for an age of rapid change, complexity,     and other business realities. Jossey-Bass.