Subject:  strategic decision making /subject: initiating the project


Section: 1 /300 words APA format / subject: Initiating the Project

Reflection and Discussion Forum Week 3

Reflect on the assigned readings for the week. Identify what you thought was the most important concept(s), method(s), term(s), and/or any other thing that you felt was worthy of your understanding. 

Also, provide a graduate-level response to each of the following questions:

  1. The PMI “Code of Ethics and      Professional Conduct” provides guidelines for ethical behavior by project      management practitioners. It describes four main values that should guide      a project manager’s actions. List these four values and give one example      per value of why it should guide a project manager’s actions.
  2. Cultural patterns differ in      various parts of the world, so project team members need to be more      sensitive as to how their actions are interpreted. Project managers      working with global and virtual project teams need to be especially      mindful of the increased need for communications.  Discuss some of      the extra communications challenges posed by virtual and global project      teams, along with a few approaches to address these challenges.
  3. Imagine you are the project      manager of a team tasked with building a new hotel.  When      brainstorming project communication plan considerations, what would you      list under “purposes”?


Section:2/ APA format 500 words /Subject: Initiating the Project

Note: please refer 1st week and 2nd week 

Instructions: Using your Week 2 Business Case/Elevator Pitch Exercise complete the following Stakeholder Identification Exercise. Copy and paste the Business Case/Elevator Pitch from Week 2 in the space below (ensure it is single spaced, Times New Roman 12-point font). Fill in each of the quadrants in the chart below for internal and external stakeholders impacted by the project progress and the project results. List as many stakeholders as you can identify but no more than ten (10) per quadrant.

Be specific with your stakeholder identifications. For example, if the project were the repurposing of a fast food restaurant to operate under emergency circumstances (i.e. 2020 Coronavirus pandemic) then you should not just list “Customers” as stakeholders. You would need to identify these more specifically as “Dine-In Customers”, “Drive Through Customers”, Walk-In Customers” and “Delivery Customers”. 

Your identified stakeholders need to be specific. For example, listing City Government is not specific enough. What department of the city government are you referring too? Is it several? A construction project could include engineering, planning and zoning, public works and even mayor/council. Quality of analysis and critical thought are more important in this exercise than total number of stakeholders identified. If you can breakdown an identified stakeholder group into smaller groups then you have not been specific enough. Do not leave out obvious stakeholders. If you do not fill in ten stakeholders for each quadrant and you missed listing obvious stakeholders then this will count against you. Be thorough and be specific.

Copy and Paste the Business Case from Week 2:

Note: week:2( based on this topic work on, 

Title Project Article #2: High Speed Train

City: California

News source (APA reference): Gourney, A. (2018, July 30). A $100 billion train: The future of California or a boondoggle? Retrieved from

Web address:

Title Project Article #2: High Speed Train

City: California

News source (APA reference): Gourney, A. (2018, July 30). A $100 billion train: The future of California or a boondoggle? Retrieved from

Web address: 


Section:400 words/ APA format 400 words /Subject: Initiating the Project

Chapter 4: Organizational Capability: Structure, Culture, and Roles.

This chapter describes how organizational structure, organizational culture, project life cycles, and role definitions create organizational capability to manage projects. After completing this chapter, each student should be able to perform the following: 

Core Objectives:

  1. Compare and contrast the      advantages and disadvantages of the functional, project, strong matrix,      balanced matrix, and weak matrix methods of organization; describe how      each operates and when to use each.
  2. Relate how an organization’s      structure influences the implementation of its strategic plan.
  3. Describe organizational      culture elements that are helpful in planning and managing projects and      demonstrate how to overcome organizational culture elements that hinder      project success.
  4. Describe different project      life cycle models and distinguish when each is appropriate.

Behavioral Objectives:

  1. Describe the duties,      motivations, and challenges of each of the executive, managerial, and team      roles in projects and list important attributes for selecting each.
  2. Given a project situation,      explain ethical behavior consistent with PMI’s Code of Ethics and      Professional Conduct.
  3. Predict the impact of      organizational structure and associated culture on individual and team      behaviors.
  4. Predict the impact of      organizational structure and associated culture on individual and team      performance.

Chapter 5: Leading and Managing Project Teams.

This chapter describes many issues a project manager faces when developing and leading a project team. After completing this chapter, each student should be able to perform the following:

Core Objectives:

  1. Describe stages of team      development and strategies to move teams through the project life cycle.
  2. Describe characteristics of a      high-performing project team; assess your individual and team capability;      and describe how your team can improve.
  3. Describe methods of project      team decision making and the circumstances in which each is likely to be      most effective.

Behavioral Objectives:

  1. Explain how to utilize the      project team relationship and process ground rules to improve it.
  2. Describe types of project      manager power and when each is appropriate.
  3. Describe typical sources of      project conflict along with the steps in a conflict- resolution process,      styles of handling conflict, and steps in a negotiation process.
  4. Summarize how to develop      high-performance traditional and virtual teams.

Chapter 6: Stakeholder Analysis and Communication Planning.

This chapter introduces the need for and the methods of both stakeholder analysis and communication planning. After completing this chapter, each student should be able to perform the following:

Core Objectives:

  1. Enumerate, describe, and      prioritize each set of stakeholders for a project.
  2. List each section of a      project communications plan and describe the role each plays.
  3. Build a communications matrix      for a real project.
  4. Develop strategies for      stakeholder management.

Behavioral Objectives:

  1. Tell how to build project      relationships and why they are important for communications.
  2. Develop a project      communications management plan for a real project.
  3. Plan, conduct, and improve      project meetings.


Section:4 / 500 words minimum / subject:  Strategic Decision Making 

Discussion Forum Week 3

Go to Chapter 3  and do Exercise 3B “Develop a Competitive Profile Matrix” for Coca-Cola.  Develop an analysis of  Coca-Cola utilizing this matrix in two to three pages.  Then go to the end of Chapter 4 and do Exercise 4A “Perform a Financial Ratio Analysis for Coca-Cola” Step 1.  After developing an analysis of  Coca-Cola (two to three pages) and after completing the financial ratio analysis (one page minimum), submit them in the Discussion Forum for this week.

Note : chapters :3— “The Internal Assessment.(Strategic Management Concepts: A Competitive Advantage Approach, 

Describe the nature and purpose of an external assessment in formulating strategies.

3.2 Identify and discuss 10 external forces that must be examined in formulating strategies: economic, social, cultural, demographic, environmental, political, governmental, legal, technological, and competitive.

3.3 Explain Porter’s Five Forces Model and its relevance in formulating strategies.

)” / 

chapters :4— The External Assessment” (

Describe the nature and role of an internal assessment in formulating strategies.

4.2 Discuss why organizational culture is so important in formulating strategies.

4.3 Identify the basic functions (activities) that make up management and their relevance in formulating strategies.

4.4 Identify the basic functions of marketing and their relevance in formulating strategies.

4.5 Discuss the nature and role of finance and accounting in formulating strategies.)

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