Introduction
The two directors, the director of research and development and the director of sales may be conflicting. However, it does not definitively imply that both or any of them is ideologically or strategically wrong. Therefore, after close evaluation of the management plans tabled by the two heads regarding an approach to the employee management, I have selected two proposals from one of them for an in-depth review. The aspects of consideration are strengths of the proposals, why the projects stand out regarding the project management phases and what are the key points that one can learn from the suggestions.
The general strengths that are attributable to the project management life cycle theory.
The research and development manager has proposed that the key to the employee predation in ensuring their recruitment, training, and retention is the creation of exceptional team building methodologies, and increment in salaries and promotions. On the evaluation of the two proposals, it is clear that they illuminate on possible, tested and approved tenets of a project purposed to the recruitment and retention of employees (Mitchell, Holton & Lee, 2001). The specific proposals have the following strengths regarding the projects and the flow of activities.
The proposals coherently and sequentially ensure that all the requirements are outlined and stated such as the estimates and schedules.
The plans strictly follow the standard life cycle approaches, strategies, and models.
Critical overview on how the programs have captured the project life cycle steps
The life cycle theory of project management states that an effective plan must have the following key tenets in approach if the strategy is to lead to a successful project of all which are evident, fully defined, embedded and projected in the proposal of the research and development manager.
The initiation phase projects the case, analyzes the feasibility status, projects the charter, proposes a team of action, indicates the requirements and location of the office of the project and has an organized review of all the phases.
The planning stage outlines the resources available, financial projection, quality plan, risk framework, communication steps and guidelines.
The execution plan outlines the deliverables, indicates and vividly shows how monitoring and project control will be sequenced and conducted. The elements included here are time, cost, quality, change, risk issue, and communications management protocols.
For the project closure, the proposals indicate how the closure tasks and activities will be organized and sequenced (PMBOK, 2013).
Points to note about these proposals
The organization of the plan is coherent, seamless, critically and functionally projected. The steps allow the project to be structurally stable. The manager has also factored in all the estimates regarding the costs, time and resource allocation. Therefore, all the steps in the project phases will flow consistently and seamlessly. Additionally, the communication schemes depict a professional paradigm of purpose and is geared towards ensuring that communication barriers such as language, the direction of flow and interpersonal barriers have are non-existent. Project management requires a well thought out, structured and result-oriented plan for successful execution (Grunig, 2013). All the tenets that focus and lead to a useful project are an integral part of the proposals.
Conclusion
The two managers propose robust, logical methods towards the resolution of the employee predation at advancement corporation. However, the director of production and development proves a more consolidated approach that concisely and coherently engages the project management life cycle steps and phases that will ensure the complete and comprehensive analysis of the crisis regarding employee poaching.
References
Grunig, J. E. (2013). Excellence in public relations and communication management. Routledge.
Mitchell, T. R., Holtom, B. C., & Lee, T. W. (2001). How to keep your best employees: Developing an effective retention policy. The Academy of Management Executive, 15(4), 96-108.
PMBOK. (2013). Project Management Body of Knowledge (PMBOK® GUIDE) (5 ed.). Newtown Square, Pennsylvania 19073-3299 USA, USA: Project Management Institute, Inc.
