GROUP 1 PROJECT REPORT

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Bow Valley College, Calgary *

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Apr 3, 2024

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1 GAP ANALYSIS FOR GRD CORPORATION Prepared To: GRD Corporation Prepared By: Simran Verma, Anmoldeep Kaur, AnmolPreet Sharma, Khushdeep Singh February 09, 2024

2 MEMORANDUM TO: GRD Corporation FROM: Simran, Anmoldeep, Anmolpreet, Khushdeep DATE: February 09, 2024 SUBJECT: G ap Analysis and Project Management Recommendations Our team has been performing a gap analysis as part of our engagement with GRD Corporation to pinpoint areas where the project management approach needs to be improved. The goal of this analysis is to generate S.M.A.R.T. (Specific, Measurable, Action oriented, Realistic, and Time oriented) recommendations for improvement by comparing the organization's actual performance to its prospective performance. Opportunities for Mandatory Training : Establish training initiatives that are required for all project managers to obtain the PMP qualification. This will support the project managers' experiences and help standardize skills. Evaluation of Performance Redesign : Redesign the present methodology for performance evaluation to determine which project managers require more chances for training. This will increase openness and aid in setting priorities for training initiatives. Time management and cross-training : Prioritize time-related concerns and maintain project timeliness by stressing cross-training to reduce workload demands and implementing daily planned schedules.

3 We appreciate the chance to contribute to this significant initiative. We are eager to go into further depth about these suggestions. Regards, Simran, Anmoldeep, Anmolpreet, Khushdeep

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4 CONTENTS Page no. List of illustrations .................................................................................................................... 4 Executive summary………………………………………………………… ..... ………………………………….……… .... 5 Introduction………………………………………………………………………… ..... …………………………….………….6 Result of surveys in sections………………………………………………… .... ……………………….………….…...10 Key findings ............................................................................................................................. 25 Recommendations… ............................................................................................................... 27 Appendix A ............................................................................................................................. 32 Appendix B… .......................................................................................................................... 33 Conclusion .............................................................................................................................. 34 List of illustrations: Figure 1.1 .............................................................................................................................. 11 Figure 1.2 .............................................................................................................................. 12 Figure 1.3 .............................................................................................................................. 12 Figure 2.1 .............................................................................................................................. 13 Figure 2.2 .............................................................................................................................. 14 Figure2.3 .............................................................................................................................. 14 Figure 2.4 .............................................................................................................................. 15 Figure 3.1 .............................................................................................................................. 16

5 Figure 3.2 .............................................................................................................................. 17 Figure 3.3 .............................................................................................................................. 18 Figure 3.4 .............................................................................................................................. 19 Figure 4.1 .............................................................................................................................. 20 Figure 4.2 .............................................................................................................................. 21 Figure 5.1 .............................................................................................................................. 22 Figure 5.2 .............................................................................................................................. 23 Figure 5.3 .............................................................................................................................. 24 Figure 6 ................................................................................................................................. 34 EXECUTIVE SUMMARY Following a poll of several project managers, several trends emerged in the responses that might be the root of GRD's issues. These patterns demonstrated a deficiency in motivation, communication, education, and appropriate team selection. Most of your project managers may

6 lack the expertise to manage the projects they must work on if they rose through the ranks naturally. Another problem is that teams are not formed with the project needs in mind because members are mostly chosen based on their experiences. Finally, we discovered that over half of the project managers have no interest in continuing their education and that the majority earn over $100,000 annually. This raises concerns about the project managers employed by GRD and their motivation. Should the project managers lack motivation to work, they will not be contributing to the projects and upholding the project's limitations. It is advised that GRD assign the project managers to the following categories: Low, Medium, Strong, and Top. Through staff evaluations, GRD will be able to identify underperforming managers and aid help them overcome project limitations and challenges. Additionally, managers who consistently perform in the lowest category will be able to be identified by GRD, and if they do not improve, their employment may be terminated. The workers will be inspired by this to put in more effort and make sure they do not fall into the low category. In addition to this suggestion, we think GRD ought to engage an outsider to assist in educating GRD's project managers. To help the project managers have a successful project, this outside party will instruct them on how to manage limitations, roadblocks, and other procedures like a project charter. These adjustments will enable GRD to address its problems with project managers exceeding budgets and timelines. THE GRD CORPORATION: A PROJECT MANAGEMENT GAP ANALYSIS INTRODUCTION

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7 As part of the GRD Corporation project, a thorough gap analysis will be carried out to assess the organization's project management capabilities and offer suggestions for enhancement. The company's concerns regarding project delays and budget overruns are the reason behind this program. As part of the project, GRD Corporation's project management procedures will be evaluated, compared to industry best practices, and any gaps found will be addressed with S.M.A.R.T. suggestions. The ultimate objective is to assist GRD Corporation in improving the performance of its project delivery and attaining greater success in its future undertakings. Required Instructional Activities: Although most of the project managers that GRD hires have advanced naturally to their current roles, others have prior project management expertise. Furthermore, most of them lack their PMP. Possessing a PMP is advantageous for project managers as it is a well acknowledged certification with numerous advantages. Since everyone taking the PMP exam is tested on the five project management processes—initiation, planning, executing, monitoring, and controlling, and closing—one of the main advantages of the certification is that it improves a project manager's abilities. This is significant because it guarantees that the five steps' best practices will be standardized. The ability to successfully complete projects with an industry focus helps project managers authenticate their experiences and abilities, which is another advantage of holding the PMP qualification. Additionally, it allows one the opportunity to lead, direct, and execute projects, increasing their value as project managers (Top 10 benefits of getting a PMP Credential, 2013). The implementation of obligatory training opportunities will help GRD's project managers work towards obtaining

8 the PMP credential, as there are paid training options available but not everyone is taking advantage of them. GRD needs to rethink their existing performance assessment method to be more productive and efficient. This will allow them to identify which project managers need more training opportunities and when. The implementation of mandatory educational workshops in conjunction with a new performance assessment method would facilitate employee acceptance overall by fostering transparency from the top down, as staff members would understand exactly why additional training or education is needed. Additionally, GRD would save money and labour by sending those who need it to pursue further education. This is significant because it would be extremely expensive all at once if GRD sent everyone off to training, leaving no one to work. A thorough review of project management fundamentals, such as the significance of project charters and how to draft one, Gantt charts, responsibility matrixes, critical paths, and effective dispute resolution, would be covered in the instructional seminars. Each of these procedures is essential to effective project management. For example, a critical path lets you figure out how much time and money are going to each activity, thus GRD should make one for every project to figure out where they can best spend their time and resources. This would also assist GRD in resolving their scheduling problem, which was noted as one of the difficulties in carrying out projects. The team can also decide who does what and when tasks should be finished by using a Gantt chart, work breakdown structure, project charter, and responsibility matrix. A Gantt chart could be useful in resolving scheduling issues as well. Selection and Management of Teams:

9 There are a few significant problems with GRD's team selection process. The fact that 82% of project managers questioned said they choose their teams based on prior experience and 62% said they choose teams based on availability is one of the main problems. This is problematic since a person's prior experience with a certain project type does not guarantee that they are fully informed or equipped to manage the project. Without a doubt, GRD Corporation should think about having management participate more in the project. It will help the business if managers are seen as leaders rather than merely people in higher positions. One distinguishing factor between a manager and a leader is that the former leads by reminding subordinates of their role. While leaders motivate their teams by using various strategies, they also lead by making them want to work. About half meet with management every day at 48%, and slightly more than half meet once a week at 54%. The problem that our team has identified as potentially preventing GRD's project from exceeding budget and schedule limits is improper employee management. 10% of employees hold monthly meetings, and 4% have biweekly meetings with management. If that group of workers had more in-person meetings with management, whatever queries the project managers had would be addressed in person. GRD would greatly benefit from that because they struggle with finishing projects on time. The project would generally proceed more smoothly if the problems were resolved as soon as they arose. It is crucial for managers to remember that workers don't always enjoy having their orders fulfilled in a dictatorial manner. Encourage staff members to offer their opinions on how the project should be completed instead. Employee involvement in project decision-making will inspire them to put in more effort later. An additional benefit is that project managers are kept up to date

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10 and there are no unforeseen conflicts. By keeping everyone in the organization informed, this increased communication will be advantageous. It is imperative that managers select the squads and dedicate effort to their formation. Managers that are aware of their staff members' advantages and disadvantages will be able to form productive teams. In general, managers possess greater education and work experience than employees. Members of the project team will therefore collaborate better with associates rather than forming friendship groups. GRD will gain from this suggestion since it will result in more evenly distributed project teams. They can address the unresolved problem of projects going over budget with more balanced teams. Project managers will feel more at ease asking questions if management is perceived as more of a colleague rather than just a superior. Implementing this suggestion will provide GRD with a competitive edge in the marketplace. SECTIONS RESULTS OF THE SURVEY Section 1: Position/Company Profile: An overview of GRD Corporation and their project managers is given in this section. The questions in this part gave us the background knowledge we needed to understand the project managers at GRD. 1. How long have you worked in this position? 42% of GRD's current project managers have only held their current roles for one to five years, according to a study of our survey data. Twelve percent had been employed for less than a year.

11 2. Did you have project management experience prior to getting your current position? 70% of respondents said they had experience managing projects before joining GRD. Additionally, we discovered that 30% of respondents had no prior project management expertise when they started working at GRD. 3. If you answered yes to question 2, how much PM experience did you have? Of the responders, 40% had between one and five years of experience. Furthermore, we discovered that just 3 percent of responders had less than a year of experience. Figure:1.1 4. How did you get into project management? Fifty project managers were questioned about how they entered the field. 58% of project managers entered the field naturally, while 10% entered through other channels. A few managers entered the field of project management through several routes.

12 Figure:1.2 6. Do you have your PMP? Fifty project managers were questioned about whether they were PMPs. Only 26% of respondents genuinely had their PMPs, compared to 74% of project managers who did not. Figure:1.3

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13 Section 2: Project Planning We learned about the project planning process used by GRD from this section. This section will concentrate on the project sponsors—or lack thereof—the plans they employ, the creation of the project charter—or lack thereof—the definition of the project's scope, and the use of critical routes. 5. Do you a Project Sponsor for your project? It was discovered that 56% of the participants had a project sponsor. In contrast, 44% of respondents said they lacked a sponsor for their project. Figure:2.1 6. What plans do you develop for your project? 90% of the respondents employed a budget strategy for their project, according to our research. Only 34% of respondents, it turned out, made use of a human resource plan.

14 Figure:2.2 7. Do you develop a project charter for your projects? According to our research, half of project managers don't draft a project charter. Although 48% of responders do finish the project charter. Figure:2.3

15 8. How is scope defined for your project? It was shown that 58% of project managers had their stakeholders define the project's scope. It was discovered that a mere 2% of managers defined the project's scope based on labour costs. Figure:2.4 9. Do you develop a critical path for your project? We found that 78% of the respondents do develop a critical path. Only 20 percent do not develop a critical path at all. We learned 2% of project managers didn’t respond to the survey. Section 3: Project Monitoring

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16 We examined a few of the difficulties GRD has when it comes to project oversight. They encountered difficulties in executing certain aspects, such as keeping an eye on expenses, adhering to a schedule, and managing scope modifications. 1. What challenges do you face in executing the project? The schedule and scope modifications that GRD's project managers deal with the most are the largest obstacles. That was the opinion of 70% of the project managers surveyed. Just 32% had to deal with resource adjustments. It's noteworthy to notice that 58% of respondents reported having difficulty with cost and budget changes. Figure:3.1 2. Of your choices from question 1, which is the most difficult? Of the 50 respondents, 22% thought that changes in scope were the biggest obstacle. Interestingly, 20% of respondents said that scheduling and budget/cost adjustments were the hardest challenges to overcome. Only 4% of respondents said that resource changes and other issues—which included safety modifications—were the most difficult.

17 5. Specifically, how do you monitor the actual schedule of your projects? Twenty-two percent of the fifty respondents said they used weekly reviews to keep an eye on their project's timeline. It was discovered that a mere 2% of participants employed change management and qualitative metrics to track the project's real timeline. Figure:3.2 6. Specifically, how do you monitor the actual cost of your projects? It was discovered that 34 percent of the fifty project managers who participated in the survey relied on comparing their financial reports with their work breakdown structure to keep track of the projects' true expenses. Of the fifty project managers, we discovered that two percent relied on invoices, two percent kept track of all their receipts, two percent used their best judgment, and two percent kept no track of their project's expenses at all. It is significant to note that 30% of the 50 respondents utilized Excel budget sheets to monitor the project's expenses, closely trailing the most preferred option.

18 Figure:3.3 9. How do you handle changes to your project scope? When we surveyed fifty project managers on how they addressed scope adjustments, we discovered that half of them informed the stakeholders of the changes. Out of the 50 respondents, just 18% said they couldn't deal with change.

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19 Figure:3.4 Section 4: Team Management This section will focus on the GRD's team management component. These inquiries will shed light on the procedures and team selection used in GRD. One of the most important factors for a project to be successful is teamwork and team relations. 1. How are teams selected? Please select all that apply. Fifty project managers were questioned about the team selection process. We discovered that 82% of managers choose team members based on prior experience, and 2% based on geography. The selection process based on skill set matrix and best applicant yielded noteworthy outcomes with respective percentages of 36% and 46%. Two chose not to cast a ballot.

20 Figure:4.1 2. How is the teamwork broken down? We questioned fifty project managers about the composition of their teams. 68% of managers divided up the job according to expertise, while 4% left it up to the team's judgment. 3. How often does your project team receive progress reports? To find out how frequently their project team receives progress reports, we polled fifty project managers. 58% of managers, compared to 0% quarterly, reported receiving project updates every week. It's noteworthy that 36% of them get daily progress reports. 4. How often does your project team meet?

21 To find out how frequently their project teams meet, we polled fifty project managers. We discovered that 54% of project teams meet once a week and 0% once a quarter. Not to mention, 48% of them meet every day. Figure:4.2 7. What are the most difficult challenges working with your project team? Please select all that apply. We polled fifty project managers to find out what obstacles they face most while collaborating with their teams. 56% of respondents said personalities were the hardest to work with, while 12% reported other issues. Two further noteworthy findings are that 42% of respondents experienced schedule issues and 50% reported communication problems. Section 5: Human resources

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22 1. How often do you receive a performance assessment? Please check only ONE answer. It was shown that 47% of participants get a performance evaluation just once annually. Furthermore, we discovered that a mere 3% of participants get a performance evaluation for each project. Notably, 16% of respondents said they never received performance reviews. 2. Does your company pay for training opportunities? 92% of respondents said their employers funded their training opportunities. It was also discovered that a mere 8% of participants did not have employers who covered the cost of their training. Figure:5.1 3. Do you intend to pursue further studies to increase your opportunities for advancement?

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23 It was shown that to improve their chances of progress, 58% of participants planned to continue their education. Additionally, 42% of respondents said they had no intention of continuing their education to improve their career prospects. Figure:5.2 4. If the answer to question number 3 is “yes”, when? In six months, 41% of respondents said they planned to continue their education to improve their career prospects. Additionally, 10% of respondents said they planned to continue their education to improve their chances of promotion during the next five years .

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24 Figure:5.3 5. What is your salary range? (Optional) We discovered that 72% of those surveyed made more than $100,000 annually. Furthermore, we discovered that only 3 percent of respondents were paid between $55,000 and $70,000. We discovered that while only 3% of respondents received a performance assessment once every project, 47% of respondents received one only annually. Notably, 16% of respondents said they never received performance reviews. It was discovered that 92% of participants had employers who covered the cost of their training, while just 8% did not have such coverage. Additionally, 42% of respondents said they had no intention of continuing their education to improve their career prospects. 10% of respondents planned to pursue further studies to boost their chances of advancement in five years, while 41% of respondents intended to pursue additional studies to increase their chances of advancement in six

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25 months. It was shown that while 72% of respondents made above $100,000 annually, only 3% made between $55,000 and $70,000. KEY FINDINGS We have gathered several significant data from the survey analysis that helped us draw conclusions regarding the issues GRD Corporation is currently facing. First, our research has shown that 58% of their project managers entered the field by accident. This indicates that many of them most likely lack many of the project management abilities and information that a PM would typically pick up while pursuing their certification, degree, or diploma. In addition, 74% of project managers polled said they did not have a PMP. Even if most people pick up knowledge on the job, formal schooling or project management training has several advantages. It's crucial to remember that 42% of respondents said they didn't plan to continue their education to improve their career prospects. Not only did thirty percent of individuals polled lack the necessary educational background and the drive to pursue additional education, but they also had no prior project management experience before joining GRD. These results led us to conclude that GRD's current problems are partly caused by a lack of appropriate training and credentials. Next, we found that there were some problems with the general management of the teams as well as the process of choosing the teams for projects. First, according to 62% of project managers questioned, team members are selected according to their availability. While only 36% believe it is based on a skill set matrix and only 46% believe positions are awarded to the best candidates. This is

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26 problematic because it's possible that GRD is assigning individuals to positions for which they aren't the best fit because of deficiencies in their education, experience, or other attributes. Half of the respondents (50%) said that the work is also divided down by job description, despite 68% of respondents saying that it is broken down due to expertise. This can be problematic since, as was previously said, many project managers rose through the ranks naturally. As a result, although their title may indicate one thing, their real aptitude, expertise, and work history may vary. There are concerns inside the teams in addition to issues with the team selection procedure. According to 55% of respondents, personalities are the hardest thing to work with in a team, followed by communication (50%) and schedule (42%). Although half of the respondents said that one of the hardest things about working in a team is communication, 58% of them said they really receive weekly progress updates, and 36% said they receive daily progress reports. Having said that, since members are receiving updates on the status of their projects, most of them focus on the problem of scheduling conflicts, so there shouldn't be any problems with projects running over budget or schedule. In fact, 70% of those surveyed said that this was one of the largest obstacles they faced when executing the project. It was surprised to learn that 54% of respondents felt that scheduling was a barrier for their project team, and 48% even said they met every day, given how many respondents said scheduling was a challenge. Once more, since there were so many meetings, there ought to have been chances to recognize and address problems when they were discovered to be meeting [just] once a month and 4% [only] twice a month. This can imply that they don't meet frequently enough. Ultimately, we discovered several data that convinced us that one of the reasons for GRD's problems is a

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27 lack of drive and ambition to succeed. Although these elements have an indirect impact on scheduling and budgetary issues, they do have an impact on the project manager's duties. For example, after reviewing the survey data, we found that 47% of the project managers questioned only got performance reviews once a year, and only 3% got them once a project. This is a problem because there may be recurring problems that go unreported, remain unresolved, and repeatedly lead to the same problems. SUGGESTION: incorporate an improved system of assessment. enhances accountability, identifies important problems with every project, and assists in determining who must attend required training sessions. facilitates training session implementation and aids in general acceptability.) Apart from an inadequate performance evaluation scheme, we discovered that 92% of participants were employed by organizations that provided training, but only 58% said they intended to make use of this opportunity and continue their education to improve their prospects of promotion. The fact that 72% of the project managers polled make over $100,000 in pay may be the reason for their lack of desire to pursue further education to enhance their prospects for growth. Given that many already make the highest possible income, it is hard to understand why someone would still want to invest time in obtaining further training or education. Consequently, one's capacity to manage all the limitations of a project may be impacted by this lack of drive. RECOMMENDATIONS Teaching and educating about appropriate project management procedures:

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28 Qualifications: GRD ought to consider training as a means of producing employees who are more qualified. Employees are already entitled to free training; therefore, the business needs to find new strategies to encourage staff members to enroll in the required courses to have the greatest workforce possible. For instance, the business could consider making training mandatory to retrain and educate underqualified staff on new techniques while also invigorating the rest of the workforce. GRD can let staff members know that the organization wants to enhance project management practices, thus they are required to attend the offered free training. The management may designate an independent organization that it deems appropriate to lead the required complimentary training sessions. Employees will learn about topics such as project charters, work break structures, Gantt charts, responsibility matrix, critical path, and conflict management from the organization providing the training. The project charter aids in outlining the scope of the work and helps maintain focus among team members. WBS and the responsibility matrix assist project participants in understanding their responsibilities and expectations. Comprehending a Gantt chart can aid teams in demonstrating the workflow of their projects. Teams will also gain from having a sense of how the critical route operates, as this will aid in the planning of necessary project tasks. Ultimately, conflict management will enable GRD staff members to acquire critical dispute resolution abilities that will be extremely beneficial to the business. To ensure that not everyone is occupied with training and that projects may still be finished, GRD should require all project managers and their teams to attend training sessions together, one team at a time. This advice will assist GRD in resolving their issues with education and credentials since GRD staff members will be better

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29 informed about project completion techniques and best practices. Greater understanding among GRD staff will improve the company's workforce and increase profitability. Teams are chosen and increased project involvement is done by management: Without a doubt, GRD Corporation should think about having management participate more in the project. It will help the business if managers are seen as leaders rather than merely people in higher positions. One distinguishing factor between a manager and a leader is that the former leads by reminding subordinates of their role. While leaders motivate their teams by using various strategies, they also lead by making them want to work. About half meet with management every day at 48%, and slightly more than half meet once a week at 54%. The problem that our team has identified as potentially preventing GRD's project from exceeding budget and schedule limits is improper employee management. 10% of employees hold monthly meetings, and 4% have biweekly meetings with management. The project managers' queries would be addressed in-person meetings if that group of persons had more frequent meetings with management. GRD would greatly benefit from that because they struggle with finishing projects on time. The project would generally proceed more smoothly if the problems were resolved as soon as they arose. It is crucial for managers to remember that workers don't always enjoy having their orders fulfilled in a dictatorial manner. Encourage staff members to offer their opinions on how the project should be completed instead. Employee involvement in project decision-making will inspire them to put in more effort later. An additional benefit is that project managers are kept up to date and there are no unforeseen conflicts. By keeping everyone in the

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30 organization informed, this increased communication will be advantageous. It is imperative that managers select the squads and dedicate effort to their formation. Managers that are aware of their staff members' advantages and disadvantages will be able to form productive teams. In general, managers possess greater education and work experience than employees. Therefore, project team members will collaborate more successfully with associates rather than forming groups with their buddies. GRD will gain from this suggestion since it will result in more evenly distributed project teams. They can address the unresolved problem of projects going over budget with more balanced teams. Project managers will feel more at ease asking questions if management is perceived as more of a colleague rather than just a superior. Implementing this suggestion will provide GRD with a competitive edge in the marketplace. Put the staff members in a group system with Weak, Moderate, Strong, and Top like in certain areas: incentivizing staff members to improve performance is currently one of GRD's biggest issues. Currently, 72% of the project manager's total compensation exceeds $100,000. Because of this, project managers are less inclined to perform well because their salaries are like one another. To address the issue of low motivation, GRD may consider instituting a system that divides staff members into four categories: weak, moderate, strong, and top. The project managers are sorted into groups of one to four, with one representing the top and four the lowest, after being grouped into each group. See Appendix B for further information. Based on their capacity to adhere to project limitations and maintain quality

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31 control, project managers will be categorized into these groups. Project managers in the lowest brackets will then have mentorship from senior managers to help them advance in their project management careers. The mentors will be able to instruct the less experienced end managers on various techniques, such as using work breakdown structures, project charters, and critical path analysis, to maintain their projects under budget or on schedule. A project manager's employment will be examined for termination if they consistently perform at the bottom of the poor bracket. To have a successful project, this will motivate employees to form the finest teams possible and communicate with one another. Top project managers who finish in the top 1 category will subsequently be eligible for a paid week off from work during the slowest part of the year. To avoid losing all the top managers for a week, just two of them will be allowed to go at a time. This will cover all project managers, meaning that this alternative will also inspire the 16% of managers who do not receive an evaluation. The problem that only 42% of project managers obtained their positions through education is also addressed by this substitute. Allowing senior managers to guide less experienced managers will demonstrate their leadership abilities and teach the latter about appropriate procedures like project charters. As a result, the top managers will have more prospects for promotions since this will highlight their strong points. This option will inspire individuals to perform better to receive a vacation or additional career chances, while also giving the less experienced project manager the know-how they need to complete the project successfully. Weaker managers will be driven to put in more effort to maintain their positions as they will learn how to deal with limitations and changes in projects.

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32 APPENDIX A Education, qualifications:  42% of those surveyed say they have no plans to continue their education to improve their prospects for success.  Just 42% of project managers entered the field through education; 58% entered by natural progression.  Of those polled, 74% don't have a PMP.  Thirty percent of those surveyed had no prior project management expertise before joining GRD. Team selection:  Teams are chosen in the following ways: 82% based on prior experience, 62% based on availability, 46% based on best candidates, and 36% based on skill set matrix.  56% of the most challenging obstacles they encounter in a team are personality-related, 50% are communication-related, and 42% are scheduling-related.  One of the largest obstacles they encounter when executing projects is scheduling (70%).

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33  A successful project depends in large part on the proper selection of the crew. Management:  A bit more than half (54%), but not quite half, meet every week (48%). Conversely, 10% hold monthly meetings, and 4% hold two monthly meetings. (Not having enough meetings)  Fifty percent of project managers who were polled said they inform stakeholders of changes to the project's scope. Just 28% of respondents assess the timetable, and 18% say they "do not handle change" (i.e., they do nothing). Motivation:  Even though 92% of the PMs polled had employers who paid for training opportunities, 42% of respondents said they had no intention of continuing their education to boost their chances of development.  Performance reviews are only given to 47% of PMs once a year. Just 3% of projects receive one assessment. 16% are never assessed.72% of PMs make more than $100,000 a year. APPENDIX B

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34 Figure:6 CONCLUSION It is advised that GRD take the alternative, which entails providing their staff with greater training and categorizing and rating them. These two remedies will deal with the root causes of GRD projects running over budget, behind schedule, and with management that lack

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35 motivation. There is now a deficiency in education and understanding regarding project and team management. Through employee education, GRD will be able to hire more qualified workers who understand how to deal with challenges in a project in a way that keeps them on schedule and under budget. By providing education to staff members and enabling senior managers to coach less successful managers, GRD will ensure that project managers can deliver high-quality work while remaining productive and adhering to project deadlines. It is also evident that many staff members exchange daily and weekly reports. The project managers can read and understand the reports if they receive education, which will help them all stay informed and in sync with one another. Through education, project managers will discover how to assemble their teams with every need necessary for the current project. This involves having the ability to assemble a team that can effectively communicate or resolve communication issues inside their team. Project managers at GRD are another problem the organization is dealing with; they lack motivation. The project managers will be assessed and will be more driven to receive a higher evaluation if they additionally implement the alternative. To stay near the top of the evaluation, project managers will always strive to better themselves. GRD will also gain from this since it will highlight the more capable project managers who could assist in imparting methods and approaches to other managers for overcoming project limitations and challenges. When the two options are combined, all the key problems that GRD is experiencing will be resolved, and long-term project management will be possible.

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GROUP 1 PROJECT REPORT

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