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

1. What are some of the key difficulties in successfully implementing portfolio management practices?
2. Discuss the concept of emotional intelligence as it relates to the duties of project managers.  Execution of Projects Case Study Paper.Why are the five elements of emotional intelligence so critical to successful project management?
3. Consider the profile examples on project leaders Sir John Armitt and Jim Watzin from the chapter. If you were to summarize the leadership keys to their success in running projects, what actions or characteristics would you identify as being critical? Why? What are the implications for you when you are given the responsibility to run your own projects?

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ASSIGNMENT 2,

PLEASE WRITE 2 PAGES IN APA FORMAT.

Case Study 3.1 Keflavik Paper Company

Keflavik Paper is an organization that has lately been facing serious problems with the results of its projects.  Specifically, the company’s project development record has been spotty: While some projects have been delivered on time, others have been late. Budgets are routinely overrun, and product performance has been inconsistent, with the results of some projects yielding good returns and others losing money.  They have hired a consultant to investigate some of the principal causes that are underlying these problems, and he believes that the primary problem is not how project are run but how they are selected in the first place.  Specifically, there is little attention paid to the need to consider strategic fit and portfolio management in selecting new projects.  Execution of Projects Case Study Paper.This case is intended to get students thinking of alternative screening measures that could potentially be used when deciding whether or not to invest in a new project.

Questions

1. Keflavik Paper presents a good example of the dangers of excessive reliance on one screening technique (in this case, discounted cash flow). How might
2. Assume that you are responsible for maintaining Keflavik’s project portfolio. Name some key criteria that should be used in evaluating all new projects before they are added to the current portfolio.
3. What does this case demonstrate about the effect of poor project screening methods on a firm’s ability to manage its projects effectively?

Case Study 4.1—In Search of Effective Project Managers

This case involves Pureswing Golf, and illustrates the problems when organizations attempt to locate competent project managers without any systematic plan for identifying and training good potential candidates.  They are discovering that the “voluntary approach,” whereby new project managers are solicited seemingly at random from around the company, simply does not work.  Many of these individuals likely do not have the skills or a reasonable understanding of what it takes to manage projects effectively.

Questions

1. Imagine you are a human resources professional at Pureswing who has been assigned to develop a program for recruiting new project managers.  Design a job description for the position.
2. What qualities and personal characteristics support a higher likelihood of success as a project manager?
3. What qualities and personal characteristics would make it difficult to be a successful project manager?Execution of Projects Case Study Paper.

MORE INFO 

The difficulties in successfully implementing portfolio management practices?

Introduction

Portfolio management is a set of practices that guide investment decisions. It involves the identification and analysis of assets, their sources and expected cash flows. A portfolio manager uses these analyses to choose investments that will meet the goals set out by an investor.

Most investors do not have enough time or resources to properly implement portfolio management practices, which makes it difficult for them to succeed at it. Even if you’re able to successfully implement some or all aspects of these processes within your firm, there are many other challenges involved in doing so successfully—such as making sure everyone understands what they need to know about how those strategies work together with each other (and why!). But don’t worry—we’ll get into those details later on!

What is Portfolio Management?

Portfolio management is the process of managing a set of investments to maximize returns and reduce risk. Portfolio managers can be employed by large financial services firms, such as Goldman Sachs or JPMorgan Chase, but they also work for hedge funds that focus on investing in specific sectors or industries.

Portfolio managers must make sure that their clients’ portfolios are well-balanced so as not to lose money when one industry does well at the expense of another industry that may be doing poorly at the same time. They also need to make sure that there’s enough diversity in an investor’s portfolio so he has options when things start going south—for example, if one stock goes down sharply then another might rise up quickly enough not only replace it but also outperform it!

Why portfolio management fails?

• Portfolio management is not the same as project management.

• Poor project selection criteria.

• Lack of communication between project managers and portfolio managers, resulting in conflicting priorities and duplication of efforts.

• Lack of training, especially for new talent who may be assigned to manage a portfolio’s activities or take over when an existing manager leaves the organization (for example).

This list could go on but we’ll stop here because we don’t want our article to go on forever!

How difficult is it to implement portfolio management?

Portfolio management is not easy to implement. There are several factors that can make it difficult for a company to successfully implement portfolio management practices and management systems, including:

• The organizational culture of your business. If your organization has been operating under a philosophy or strategy that was focused on short-term gains at the expense of long-term growth, then implementing portfolio management practices won’t be an easy process.

• The organizational structure of your company. For example, if you have multiple divisions or departments within your organization that each want their own budget allocation or resource control (e.g., some people want more money than others), then implementing portfolio management may become very challenging because there will be little incentive for employees who do not agree with this approach to work together toward common goals while still receiving fair compensation packages from those who do agree with such strategies being implemented within their respective workplaces; henceforth creating distrust among staff members which could lead down an unnecessary path towards dissolution within these organizations’ structures as well as hampering any efforts made toward improving financial performance overall through improved decision making processes related directly back towards improving efficiency levels across every level within those companies’ operations too!

Conclusion

The main point is that portfolio management doesn’t work, and it never will. The reason for this is simple: even though the benefits are great, there are too many risks involved. It’s not worth it to take on these risks when a cheaper alternative exists. Portfolio management should be used by those who want to minimize their risk as much as possible while still enjoying the benefits of financial freedom and retirement savings