Running Head:PERSONAL DEVELOPMENT PLAN

Personal Development Plan

Personal Development Plan

Introduction

This report concerns the general framework of my professional and personal leadership development. I will be presenting what I consider to be in my present or future function for my clients, my group, my association and my self. It is pursued by the narratives of what I look like at my best with the comprehending of my previous knowledge. Then employ publications to review why those two jobs are important for authority development.

The purpose of this Personal Development Plan is twofold. First, it double-checks that the worker sustains the present level of job proficiency through proceeded teaching and developmental activities. Secondly, the employee journals a vocation route by identifying new information, abilities and abilities to pursue, as well as learning undertakings required to come to the established goals. Third, the PDP will support organization mission and career field needs.

This report will contemplate how I present in present role with other ones and furthermore the abilities and strengths I have evolved and discovered.

Step 1: Where would I like to be in the future?

To meet and exceed customer expectations, the business team needs to follow an overall organizational strategy. Strategy is an agreed-on guide to action that should lead the business to success in the marketplace by satisfying customer needs better than the competition does. However, no matter how well thought out a strategy is, it is useless if implemented poorly or not implemented at all. In fact, a strategy that is implemented poorly or not implemented at all is really not a strategy; it is simply a plan, an intention to do something that remains undone. A true strategy is a plan that has been executed so that the consequences of carrying out the strategic intention can be observed. In most businesses a scheme is implemented through projects.

From the project manager's viewpoint then, the success of a particular project depends on how well that project helps to implement the overall strategy. For example, some projects, such as developing new products, may be expected to return high levels of profit whereas other projects, such as entering a new geographical market, may be lucky to break even. However, they could both be considered successful if they met a strategic objective. So, even though a given project may not produce a return th capital invested, it may nevertheless add value because it helps the organization achieve an overall strategy that increases value. This is the first step in the business systems approach to project management-understanding that the new measures of project success involve the project's contribution to overall organizational strategy.

The move from project focus to organizational focus points the way toward the future of project management. Outcome, cost, and duration will still be important factors for measuring project progress. However, these factors will be augmented by business factors that will be used to measure project success. As a project manager, I will have to understand the interactions between these project and business ...