Environmental Justice Is The Fair Treatment And...

Environmental Justice is the fair treatment and involvement of people of all races, national origin, or income regarding the construction, implementation, and enforcing of environmental regulations and policies (EPA). No single group of people should carry the full burden of pollution produced by industry or commercial operations in their vicinity. The discourse on environmental justice cannot proceed without mentioning environmental racism. According to the EPA, environmental racism is the targeting of non-white communities when locating harmful facilities, where racial minorities are not a part of the decision-making process. Environmental racism is one manifestation of environmental injustice reinforced by economic and political institutions (Bullard, 559). Above all, Environmental Justice has its roots in Warren County, North Carolina. In 1982, demonstrations by community members with the NAACP in Warren County opposed the decision to place a PCB landfill in an African American majority neighborhood. It resulted in over hundreds of arrests but put environmental justice on national headlines. Furthermore, the protests led the United Church of Christ to undertake a study entitled, â€Å"Toxic Wastes and Race in the United States†. This seminal study analyzed the connection between the placement of waste sites and race in the country. It found race to be the most confounding determinant in siting hazardous waste facilities in certain communities. Furthermore, the studyShow MoreRelatedKeystone Xl Pipeline Vs. 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Comparison Of Karl Marx And Marx On Capitalism And...

Compare And Contrast What Carnegie And Marx Have To Say About Capitalism And Economic Inequality Marx and Carnegie Ideas on Capitalism and Economic Inequality. Capitalism is a social and economic system which works on the principle of individual rights whereby the mode of production and means of distribution is chiefly owned and maintained by a small number of people for profit therefore having the free market. Politically, capitalism refers to the system of democracy and freedom. On the other hand economic inequality refers to the distribution of the economic metrics with regards to the wealth, income and consumption. Karl Marx was a German Philosopher, sociologist, economist and theologian born in 5th May 1818 (Thompson 158). He was a revolutionary founder of the communist movement. Markedly, he lived during the period of the great industrial change and revolution. New industries were being established and the existing industries were vastly expanding. However the living conditions of the working class were so poor and in depraved conditions. This made him see that there was a great struggle and fight between the poor and the rich where o ne party was the oppressed and the other the oppressors respectively. Marx is one of the prominent economists who advocated for the idea of capitalism. He saw capitalism as an advanced historical stage but that it would however stagnate and be overtaken by socialism. He referred to the wealthy as the bourgeoisie and they are the ones whoShow MoreRelatedKarl Marx And Max Weber1332 Words   |  6 Pagesabout different religion in depth that exist on earth and various perspectives of well known people on the study of religion. I chose Karl Marx and Max Weber for my paper assignment. Two sociologists and philosophers have discussed their views on religion and its impact on society. 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Wright Mills places both Weber and Marx in the great tradition of what he calls the sociological imagination a quality that enables us to grasp both history biography and the relationship between the two within society. (Mills, 12) In other words both theorists were dealing with the individual and society not either one to the exclusion of the other. Mills further writes that both Marx and Weber are in that tradition of sociological theorizing

Human Resources Management Mission statement and values

Questions: A list of what the organisation produces or the services that it offers to its customers. An identification of the main customers (e.g. other businesses or clients etc). The purpose and goals of the organisation. An analysis of a minimum of 4 external factors and their impact on the business activities of an organisation. (PEST) The structure of the organisation that includes at least 4 functions. An explanation of how these different functions work together within the organisation to optimise performance. An identification of the culture of the organisation and 2 ways this affects operations. How 3 HR activities support the organisation's strategy. 3 ways HR professionals support line managers and their staff. Answers: Introduction, Mission statement and values Compass group is one of the top service providers of contract catering and other support services in the United Kingdom as well as Ireland. Compass Group that operates in the United Kingdom and Ireland comes under Compass Group PLC, a top food and support services provider globally with yearly returns of close to 18 billion pounds in the year till 30 September 2013. UK and Ireland accounted for about 2 billion pounds of revenue. (Compass Group PLC, 2014) Its mission is to assist and help their clients in completing their financial objectives. The company has various strategic alliances and ventures with the other companies to provide the best service with a wider scope. On the Companys behalf I am appointed to provide a briefing note to the newly appointed manager. The repor[1]t consists of the brief about the company Compass Group UK, the services it offers, purpose and goals of the Organization. It also gives an idea about the external factors that affect an organization, namely Political, Economic, Social and Technological Factors. (Compass Group team, 2014) The Culture of the Compass Group UK and the HR activities, it undertakes are also mentioned in this report. [2] A list of what the organization produces or the services that it offers to its customers Food Services The companys Core Concepts food programme provides a variety of self developed concepts and our much experienced executive chefs have the ability to develop a variety of bespoke solutions. This programme has been strategically created to fulfill clients requirements. We undertake surveys of more than thirty thousand customers annually to ascertain ways of delivering the most suitable solutions to fit the most up-to-date culinary trends in the food industry. The outcomes of these surveys are adopted by our New Product Development team for better development of our Core Concepts food programme. Among are the latest offerings, we have products such as Wild Greens, Zona Mexicana, Green Masala, Bamboo, Trattoria and of course Best of British Taste of Ireland. Our healthy eating programme called the Balanced Choices offers a range of products and food dishes that caters to people who are health and diet conscious. The programme also offers more point of sale understanding that assists clients in choosing healthier items. (Compass House , 2012) Our special steamplicity brand employs the newest steam technology to supply a vast variety of freshly cooked food items. [3] FM Services Facilities management or support services are an important component of Compass Groups offerings. More and more clients have started trusting us for a complete series of outsourced support services. We offer services of professional front office staff to late night office cleanup. The Company has managed to develop a great range of potential and skills in the field of support services with a clear expansion strategy. Retail In offshore areas, consumers need to have access to a variety of products like food packets, medicines, gift items and products of daily use to meet routine demands. Our every retail shop offers a vast variety in terms of price range and sizes to fulfill the customer demands. Compass Group UK and Ireland offers 4 unique formats. Every such offering has distinctive benefits. Countertop: Its a great add on to existing food stalls/stations. Such little stands, display snacks for impulsive sales and just needs at least thirty transactions per day. Walk-in shop: This is our biggest retail format. The walk-in shop remains open for minimum 8 hours a day and has a great range of products of everyday use amongst its offerings. Express: The compact design of the Express makes it specifically flexible. (Group, 2013) Retail bays: Our retail bays help in increasing sales of multiple items right from chocolates to gift items. Retail bays just require space up to four meters. [4] Identification of the main customers Today, about 1,500 enterprises trust our subsidiary company Eurest Services. The trust of the clients allows them to focus on their own business and clientele. Increasingly, companies with worldwide operations are focused to: Guarantee the maximum quality service to sustain their businesses; Ensure greatest health, protection and ecological standards; Diminish expenditures through simplifying their present service providers Attain high effectiveness and uniformity through evenness. (Hoovers Inc, 2016) Compass Group has the international reach and the ability to accomplish these objectives and provide high class food and support services globally in the most effective manner, constantly and most importantly safely. [5] The purpose and goals of the Organization Our vision To be a top provider of contract food and support services internationally. To be known for our great workforce, service and the support solutions. Our mission The employees of the Compass group are committed to constantly deliver better-quality services in the most appropriate manner for the advantage of our clientele, stockholdersand workforce. Our guiding principles For us, Health, Safety, Security and Environment come first Delivering for customers and clients Evolving our people and respecting diversity Gainful expansion and growth. (Rosencrance, 2016) Regular focus on companys performance and effectiveness. [6] Analysis of 4 External factors and their impact on the business activities of an Organization (PEST) There are several external factors that affect the decisions of managers in any enterprise. Tax fluctuations, new rules and regulations, trade barriers, change in technology, demographic changes and change in state policies are some of the macro factors that affect an organization. These factors can be analyses by the managers through the PEST analysis. It provides a list of influences on the future victory or failure of a specific strategy. PEST Analysis includes political, economic, socio-cultural and technological factors. Political Change in government policies, rules and regulations have a direct impact on the functioning of the company. For an example, an increase in the tax rates may eventually increase the price of product and services that a company offers. (Studymode research, 2014) (ii) Economic Economic factors refer to external factors such as business cycles, exchange rate as well as financial growth rates globally. [7] Organic business growth is the key approach that Compass group engaged in from the year 2001 to 2005. During this period, mergers demergers, acquisition and divestures chiefly described the business operation of the company. Though conventionally, organic growth is usually witnessed as a denial to mergers, acquisitions and takeovers, Compass shared both energies of organic and venturing approaches that lead to optimization of the economies of scale and multiplying the return on investment plans that tend to be operationally and financially effective for Compass. Before the onset of the new approach, Compass had a little unsatisfactory attractiveness within the food and catering sector and on the whole performance view in the next 45 years looked dim. However, the demerger from Granada provided the Compass group greater prospect to concentrate on contract catering and also other seven different market sectors. Socio-Cultural Factors The social factors which include consumers taste and preferences also impact the functioning of an organization. North America and United Kingdom are amongst the greatest performing areas of the Compass Group. The prospects for Compass Group in North America comprise of the huge bargaining power of the customers and their way of life. The people of the US are well-known for having huge indulgence in fast food irrespective of the price and without compromising on quality. For Compass group, focusing on superior quality, healthy food offerings have a great result of increase in market share and financial gains. . Technological factors Any change in technology has an impact on the company. That is why various organizations, including the Compass Group attempt to remain updated with technological changes so that the business doesnt suffer. Structure of the Organization and its Functions The group deals in various sectors such as of Commerce Industry, Medical, Defense, Education, Sports, Leisure Hospitality with a vast customer base. In the United Kingdom and Ireland, the activities extend to about ten thousand sites including offices, popular sports leisure sites, educational institutions, medical centers, oil rigs and rural areas and many more. Our employee base exceeds 60,000 people and is at the service of millions of clients on a daily basis. (Ricker, 2014) The Functions include Food Services, Facilities Management or support services and Retail services. [8] How these different functions work together to optimize performance Compass is the sole competitor in the catering sector, which deals in combination of segments. Compass is the sole business in the catering sector that has best entries in several other sectors. The workforce of the Compass group is committed to constantly deliver better-quality services in the most appropriate manner for the advantage of our clientele, stockholdersand workforce which results in better performance. The different functions work together to optimize performance by: Employing set processes through the companys international leading operating platform known as the Compass Service Framework, that brings in uniformity and continuity; A delivery system based on self-performance, which means it is our people providing support to your people. We train our staff to be multi-skilled, providing add-on services, being more and more efficient and reduction in third party contractors. (Thani, 2015) Another programme called the International Clients Management provides an international management model with a single point of contact for co-ordination, digital performance reporting down to site level and a single point of responsibility for delivery. [9] Culture of the Organization and its effects Safety is considered as the top most priority It is the top most priority of the company to ensure that the clientele and the customers are safe. Safety is kept as the number one priority in whatever is being done. The company operates in 10000 places and in very difficult settings. Therefore, there can be many limitations, but still safety of the team members is ensured all the time. There is also a health and safety training programme as part of the curriculum. The training is imparted to every individual as part of induction training, and before walking into the kitchen or the office premises. The senior members of the team have to compulsorily complete the HSE training programme. The various activities range from audits to various risk assessments. In the management capacity for every manager, one target has to be HSE inclined. A team of experts helps in increasing the performance via various audits, mentoring and on-site reviews. Training programmes, as part of the culture Right blend of skill is the necessity in any work environment. The company is a big recruiter and recruit different age group personnel that range from 16 years old to college students. There is a meticulous and fair recruitment process. After the selection there is rigorous induction, on the job training programs and growth training programmes along with performance reviews at regular intervals. There is an excellent opportunity to learn and develop after the selection process. As every colleague has access to these developmental training programs. The training programs take good care of the technical, behavioral and leadership development of each individual. HR team and other heads The below mentioned are the heads of the various teams Executive Team, Managing Director Dennis Hogun Managing Director Andrew Barry Function Director HR Fiona Ryland Sports, Leisure, Hospitality Colin Bailey Marketing Louise Pilkington Finance Paul Galvin Healthcare Steve Cenci HR activities that support the organizations strategy The HR understands that the teams have similar rationale and social answerability therefore they help in making clear the roles and responsibilities of the employees of all the other departments. Employees give better performance when they have good clarity about their roles and responsibilities. The clarification of the roles and responsibility helps in the efficient execution of work. The various department discuss with the HR team the metrics to exhibit the ROI of their departments strategy. (Leatherbarrow Fletcher, 2010) The HR teams help to spread the vision and mission of the company. [10] Support of HR professional to line managers and staff The HR department supports the finance department manager by integrating HR and financial systems, So that the data is made available to the decision makers. The integration helps in lowering down the costs and increasing the productivity of the business Similarly the HR department supports other line managers by providing cross departmental information which is required for decision making. (Perez Harris, 2013) It supports its staff by counseling them from time to time. [11] Bibliography Compass Group PLC, 2014. Pillar one: Our people. [Online] Available at: https://www.compass-group.co.uk/our-people.htm Compass Group team, 2014. Our company. [Online] Available at: https://www.compass-group.co.uk/our-company.htm Compass House , 2012. Compass Group UK Ireland: Growing Responsibly, United Kingdom: Compass Group PLC. Group, B. I., 2013. Why Marketing and HR need to work together on the employer branding strategy. Marketing and HR need to work together, 27 April. Hoovers Inc, 2016. Top Competitors for COMPASS GROUP PLC. [Online] Available at: https://www.hoovers.com/company-information/cs/competition.Compass_Group_PLC.34e465c8b2687589.html Leatherbarrow, C. Fletcher, J. A., 2010. Introduction to Human Resource Management: A Guide to HR in Practice. Introduction to Human Resource Management. Perez, E. V. Harris, S. a. L., 2013. Why Marketing and HR need to work together on the employer branding strategy. Marketing and HR need to work together. Ricker, H., 2014. THE DISCOVERY OF THE MAGNETIC COMPASS AND ITS USE IN NAVIGATION, s.l.: s.n. Rosencrance, L., 2016. Bringing HR and finance together. HR and finance together. Studymode research, 2014. PESTEL analysis. s.l.:studymode. Thani, K., 2015. Compass Group: Business case. Business case. [1] Footnote: Team, C. (2014). Pillar one: Our people. [online] www.compass-group.co.uk. https://www.compass-group.co.uk/our-people.htm [2] Footnote: Our company. (2014). [online] https://www.compass-group.co.uk/. https://www.compass-group.co.uk/our-company.htm [3] Footnote: Compass Group UK Ireland: Growing Responsibly. (2012). Compass Group UK Ireland. [online] United Kingdom, pp.1-16. https://www.compass-group.co.uk/images/CSR_Activity_Summary.pdf [4] Footnote: Why Marketing and HR need to work together on the employer branding strategy. (2013). [online] https://bluivygroup.com/why-marketing-and-hr-need-to-work-together-on-the-employer-branding-strategy [5] Footnote: Inc., H. (2016). Top Competitors for COMPASS GROUP PLC. [online] www.hoovers.com. https://www.hoovers.com/company-information/cs/competition.Compass_Group_PLC.34e465c8b2687589.html [6] Footnote: Rosencrance, L. (2016). Bringing HR and finance together. [online] https://searchfinancialapplications.techtarget.com/feature/Bringing-HR-and-finance-together [7] Footnote: research, S. (2014). PESTEL analysis. [online] www.studymode.com. https://www.studymode.com/essays/Pestel-Analysis-46106475.html [8] Footnote: Ricker, H. (2014). THE DISCOVERY OF THE MAGNETIC COMPASS AND ITS USE IN NAVIGATION. [online] gsjournal, pp.1-10.https://www.gsjournal.net/old/science/ricker4.pdf [9] Footnote: Thani, K. (2015). Compass Group: Business Case. [online] Ozone. https://www.ozone-oo.com/index.php?option=com_contentview=articleid=34%3Acompass-grouppdfcatid=5%3AalgemeenItemid=9lang=en [10] Footnote: Leatherbarrow, C. and Fletcher, J. (2010). Introduction to Human Resource Management. A Guide to HR in Practice by Charles Leatherbarrow and Janet Fletcher. [online] CIPD, p.3rd Edition. https://www.alibris.com/Introduction-to-Human-Resource-Management-A-Guide-to-HR-in-Practice-Charles-Leatherbarrow/book/14967426 [11] Footnote: Vazquez Perez, E. and Harris, S. (2013). Why Marketing and HR need to work together on the employer branding strategy. [online] https://bluivygroup.com/why-marketing-and-hr-need-to-work-together-on-the-employer-branding-strategy

Process Of Project Portfolio Management †MyAssignmenthelp.com

Question: Discuss about the Process Of Project Portfolio Management. Answer: Introduction Project portfolio management plays the key role in the management of the processes, techniques and methods used by the project managers and in the offices of project management. This helps in the analysis and collaborative management of the present or future projects on the basis of several important characteristics. The process of project portfolio management assures alignment as it is a continuous activity which takes care of the projects in the portfolio along with the total organizational strategy and ROI expectations. This portfolio management is actually the technique of making decisions about the investment policy and mix which are similar to the objectives of similar investments, asset allocation for a specific individual or an organization and balancing vulnerability against performance (Beringer, Jonas and Kock 2013). A competency model for program managers For my future role as the project portfolio manager I have chosen four articles for analysis. Among these four, the first article is about a competency model for program managers. While going through this article, I found out some new and fresh facts which were unknown to me. I realized that programs can vary from an internal initiative for improving the total process of program management. The requirement for competent program managers lie in the fact that have the potential to introduce, plan, implement supervise, observe and control the complicated undertakings of the organization (Brook and Pagnanelli 2014). I had previously read about this particular topic when I had got the idea that there are several factors which influence the process of project management as well as the role of project managers. After reading this article my idea on the subject pertinent to project management portfolio got strengthened. This article includes the nine environmental factors which are investment strategies, evolutionary development, similar requirements for resources, appropriate people for the program, deciding on the knowledge driven development, motivation of the program managers, demand for accountability, tenure requirement and the continued support of senior leadership. I was ensured that matching the right people for the program is one of the important factors for development of the competency model of program managers (Costantino, Di Gravio and Nonino 2015). While going through this article, I got to know about the numerous competencies in the process which contradicted my previous understanding of the topic. This article had used an approach of case study with different organizations to describe the competencies of management, communication, problem solving, and maintaining focus while multi- tasking, recognizing and managing risks and adjust to ones trend of accommodating various people who are working in several teams. It was further mentioned about the importance of the project managers tenure in the specific organization and the potential to have a firm base in the project management along with the business competencies. Such competencies include understanding the clients, combining several activities in the departments and grow a sense of the total business in whole (Daniel and Ward 2015). In the overview of the model that was given in the article, it is mentioned about the Levin- Ward Program Management Competency Model which has six performance competencies and personal competencies applicable to the performance of program management (as quoted on page 19 of the article). The competencies are those that explain what role is played by the program managers by applying their knowledge of program management. It is important to define the program, then initiate it, plan and execute followed by supervision of the program and finally ending the program (Daniel, Ward and Franken 2014). The article was helpful for my future role as a program manager as well as my present academic assignments because it has helped me to learn new facts and information. Such information will be beneficial for gaining in- depth knowledge about communicating, leading, building leaderships, negotiating, mentoring, facilitating, thinking critically and adapting the necessary changes (Gutirrez and Magnusson 2014). Empowering project portfolio managers: how management involvement impacts project portfolio management performance I had also read the article on, empowering project portfolio managers: how management involvement impacts project portfolio management performance by Daniel Jonas. Just like the previous article, this article has also taught me certain new things. For instance, I knew that the role of a project portfolio manager is to plan and control the complicated projects in an efficient and effective way but I was unaware of the fact that there lies a traditional conflict in between the line and the project managers in an organization. If the role of project portfolio managers is given importance then the complicacy between the line managers, project managers and the senior managers have to change (Jonas 2010). My idea on the framework of project portfolio management got stronger after reading this article. Unlike the previous management system mentioned in the article, it uses better success criterions that are associated to each other by a causal chain relationship. This article has helped me to conceptualize the whole system which consists of three dimensions- process effectiveness, portfolio success and portfolio related corporate success. The understanding of this model has helped me to analyze and evaluate the changes in the distribution of influence and the involvement of the role conflicts inside the system of portfolio management (Jenner 2016). n the process of reading this article my previous idea of conceptual framework of portfolio project management got contradicted at one point. In reality, the managerial tasks are implemented by the management which seems to be inextricably entangled with the role of the management such as competence, significance or clarity. Moreover, this article has stated the managers are attributed with separate tasks as it permits a better analysis of the interaction between specific management roles. I was also unaware of the fact that there are various standards for portfolio managers from the project management institutions which calls for a wide range of important tasks categorized into multiple phases of groups. On the contradiction, it is analyzed that there exists some critical success factors for showcasing few aspects and the relationship with success (Kaiser, El Arbi and Ahlemann 2015). The article had stated that there are very few places where the role of the project portfolio manager is clearly explained. Most of the journal and literatures mention the role as the owner of a project portfolio management task such as risk management. Besides the project portfolio manager and with particular regards to the multi- project level, so far the multiple- project manager, the program manager and several kinds of (multi-) project management offices are explicitly mentioned in literature (as quoted on page 822 of the article). This article has been really worthy for my academic assignment and especially for my career in the field of project management because it seemed to me as one of the best to know about the details of the task carried out by the project managers. I got to know my job role for the future and will be able to prepare myself in the same way (Killen and Hunt 2013). Measuring Program Success The article Measuring Program Success begins with the statement that programs provides an altering way of combining projects and the organizational strategies. These are being used in most of the organizations nowadays which has been referred to as the emergent tendency programmification. The increase in the programs has resulted in the need of better and improved understanding of the phenomenon for the success of the program (Shao, Mller and Turner 2012). With the reading of this article I was determined that the definition of program success exist at the conceptual level. I also knew that there are few literatures which provided measurement dimensions for the program success and the idea got reinforced after I went through this article. The reality is that there are no projects or programs which can stay isolated. For attaining program success program context must be taken into consideration. It is observed that the critical factors in the process of program management sometimes draw most of the attention and effort of the program managers to cooperate and alter the programs, which coincided with my previous understanding (Korhonen, Laine and Martinsuo 2014). My understanding was contradicted when I read that the aim of the article was to develop an assessment construct for the success of the program. Due to this fact, the study was built on the previous findings to modify a set of measurement scales and dimensions for the program success. Moreover, the relation between the program success and context is analyzed for the stability of the program success in various program contexts. I also got to know that program success and program context are required for the understanding of knowledge gaps. This article had used research methodology and literature review based on the topic which helped in better understanding and analysis (Martinsuo 2013). We started with a factor analysis to identify the underlying structures and psychological patterns of program success (as quoted on page 40 of the article). This research which was provided along with the detailed analysis of the sampling methods as well as the data collection methods proved to be effective for comprehension of the research procedures. This earlier research provided insights into program success, but little indication on specific program success constructs is found (as quoted on page 38 of the article). These specific parts of the article helped me to indulge in the subject of portfolio project management. The article has not only helped me to gain sufficient knowledge required for my academic assignments but it will help me to be a successful project manager in the future. I have found very less article on this particular topic which had included the research study. The detailed information will help me excel as a program manager in the future (Rank, Unger and Gemnden 2015). The role of project portfolio management in fostering both deliberate and emergent strategy Finally I had gone through the article the role of project portfolio management in fostering both deliberate and emergent strategy, to leave no scope in the aim of being a successful project manager in the future. I got to know from this article that formal strategy processes are not considered sufficient in forming the strategy specifically in unstable environments. There are upcoming strategies which determine that the conscious top- bottom strategies are essential for adaptability in the organization (Kopmann et al. 2017). I was relieved to realize that my idea about the role of strategy implementation and the effect of strategy formulation and implementation along with the effect of the upcoming elements are under the altering environmental conditions. The article had mentioned about the management activities that are carried out in the project portfolio level. The main task is to analyze the application of the strategic control mechanism in the nexus between purposeful and developing strategies and the outcome on the realized strategy and success (Summers 2015). My idea about the subject got strengthened when I got to know from the article that project portfolio management forms the process of translating a business policy in to a project roadmap for execution. There were specific parts when my ideas on the subject were contradicted. I knew that organizations strategy identifies the purpose goals and objectives and also define the plans for attaining those specific goals. I was not aware of the way in which the literature was divided into the two parts of strategy formulation and strategy implementation. The first one refers to the setting and planning of strategies and the other one is concerned about the realization of strategy. The dichotomy of formulation and implementation of strategy is criticized and it is argued that the dichotomy is based on an assumption. The assumption is such that the formulator is well informed and the environment is sufficiently stable. If either of the conditions are not fulfilled then the formation of strategy is considered as a learning process which calls for an adaptive approach instead of a planned approach (Young and Conboy 2013). Strategic control activities enable organizations to monitor and manage strategy processes (as quoted on page 559 of the article). This quote in the article is a distinguishing feature between the two kinds of strategic control systems. These two types are diagnostic control and interactive control. The diagnostic controls are applicable to monitor, influence and praise the achievement of the strategic objectives; on the other hand, interactive control systems involve the feedback mechanism which has the ability to portray organizational learning and the upcoming elements in the way of new ideas or strategic directions. This article has undoubtedly been very effective for my academic assignment as well as to build a career in the field of portfolio project management. I intend to become a program manager in the future and these insights gained from the aforesaid articles will help me in every step of the action that I undertake. I realized that being a project manager is not easy but if I work on it from the present then I will have a smooth career path in the future (Teller and Kock 2013). Conclusion Therefore it can be concluded from this assignment that there lies a lot more than what we actually mean by portfolio project management. There is implementation of strategic control and strategic formulation which are responsible for creating efficiency. This process helps in bridging the gap between strategy formulation and implementation. An overall project investment recognizes the future growth of the organization with regard to its processes, products and structure. I also gained knowledge about the fact that there are three phases for the process of project portfolio management that are described elaborately. These include the preference and selection of projects, resource allocation across the projects and portfolio steering. This process of portfolio management implies the strategy in business through the coordination of decision making, risk balancing and resource maximizing for increasing the value of the project portfolio. References Beringer, C., Jonas, D. and Kock, A., 2013. 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