ILM 8605-401 Planning and Leading a Complex Team Activity Assignment Help in UK

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Assignment Activity 1:  Be able to plan a complex team activity

AC 1.1 Define the purpose, aims, and objectives of the activity

Any activity requires that one specify its purpose, aims, and objectives to clearly focus and properly plan. Each of the following entails the others in terms of what is expected:

Purpose:

• This term refers to the main reason for conducting an activity. It simply answers the following question: Why is this going on? It seeks to produce the general context and the general aim of the activity.
• For example, if the activity were a research project, one objective could be to gather data and provide some form of new insight into an area.

Aims:

• These are statements that indicate the general direction or desired end result of the activity. Aims are broad statements that reflect the ultimate purpose but are not as specific as objectives. Aims represent the general vision or aspiration that the activity is trying to achieve.
• For instance, for a training program, the objectives may be to upgrade the participant’s skill in one specific area, say leadership, communication, or technical skills.

Objectives

• Objectives are specifically measurable tasks that will be taken to achieve the objectives. In this, the overall objectives are set forth into specific workable actions.
• Objectives are specific and time-bound; hence, there is much progress in tracking.
• For example, within the same training program, aims might include “Have a leadership skills assessment completed by the end of the first week” or “Have planned and facilitated three participative workshops on communication strategies.”

Therefore, the purpose, aims, and objectives put together form an integrated strategy, which helps keep the activity on track toward the results achieved.

AC 1.2 Identify the tasks and resources required for the activity, including any operational constraints that apply

Completing a task requires being alert to the specific activities that will be involved, the needed resources, and what operational constraints may affect its execution.

Tasks include the detailed steps required to complete them, which include planning, gathering of data, coordination of efforts, taking of actions, and reviewing outcomes. All these tasks have to be done in a logical sequence to maximise efficiency and effectiveness.

Resources refer to the equipment, technology, personnel, and materials set up to aid in the successful completion of the task. There may also be financial resources or other aspects of external expertise that are needed. All these aspects should appropriately be allocated and available in order to ensure the smooth flow of the task.

Operational Constraints are those factors that could potentially limit or influence the execution of the task. They may also include a budget limit; time constraints; limited manpower; available technological capabilities; and regulations or compliance requirements. Understanding and planning for these constraints ensure the task can be accomplished within defined parameters.

AC 1.3 Produce a plan for the implementation of the activity

To draft an action plan on how to undertake the activity, clearly define the scope and objectives of the activity. This may imply defining the overall purpose of the activity and what it is supposed to achieve, besides the specific tasks involved. Each of the tasks involved should be assigned a realistic timeline. Roles and responsibilities ought to be defined for the members of the team such that everybody is well aware of what they are supposed to do and when to do it.

Resources to be identified: human, material, and any other required input for the successful execution of the activity. You must ensure that such resources are available. Monitoring system: This will ensure proper tracking of what has been accomplished and changes to be made; it will confirm if the activity is on time and within budget.

AC 1.4 Assess the risks and any operational or safety issues that apply to the activity

Various factors that might affect performance or safety must be considered when one is analysing risks and operational or safety issues accompanying an activity. Risks could easily be environmental hazards, equipment malfunction, or human errors, which may eventually cause an accident, a delay, or inefficiency in that activity. 

Operational issues can entail poor resources, lack of clear communication, or logistical challenges that may jeopardise the smooth execution of the activity. The safety issues should consider the possibilities of personnel being at risk, along with the best safety procedures and equipment in addition to training to avoid an accident. There must be steady assessments and strategies for managing the risk that could minimise all these concerns in ensuring that this activity is operated properly and with maximum safety.

Assignment Activity 2: Be able to communicate information on the activity to your team

AC 2.1 Present information on the activity to your team, inviting questions and seeking to clarify any uncertainties

It means stating the task or project details so everyone understands what role they are expected to play. When it calls for inviting questions from the team, that is necessary in order to clarify ambiguity and any of the team member’s concerns. 

Also, for one to have an open environment where individuals will feel comfortable clarifying issues should be guaranteed. This gives you the assurance that all the people in the team are well aligned and equipped with the information to continue with no element of mistakes or miscommunication.

AC 2.2 Communicate allocations of roles and responsibilities to team members

Communication about the roles and expectations of the members is critical in project management. It ensures that the different contributing members of the team know their specific tasks and how they help in accomplishing the overall goals of the project. It can be well communicated through clear instructions that have to, after all, state what is expected from each individual, including deadlines and key deliverables.

Of course, it’s equally important to provide context on why the tasks are being assigned to the particular members of the team. Regular check-ins and feedback sessions will also keep things clear as problems are addressed early enough. This approach encourages accountability and integrates the point-of-view of all team members aiming to achieve something with the project.

Assignment Activity 3:  Be able to review own ability to lead a team through a complex activity

AC 3.1 Collect feedback on your ability to lead the team through a complex activity.

Evaluate your overall effectiveness as a leader and identify areas of improvement. To gather feedback, ensure you interact with your team members, peers, and supervisors who witnessed your work during this process. You can gather feedback through the use of questionnaires or individual and group discussions. The feedback will cover points such as how well you communicated, managed challenges, motivated the team, and ensured the activity was completed successfully. Reflecting on this will provide you with some understanding of your strengths and pinpoint areas for development to enhance leadership skills in future projects.

AC 3.2 Review own performance, identifying  leadership strengths and weaknesses

Reviewing your own performance can be described as pinpointing weaknesses and strengths concerning leadership, mainly to understand and develop improvement areas. The leadership strengths can range from the ability to motivate and inspire others, good communication skills, decision-making skills, or even the ability to withstand challenging situations. Recognising these strengths helps to leverage strengths in that role.

Identification of weaknesses is equally important for growth. The difficulties in delegating, poor mechanisms of feedback, and other problems with timeliness may be known as weaknesses. Upon identification of such weaknesses, you narrow down the focus to improvement and seek resources or strategies that will help you develop those desired skills. Such an exercise of regular self-reflection grows you as a leader, and improvement in strengths and weaknesses is continuous.

AC 3.3 Produce a development plan to improve your own planning and leadership skills, using feedback and self-assessment

A development plan should be based on your feedback and self-assessment to better improve planning and leadership skills. Begin with this: review your feedback and self-assessment of areas in which your planning and leadership skills are weak-for example, concerning time management, a general decision-making skill, or communicating with teams.

Now’s the time to think about how you are today and to do a self-assessment to review your strengths and weaknesses. Can you set clear goals? Do you allocate resources well? Can you motivate your teams? Use all of this information to frame specific goals for growth – may be about improving your delegation of tasks or enhancing strategic planning.

Once you define some goals, make an action plan. Maybe it is further training on new techniques of leadership, perhaps practicing new techniques, or actively seeking feedback from the team members about each project that is completed. The continued development of planning and leadership skills comes in checking up on how you’re doing against the plan and adjusting it as necessary.