Project Management Assessment - Assignment Example

1. What are some of the major reasons why many potentially good and important projects fail? What can be done to minimise the risk of failure? The major reasons why many potentially good and important projects fail include lack of understanding, complexity and poor communication or lack of communication. Lack of understanding can concern nearly any aspect of the project life cycle. For example, lack of understanding about what should be done in the projects can lead to disaster in later stages. Another common area of misunderstanding is the nature of the project itself, which is often caused by inadequate analysis. Complexity of a project can be a big problem because of the elements that are involved in the project. The complexity of a project depends on the number of elements in the project and nature and number of interactions between different elements. The higher the number of elements involved in a project, the more difficult it is to manage the project. This can in turn lead to failure. With regard to communication, poor communication or lack of communication may lead to project failure. Lack of effective communication between the executive management, project managers and team members can hinder the smooth running of the project and result in failure. The risk of project failure can be minimised by creating a plan for risk management. This includes identifying risks, analysing risks and creating risk responses. For instance, with regard to the complexity of the project, the team involved in the project has to know the anticipated level of complexity by measuring it. This will help in identifying the various risks associated with different elements of the project and determining how to deal with such risks. 2. Discuss how project managers use different scheduling techniques as mechanisms to sequence and control project activities. Project managers use different scheduling techniques as a way of sequencing and controlling project activities. The scheduling techniques include the use of Gantt charts, the critical path method (CPM) and line of balance scheduling. Project managers use Gantt charts (that is bar charts that identify the commencement and completion dates for key activities of the project work) in short-term projects to organise how different activities will be completed. For instance, a Gantt chart will show a breakdown of when each activity in a project is expected to start and be completed, thus enabling the project managers to control the activities being undertaken. Project managers also use computer-generated CPMs to plan and monitor the various activities that are part of a project. Such computer-generated plans enable project managers to plan and reasonably sequence different activities and establish which of the activities are critical to the timely conclusion of the project. The critical path in a plan is the longest series of activities that are related throughout a project that enables managers to control the completion date of the project. Where a project cannot be broken down into separate activities, project managers can use line of balance scheduling. This approach makes use of a visual chart that represents the manner in which linear work is carried out. It involves plotting the cumulative progress of work against time on a graph. Through line of balance scheduling, managers are able to determine which tasks will be done at what time and thus control how the tasks are completed. 3. “Address the interests and information needs of your project’s stakeholders, and you will significantly increase the likelihood of your project’s success”. (Luecke ). Critically discuss the validity of this statement. The statement by Luecke implies that when the team that is involved in a project addresses the different interests and information requirements of the stakeholders to the project, this is likely to increase the success of the project. This is very true, given that for any project to succeed, the interests and information needs of the project’s stakeholders must be met. The stakeholders to a project include any party that is affected by the project, involved in the project, or has the capacity to influence the project. Therefore, in any project, the stakeholders are likely to include the owner of the project, the project management team, senior management, financiers, beneficiaries of the project, other external parties who may be affected, regulatory organisations that influence the project, and many others. Each group of stakeholders has different interests and information needs. Some of the interests of different groups may even be opposing the interests of the other groups. For instance, a company setting up a factory will aim at making profits once the project is completed. The government may be opposed to the project because of environmental impacts associated with the project. On the other hand, the local community may support the project because it will facilitate the creation of jobs, but the community may also be concerned about the project’s impact on the environment. Therefore, the team that is involved in the project needs to balance the different interests and information concerns of different groups by engaging them. By addressing the concerns of different project stakeholders, the project team is likely to reduce opposition or resistance to the project and thus enhance the project’s likelihood of success. 4. “The art of project management is all about getting work done through other people”. (Luecke) Critically discuss the validity of this statement. By noting that “The art of project management is all about getting work done through other people”, Luecke implies that project management involves getting other people to do the tasks that are part of a project. From one point of view, this is a valid statement because the project manager has to ensure that the various people who are involved in a project do their work. Therefore, in this regard, the project manager gets the project work done by other people. This concept can be related to the notion of management, since project management relates to management. The relationship between project management and the concept of management can be seen by looking at the definition of management as proposed by Mary Parker Follett during the early twentieth century. Follett suggested that management is the “art of getting things done through people”. This statement is closely related to Luecke’s assertion about project management. What it means is that managers have the duty to get other people to utilise the resources that are available to achieve the aims of a given project. Therefore, Luecke’s statement is valid in that it suggests that project management is an art through which managers are able accomplish the objectives of a project by getting the work done by other people. From another perspective, it can be noted that project management is not just about getting other people to do the work in a project. Notably, managers also need to establish what is to be done in the first place. Thus, they should be aware of the mission, existing realities, future trends and so forth. This means that in as much as project management involves getting others to do the work in a project, managers are also part of the project. 5. “Every project plan includes assumptions. Risks lurk in each of these assumptions.” (Austin) What are the major assumptions generally made by project managers? How do they identify and deal with the associated risks? Austin’s assertion that “Every project plan includes assumptions...” implies that any plan that is made about a project is related with uncertainties. That is, project planning is done under some level of uncertainty. The major assumptions that are generally made by project managers revolve around the scope of the project, resource requirements, schedule durations, as well as estimation of the cost of the project. For instance, project managers will estimate the magnitude of a project based on assumptions such as comparison of the project with a similar project that was done in the past or the scope of work that is likely to be involved. Project managers also make assumptions while determining the resources such as materials and manpower that will be required in the project. They also make assumptions regarding the time frame within which the project is likely to be completed and the cost of the project. Austin’s statement also means that with every assumption in a project, there is some risk involved since not all assumptions end up being correct. Managers have to identify and deal with the associated risks in order to ensure project success. This can be achieved by envisioning a possible risk and formulating ways to deal with the risk. For instance, in regard to budgeting, a project manager has to foresee a possible cash flow shortage. The manager will then reduce the risk by gathering receivables in advance, postponing discretionary spending, and ensuring that a source of credit is available to cater for any possible shortage in financial resources. 6. “What happens after the project is often more important than the project itself”. (Heerkens) What is Heerkens referring to in this statement?
To what extent is the statement an accurate perspective in the context of most contemporary projects? What Heerkens is referring to by the statement “What happens after the project is often more important than the project itself” is that the various activities that are undertaken in a project should be largely determined by knowledge of what will happen once the project has been completed. This can be related to the notion that the actual contribution of a project takes place after the project has ended, and can be regarded as more important than the project itself. That is, the benefits of a project are seen after the project has been completed, and not necessarily while the project is still being implemented. This means that the project managers need to focus on the benefits of a project when planning for and implementing the project. Therefore, everything that is carried out throughout the various steps of the project management process should be focused on what will happen after the project deliverables have been produced. The eight steps of project management include identifying and framing the problem or opportunity; identifying the best project solution; identifying requirements in terms of tasks and resources; preparing the control schedule as well as allocation of resources; estimating project costs and preparing a budget; analysing risks and establishing stakeholder relationships; maintaining control and communicating as required during the project; and managing a systematic close-out of the project. These steps should be followed with the end result of the project in mind. The fact that some modern projects have failed while others have been successful is an indication that Heerkens’ statement is accurate. For example, Heathrow’s Terminal 5 project was a success because its objective was fulfilled. However, Volkswagen’s project of installing a cheating device in its diesel cars was a fail because the results backfired against the company. 7. Discuss how project managers sequence and control project activities As project managers analyse projects to determine what type of project structure activities may be used, they also analyse information to determine the requirements of each activity over the entire project life cycle. The findings of the analysis are in turn used to sequence and control the project activities. The initial step that project managers take when developing the schedule of project activities is to assess how the activities are split into their smallest components as well as how much information is at hand to define each aspect of project activity for specific requirements. It is based on the information that is available that the project manager can then establish the kind of project structure that can be used to sequence the project activities in a reasonable order. Sequencing is a process that involves analysis of the information gathered about each project activity to evaluate whether there are relationships between different activities that could affect how each activity is carried out. This is done by looking at the project management plan, activity list, statement of the project scope, milestone list and organisational process tools. By looking at the reasons for dependencies and the various forms of dependencies that exist between different project activities, managers are able to determine how to control the various project activities. This is achieved by continually evaluating any factors that may cause changes and putting in place measures to control their impact. 8. “The art of project management is all about getting work done through other people” (Luecke). Critically evaluate this statement. Luecke’s statement can be taken to mean that project management involves a project manager getting other people to carry out the tasks that are required in a project. This denotes that project management is about getting other people to do the work, with the project manager being in charge of what they are doing. In other words, the project manager is supposed to oversee what others under him or her are doing as part of the project. The same point can be related to the notion that management is about getting tasks carried out by other people as noted by Mary Parker Follett during the twentieth century. What emerges from the relationship between the statements by Luecke and Follett is that project management is about the art of management and that it involves rallying other people to accomplish tasks as required by the project manager. However, such a view suggests that the project manager is not part of the project but is only concerned with getting others to do what is required. Another way of looking at Luecke’s statement is to visualise project management as involving many players. From this perspective, the project manager can be seen as a part of the project. This is because the project manager should be aware of what needs to be done. The project manager also needs to be informed in regard to how the project meets the needs of different stakeholders, how it is connected to an organisation’s mission and vision and so forth. This way, project management is not just about getting other people to do things, but it involves being part of the project and ensuring that the project meets its objectives. 9. “Address the interests and information needs of your project’s stakeholders, and you will significantly increase the likelihood of your project’s success” (Luecke). Critically discuss the validity of this statement. Luecke’s statement suggests that a project’s likelihood of being successful is enhanced when the interests and information needs of the project’s stakeholders are met. What this means is that involving project stakeholders and addressing their concerns in regard to the project will most likely make the project more successful. This is a very valid argument since stakeholders are at the heart of a project’s success. By definition, project stakeholders are those individuals or organisations that are directly or indirectly affected by a project, involved in the project, or can influence the project. Such include the project’s owner, the people involved in implementing the project, sponsors, beneficiaries, senior managers, employees, the community that is affected by the project, government institutions that provide regulations for implementing the project, and many other parties. The various types of stakeholders have different interests and information needs regarding a project. For instance, the local people around a project may want to know if the project will provide them jobs and business opportunities. The government may want to know if the project meets environmental and safety regulations. Senior managers may want to know if the project will be completed within the stipulated time frame so that it achieves the desired objectives. These are just but a few of the concerns that different stakeholders may have regarding a project. To ensure that the project is successful, the project team has to consider the different interests and ensure that there is balance. It is only when the different concerns by different stakeholders are addressed that the project can be successful in terms of meeting the stakeholders’ expectations. 10. “What happens after the project is often more important than the project itself” (Heerkens). To what extent is this statement an accurate perspective in the context of contemporary project management? The statement by Heerkens suggests that the events that take place after the completion of a project are more important than the project implementation process itself. What this means is that the benefits or outcomes of a project can only be seen once the project has been completed. This can be said to be accurate in relation to contemporary projects given that such projects can only be assessed based on whether they achieve the intended objectives upon completion. For instance, if an organisation implements a project that involves automating its customer ticketing system, the benefits of the project should be seen in terms of higher numbers of customers being served and each customer being served faster than would be done manually. As well, if a road is expanded to reduce traffic congestion, the benefits should be seen in terms of an enhanced flow of traffic after the project is completed. Based on the two examples, the benefits of projects can be seen after the projects have been completed. Therefore, it can be said that simply implementing a project does not mean that the objectives of the project will be realised. At the end of the project, the project manager should look back on the project’s achievements and challenges. Many things including number of hours worked, changes in the project’s schedule and customer satisfaction need to be looked at. The information that is gathered at the end of the project is vital as a learning tool and guarantees that the next project is handled in a better way. Therefore, many things happen after a project, thus supporting Heerkens’ view that “What happens after the project is often more important than the project itself”. 11. Discuss the project management planning and control process. Describe the activities required and some of the tools used by project managers (for example Gantt Charts, resource scheduling etc). Use examples to assist your discussion. Project management planning involves four key stages: defining the scope of the project and responsibilities to be undertaken; scheduling and time or resource analysis; estimating project costs and budgeting; and risk analysis and response planning. In the first stage of defining the scope of the project and responsibilities to be undertaken, the activities that are undertaken include identifying the scope of what is required. Responsibilities are defined and individuals or teams that will undertake them are identified. The second stage involves identifying activities and resources that are required to deliver what is required. Project managers can construct schedules using tools such as Gantt charts or the critical path method, showing the logical dependencies between different activities, timelines and resource availability. The schedules also show the timelines within which different stages of the project work will be completed, thus facilitating control of the activities. In the third stage, an estimation of the amount of resources required is done, and the information is used with the schedule to come up with time-based budgets. In the fourth stage, which involves risk analysis and response planning, project managers identify and analyse the risks that can occur in each stage of the project and weigh different options that can be used to deal with such risks. At this stage, project managers develop a risk management plan with control mechanisms that can be used to address potential risks at different levels in the project. 12. What makes a successful project? Why do some projects fail? What do you need to do to minimize the risk of failure and increase the likelihood of success? The factors that make a successful project include having smart people, smart planning, open communication, careful risk management, and a strong project closure. Having smart people means having the right team in place to undertake a project. This requires skilled project staff, suppliers, expert resources and stakeholders who are committed to the project. Without commitment from the people involved in or affected by the project, the project is not likely to achieve its desired goals. Smart planning ensures that the project is set for success right from initiation. All stakeholders need to be involved during the planning of any project and always be informed about the direction that the project is taking. Planning can help the project team to meet the deadline of the project as well as the intended objectives. Without proper planning, the aforementioned issues may not be met, and the project will be deemed to be unsuccessful. Open communication is critical to the success of a project because it ensures that each stakeholder is in touch with what is being done. This can help address any interests or needs that different stakeholders might have – in turn ensuring success. Without open communication, there may be resistance from some stakeholders; or mistakes may not be addressed, leading to possible failure. Careful risk management is important for addressing any challenges that the project may face during implementation or upon completion. This can help inspire confidence and ensure success. In contrast, poor risk management can make unforeseen risks to hinder the progress of a project. A strong project closure is also vital as it signifies the end of a project. This can be done by assessing the outcomes of the project to determine if the project met its goals. To minimise the risk of failure and increase the likelihood of success, the project team needs to ensure that it has smart people to undertake a project, that adequate planning is done, that there is open communication, that risks are managed, and that the project is closed upon completion. 13. “Providing leadership and managing relationships are critical to project success”. Discuss The statement above means that project managers have to provide leadership and manage relationships between different stakeholders in the project, since doing so is critical to the success of any project. Leadership entails providing direction and inspiring and motivating other people in their tasks or roles to achieve the objectives of a project or an organisation. This means that project managers have to provide the leadership that is required by setting the vision for the project and motivating others that are involved in the project to work towards attaining the project’s objectives. For instance, the leadership has to be well informed about what they to accomplish. The team will then involve other stakeholders from the planning phase to completion. During the implementation of the project, leaders will work with other team members. They need to assess what the members are doing and provide the feedback that is required so that changes can be made where required. The process of working with different people and teams involves managing relationships. Thus, leaders have to be competent in terms of having appropriate leadership styles that can inspire and motivate individuals to feel as part of the project and thus work towards meeting the desired project objectives. The project team also has to manage relationships with other stakeholders by addressing any concerns that the different stakeholders might have. Thus, there is no doubt that providing leadership and managing relationships between different project stakeholders are crucial to the success of any project. 14. Why is the identification and management of risk so important to a successful project outcome? Illustrate how risk should be managed and where appropriate provide examples. Identifying and managing risk is important in regard to the success of a project due to the following reasons. To start with, identifying risks is like foreseeing the challenges that a project may face during implementation or afterwards. For instance, a key member of the project team may exit, or a prolonged rainy season may delay the implementation of a construction project. In both cases, it is important to be prepared in regard to how to manage a possible scenario so that in case such a circumstance arises, the project team has in place mechanisms necessary to deal with the situation. As well, risk identification and management enables analysis of possible risks so that their impact on the project can be determined and appropriate response plans prepared. Risk identification also entails identifying the triggers of risk, which are symptoms or signs that indicate that a risk event is about to happen. By factoring in the probable impacts and costs of risks in a project, the project team is able plan on how to manage such risks so that they do not affect the project adversely. Risk management involves identifying and assessing risk and managing the risk so as to minimise the impact of the risk on a project. For instance, in a construction project, it may be identified that building costs may be higher than anticipated at a certain time due to an increase in the price of materials. Therefore, the project team may decide to procure some of the materials ahead of time so that the project is not affected by the price increase. 15.Discuss the main challenges as you see them: 1. Project Portfolio Management 
 The main challenges to project portfolio management include the growing number of potential projects that can be undertaken, difficulty in regard to aligning portfolios and projects with organisational objectives, difficulty reaching consensus among different stakeholders that have competing interests and priorities, inadequate measurement techniques to determine project costs, risks and benefits, and overemphasis on project execution management without due consideration for alignment of the various projects in a portfolio. 2. International Project Management 
 One major challenge in international project settings is related to the fact that projects are normally made up of many organisations, thus involving many organisational cultures in environments that involve many country-based cultures. For example, in a project that involves Australian and Indian subcontractors, there is the issue of cross-cultural challenges because of cultural differences between Australians and Indians. 3. Agile Project Management 
 The main challenge that is associated with agile project management is related with the point that an agile project is done in small sections referred to as iterations. Because of this, there is need to make decisions very quickly. This can be a challenge in organisations that tend to take long in making decisions that are related to issues such as new projects. 4. Project Governance 
 The main challenges to project governance include issues such as company policies and cultural issues. For instance, weak organisational policies may make it difficult to meet the objectives of project governance if no changes are implemented with regard to project governance. As well, project governance arrangements may require cultural changes within an organisation, but this may meet some resistance from some members of the organisation if not well communicated. Read More