Problems Faced by Project Managers - Essay Example

?Introduction Projects are self-contained, temporary and complex tasks that do not fit into the routine organizational processes. They require specific management practices and dedicated modes of organization (Bresnen, Goussevskaia & Swan 2004). Project management has been defined as the “application of knowledge, skills, tools and techniques to project activities in order to meet or exceed stakeholder needs and expectations from the project” (Dooley, Lupton & Sullivan, 2006). This implies that the role of the project manager is critical to the success of any project. The project always carries a charter which includes a brief summary, the history of the project and also the major assumptions (Hayes, 2000). Assumptions are considered true and support the planning process. The major assumptions have to be documented as they impact the planning and estimation process. Assumptions also imply a degree of risk and hence all members of the team should understand the assumptions involved in project planning. Projects are not only about managing change but also about managing relationships and managing uncertainty (Bourne & Walker, 2005). The construction and defense industries have been the primary users have been the primary users of project management to deliver outcomes. Projects are usually tangible having straightforward “command and control structures” where authority and responsibility is appropriately balanced. However, the situation became difficult and managing change became difficult as organizations moved from relatively simple functional structure to the complexity of the matrix structure. The changed business environment requires a different management paradigm. The paradox of project control is that the project manager has to be vigil in controlling the outcome of the project amidst change and uncertainty when the project manager is himself affected b y the same change and uncertainty. The project has to deliver as per the agreed budget, time and scope of the budget. This requires effective team management and the onus lies on the project manager to ensure that the welded temporary task force delivers as scheduled. This requires top management or project manager commitment but according to Cervone (2006) risks in projects arise due to lack of commitment from the concerned persons. Project teams Projects create a scenario in which constant diffusion of knowledge and emergent working practices result as a complex interplay between constantly changing project conditions and an indeterminate and shifting organizational terrain (Bresnen, Goussevskaia & Swan 2004). The construction industry for one encompasses a wide range of activities and hence the form of organization depends upon the size of the project, type and scale of the work undertaken. Projects may have non-routine project processes in addition to complex inter-professional and inter-organizational contractual working relationships. Project teams are heterogeneous and comprise of people from different professional and organizational backgrounds. Movement of staff between projects is common. Project organizations require a de-centralized team-working. A team has been defined as an energetic group of people committed to achieving common objectives and who enjoy working together thereby also producing quality outcomes (Aurthur, Wall & Halligan, 2003). Moreover the project manager should be able to encourage and reinforce localized action. The new management initiatives can bring about success when there is decentralization, short-term emphasis on project performance and distributed work practices. Project teams comprise of a unique group of individuals who work together in a controlled environment towards a common goal (Atkins & Gilbert, 2003). Each member of the team contributes their knowledge or expertise to solve a jointly owned problem (McGreevy, 2006). The very idea of a project team is to enable multiple perspectives, different functions, variety of experiences and a broad skill set which has a bearing on the project (Hacker, 2000). There is a lot of interdependence within the project team as they collectively aim for a common goal or task. The project manager may have to face several issues concerning the cohesion between the team members. For instance, there could be barriers such as different outlooks, role conflicts, priorities, interests, power struggles or even lack of communication skills that can undermine the team process and impact project delivery (Bubshait & Farooq, 1999). This is more likely when individuals are involved in multiple projects and projects have multiple deadlines. The project manager could also overlook the finer points or develop complacency. Successful projects depend on how the project team is able to liberate energies capabilities greater than the sum of the individual members (Veil & Turner, 2002). In a large project, teams often get stuck in defensive routine which inhibits effective learning (Pheng & Chuan, 2006). The success then lies in how effectively the project manager can weld the team together and motivate them to work. Projects may have multicultural teams and this can create additional problems for the manager. Cross-cultural training for the construction site managers becomes essential to cope with the challenges of managing ethnic teams (Enshassi & Burgess, 1990). To further enhance the cohesiveness within the team project management training is an effective means according to Loo (1996). The genuine commitment of the instructor of project management training is essential otherwise the staff will consider a routine affair and take it lightly. This could be detrimental to motivation and involvement of the project members. Selection of project manager The project manager is selected at the initiation stage and has the responsibility to select his team based on the required skills and knowledge (Visitask, 2004). During the planning phase the project is broken down in number of tasks which requires excellent interpersonal communication and team motivation. Changes too may occur during the project execution and effective communication can control adverse effects. It is not enough to give instructions of change; it is also important to communicate why the change is needed (Weinstein, 2006). Managing uncertainties During the execution of the project many unwanted activities may crop up. The project mangers responsibilities lies in distilling those aspects of the work on organization relevant to managing the construction project more effectively. As per Weber’s theory, organizations are power structures in which control is achieved through an organization hierarchy. Scientific management of Taylor emphasizes on scientifically analyzing and structuring the tasks so that output could be maximized (Walker, 2007, p31). This can lead to increased specialization of the workforce. However, these classical approaches are seen as rigid and as originating from church or military models. Hierarchy and control is no more seen an effective in managing projects. The behavioral approach emerged as a challenge to the scientific approach where motivation was an important aspect. Workers are not rational actors but have definite motives and values. They are not isolated actors but as members of social groups exhibiting commitments and loyalties that are stringer than their individual self-interests. According to McGregor’s Theory X the average human prefers to be directed and is just keen to have security with no interests or ambitions. However, Theory Y suggests that intrinsic motivation drives them to work. Maslow’s Hierarchy of Needs suggests that only when the basic needs are satisfied, the worker would look for higher level needs such as intrinsic motivation. Hence, even in the context of a project during the initial stages direction is essential but they should be encouraged to learn and develop over time. This suggests that human endeavor can achieve planned outcomes. While the project is well-planned the project may fail to achieve the expected outcomes. Unexpected events can disrupt schedules and trigger such consequences that upset the schedules (Barber & Warn, 2005). As one crisis leads to another his leadership style may be unsuccessful. Even the best attempts at control in planning can be subject to oversights leading to several crises. There may be unintended effects and the project manager may be consumed in fighting fires. Barriers such as role conflicts, priorities, interests, power struggles, and complacency can leave the client with a false sense of security (Atkins & Gilbert, 2003). The possible reasons could be lack of training and orientation of the project team members. Understanding the organization structure of the client is important. Very often the project team members never meet the clients and the project manager acts as the surrogate client. The project mangers responsibility lies in selection of project team members, setting key dates, brief development and monitoring the project. Communication being the essence of such projects, clients should be integrated into the project’s organization structure. Communications in the projects can be a major block to the success of projects. Essential qualities of a project manager Positive and negative leader emotions can influence positive or negative follower outcomes (Lindebaum & Fielden 2010). Leaders that are enthusiastic, excited and energetic are likely to similarly energize their project team members. Leaders who are distressed and hostile can also negatively influence their team members. Social psychology recognizes that anger leads to better outcomes in negotiations. Anger does not always lead to detrimental behavior. Those expressing anger enjoy high conferral status and are considered to be more competent. Emotional outburst is not detrimental to leader effectiveness. In fact emotional outburst can be conducive if the timing and the dosage are appropriate. Anger is intertwined with the issues of power. If the expression of anger is in line with the organization norms for appropriateness, chances of positive consequences are high. Anger is also associated with strong leadership. Any project and particularly construction projects can improve its performance by developing a better grasp of the interpersonal dynamics of its employees. Anger can and should be frequently enacted to ensure the progress of the project. Anger may have to be displayed during negotiations with other parties or at the project site with operatives. To weld together the temporary taskforce Atkins and Gilbert (2003) advise that project team members should be brought together as soon as the project is conceived as this could result in more flexibility and adaptability, more timely and balanced decisions. The first responsibility of the project managers is to ensure the compatibility of the team with the structural requirements of the organization (Hayes, 2000). Due to cohesion they would be in a position to respond to the markets and techniques at a much faster pace. The project manager should also have the dynamic leadership to recognize and acknowledge the interests, strengths and contribution of each member. This can provide intrinsic motivation as has been mentioned by Walker (2007). However, project manager tends to lose control over the project especially if he has not involved the team members right from the beginning (Cortex, n.d.). Ineffective communication is often the cause for poor project control. Another important role that the project manager plays is delegating role and responsibility according to individual talent. The project team members should be allowed to what they do best and also be encouraged to develop other skills. Involvement of the project members is essential as this serves to keep them motivated throughout the project. They tend to be involved when they do something that suits their interests. However, exercise of authority and control may be needed by the project manager if none volunteers for a particular role. Then the discretion lies with the project manager to assign responsibility regardless of personal interest and strength (Schneider, 2001). While assigning tasks it is also essential to discuss their expectations in meeting the deadlines of the project. This requires the project manager to clarify the objectives when the tasks are assigned. Planning and communication are critical to the success of projects. The project manager may also face the problem of over confidence especially when 80% of the project task has been completed. This impacts the quality of work as members try to rush with the completion of the project (Schneider, 2001). Thus, the objectives should be clearly spelled out when roles and responsibilities are assigned. If minute details are highlighted at the outset, the members too would know what can or cannot be accomplished. The group can be realistic and in case of turbulent environment differences and projects going haywire is quite likely. Flexibility is an essential ingredient that the project manager should inculcate among the team members. Besides, they should be prepared in advance to sense change and change direction if necessary. All these require immense involvement and motivation. Another major role that the project manager plays in keeping the team welded throughout the project is to use management ratings as a critical factor in forming teams. If top performers are included in the team, the project outcome could be enhanced and perhaps even exceed expectations (Hacker, 2000). The motivation level of the team members is very low when the project is conceived as the members do not know each other (Bubshait & Farooq, 1999). The even tend to challenge others’ opinions and express their own. The motivation and effectiveness of the team might fail as disagreements arise. The responsibility of the project manager lies in moderating and making the members agree on the principles of cooperation. When an open exchange of ideas takes place motivation level increases and effectiveness begins to increase. Thus, to avoid pitfalls and disagreements, the project manager must keep in mind six critical factors while making the team. Each member needs to be valued and respected. Each of them should be aware of their responsibilities and effective communication should be maintained (Bubshait & Farooq, 1999). The goals – both individual and group – should be specified at the time of making the team and those that devote time and efforts in team building, should be recognized and rewarded. The project manager should also encourage loyalty and made to feel responsible towards each other. Leadership skills at this juncture are very important to bring the best out of the team members. Project managers are leaders and the onus of guiding, motivating, inspiring and directing the team members lies with them (Barrett, 2006). They are responsible for controlling the situation and improving the performance of the group. Leadership relies on effective communication. Good communication skills help create the right understanding and trust necessary to encourage others to follow. As the project manager recognizes lack of skills or poor performance, immediate necessary advice and information should be provided to the concerned individual as well as to all members of the team. Within the project team informal communication should be supported. Project implementation should rely on trust, cooperation and teamwork (Kuruppuarachchi, 2006). Projects require timely submission of reports and the project manager should specify the time by which the response or report should reach him. Project managers are often constrained by power but empowering them would help them meet their responsibilities. The project managers must have role clarity and must be given significance (Jonas, 2010). However, wrong choice of project managers can also lead to the failure of projects, contend Pheng and Chuan (2006). Past experience of the project manager is insignificant although the size of the previously managed projects is important in project manager selection. Risks and changes in any project are inevitable. Adapting to changes takes time and this could lead to low motivation (Gallstedt, 2003). Motivation and stress could be destructive and this is where the role of the project manager becomes critical in sustaining the interests if the team members. While project managers are responsible for establishing a careful set of procedures and practices, Tampoe (1989) argues that project managers do not deliver, project teams do. Just as the top management must empower the project manager, it is equally important that the project manager empowers the team members for the success of the project. Project team development is the process of improving the competencies, the team environment and the team interaction leading to enhance project performance. This is the process of transformation of individuals from diverse background, needs and expertise into an integrated, effective work unit. This requires the project managers to be endowed with team leadership skills such as controlling, information flow, conflict resolution, coaching and development, rewarding, providing autonomy and taking feedback. The project manager must know when to increase the security of the team members. Timely rewards can go a long way in holding them and keeping them committed to the project. The project manager’s role also requires that he is able to encourage the team members to interact with each other during the project. Conclusion In the early stages of the project confusion and delays are highly likely as the team members do not know each other or understand each other. However, to keep the temporary taskforce welded thereby ensuring the successful delivery of the project, the project manager has to maintain effective communication throughout. The classical approach in managing project teams is no more effective today. The behavioral approach has to be employed because each individual wants appreciation and recognition for his/her contribution. Projects are complex tasks full of risks and uncertainties. The project manager has to first select a team based on the requirements and match the skills with the roles. Role ambiguity should not exist and this should be ensured through effective communication. Project teams are diverse with diverse talents and people from diverse backgrounds. Keeping them welded together for the execution of the project is a mammoth task but with the right approach the project manager can carry out the responsibility effectively. The team could comprise of diverse members that could conform either to Theory X where members want to be directed or to Theory Y where intrinsic motivation drives work. The project manager has to know how to deal with each of them. Direction and guidance has to be provided in the initial stages but gradually they should seek intrinsic motivation. References Atkins, S & Gilbert, G 2003, 'The role of induction and training in team effectiveness', Project Management Journal. Jun 2003.Vol.34, No. 2, pp. 48 Arthur, H Wall, D & Halligan, A 2003, 'Team Resource Management: a programme for troubled teams', Clinical Governance, vol. 8, no. 1, pp. 86-91 Barber, E & Warn, J 2005, 'Leadership in project management: from firefighter to firelighter', Management Decision, vol. 43, no. 7/8, pp. 1032-1039 Barrett, DJ 2006, 'Strong communication skills a must for today's leaders', Handbook of Business Strategy, pp. 385-390 Bourne, L & Walker, DHT 2005, 'The paradox of project control', Team Performance Management, vol. 11, no. 5/6, pp. 157-178 Bresnen, M Goussevskaia, A & Swan J 2004, 'Embedding New Management Knowledge in Project-Based Organizations', Organization Studies, vol. 25, pp. 1535 Bubshait, AA & Farooq, G 1999, 'Team building and project success', Cost Engineering. Morgantown: Jul 1999.vol.41, no. 7, pp. 34-38 Cervone, HF 2006, 'Project risk management', OCLC Systems & Services: International digital library perspectives, vol. 22, no. 4, pp. 256-262 Cortex n.d., 'Failure Causes', Accessed 21 July 2011 from: http://www.it-cortex.com/Stat_Failure_Cause.htm Dooley, L Lupton, G & O'Sullivan, D 2006, 'Multiple project management a modern competitive necessity', Journal of Manufacturing Technology Management, vol. 16, no. 5, pp. 466-482 Enshassi, A & Burgess, R 1990, 'Training for construction site managers involved with multicultural work teams', Project management, vol. 8, no. 2, pp. 95-101 Gallstedt, M 2003, 'Working conditions in projects: perceptions of stress and motivation among project team members and project managers', International Journal of Project Management, vol. 21, pp. 449–455 Hacker, M 2000, 'The impact of top performers on project teams, Team Performance Management: An International Journal, vol. 6, no. 5/6. pp. 85-89 Hayes, DS 2000, 'Evaluation and Application of a Project Charter Template to Improve the Project Planning Process', Project Management Journal, vol. 31, no. 1 Jonas, D 2010, 'Empowering project portfolio managers: How management involvement impacts project portfolio management performance', International Journal of Project Management, vol. 28, pp. 818–831 Kuruppuarachchi, P 2006, 'Managing virtual project teams: how to maximize performance', Handbook of Business Strategy, pp. 71-78 Lindebaum, D & Fielden, S 2010, '‘It’s good to be angry’: Enacting anger in construction project management to achieve perceived leader effectiveness', Human Relations, vol. 64, pp. 437 Loo, R 1996, 'Training in project management: a powerful tool for improving individual and team performance', TEAM PERFORMANCE MANAGEMENT: AN INTERNATIONAL JOURNAL, vol. 2, no. 3, pp. 6-14 McGreevy, M 2006, 'Team working: part 2 – how are teams chosen and developed? Industrial and Commercial Training, vol. 38, no. 7, pp. 365-370 Pheng, LS & Chuan, QT 2006, 'Environmental factors and work performance of project managers in the construction industry', International Journal of Project Management, vol. 24, pp. 24-37 Schneider, D 2001, 'Interpersonal Skills in Organizations, Project Management, Ch 17, The McGraw Hill Companies, 2001 Tampoe, M 1989, 'Project Managers do not deliver projects, teams do', Project Management, vol. 7, no. 1, pp. 12-17 Veil, C & Turner, JR 2002, 'Group Efficicny Improvement: how to liberate energy in project groups', International Journal of Project Management, vol. 20, pp. 137-142 Visitask 2004, 'Project Life Cycle, Accessed 21 July 2011 from: http://www.visitask.com/project-life-cycle.asp Walker. Anthory. 2007. Project Management in Construction Ch 3 p31 http://books.google.com/books?id=U2EnY7ZADQgC&pg=PA18&source=gbs_toc_r&cad=4#v=onepage&q&f=false Weinstein, B 2006, he Change Game', accessed 21 July 2011 from: http://www.gantthead.com/content/articles/232437.cfm Read More