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)…
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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. ...
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,
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