Problems Faced By Project Managers When Attempting To Weld the Temporary Taskforce - Essay Example

Discussion and evaluation of the problems faced by project managers when attempting to weld the temporary taskforce that must ultimately act as the project team The temporary task force Introduction The role of project manager is the construction industry has become diverse and complex in the contemporary team business environment. Where project managers in various construction projects used to hold simple authoritarian control over supplies, management structure, and general accounting functions, this role now involves elements of human resources, risk assessor, and a knowledge champion that dictates new communication channels. Because of this complexity, it is necessary for project leadership to develop a temporary taskforce that will ultimately serve as the project team in order to identify barriers or challenges that might be incurred during the entire construction phase. The temporary taskforce is defined as a group “composed of members from different departments that can create a new way of working from which the members can learn and bring the new methods back to their obligations” (Bushe & Shani, 1991, p.36). This is considered a parallel learning methodology that is proactive to identify proper workflow charting and assess the entire project using team member expertise to formulate a total, working plan of action for the launch of the project team. The temporary taskforce is necessary to achieve success in a complex construction project. Resource-based issues in team development The first issue involved in setting up a project team is identified roles and obligations and how to establish a hierarchy of command and control. Stys (2007) suggests that it is necessary to include the construction manager to the team during early planning efforts due to their specialized knowledge and experience in construction projects. The construction manager in most instances is accustomed to the supply, cost and labour concerns that arise in construction projects and can bring economic and hierarchical structuring experience to help develop an appropriate workflow chart to ensure proper communication channels are established and assist the project manager in cost recognition and accounting activities. “Every construction project is unique with its own problems” (Matsumoto, Stapleton, Glass & Thorpe, 2005, p.84). The temporary taskforce, depending on the individuals chosen to represent each work group or function, has individual knowledge about their area of interest as it relates to the construction project and can therefore brainstorm ideas or offer suggestions based on previous experience, successes and failures when working on diverse construction projects. The project manager, himself, is not equipped to consider all of the different problems that might be incurred in real-time during a complex construction phase and thus bringing this forum of knowledge to the preliminary planning stages ensures a proper development of structure, role identification, and communications channel. The preliminary taskforce helps identify what key skills are required and the labour investment necessary to ensure a smooth project. It is usually in this phase where the structured hierarchy of work and control are established to avoid gaps in communication between different future project members (Lin, Yeh & Tseng, 2005). The temporary taskforce is a project management approach that allows the leader and the expert knowledge members to scan the entire project environment and determine whether roles should be combined after examining the fundamental needs of the project (Haynes & Robin, 2002). It would not be possible for a single individual to understand the dynamics of work function for each individual member of the construction team, thus preliminary discussion in rather informal, ideas-generating environment is the concept of the taskforce to ensure that all areas of construction are covered and there are contingency plans in place due to potential failures identified by knowledge members. There are also extended problems that can occur during a construction phase that are not generally faced by the construction manager or the labour teams working throughout the various phases of the project. This is why knowledge management approaches are necessary which is the fundamental concept of the preliminary taskforce team. Knowledge management is the production, control and communication of knowledge principles (theirm.org, 2002). Issues that arise in the construction project include intellectual property protection, potential power failures that might occur in the environment that requires external consulting, and even competitive technologies (theirm.org). The preliminary taskforce needs to consult with not only the project members, but external entities that will or could have direct impact on the ability of the project team to perform a quality construction job. For example, depending on the complexity of a construction project, sophisticated technologies are often utilized for mapping, surveying and other function related to topography. Though this is only one example, these types of technologies require specialized training to understand their function and misunderstanding of these guidelines can disrupt the project flow. Thus, Teague (2010) suggests that in order to improve in project development, it is necessary to have discussions with those who put the technology together. To avoid problems as it is associated with information technology products, the preliminary taskforce should utilize external consultants that can bring new insight into design and function to assist the project taskforce in ensuring that members who will be utilizing this machinery or technology understand its dynamics entirely. This might involve lower-ranking members of the labour team to be involved in periodic sessions with external technology partners to have hands-on experience with functionality and purpose of complicated technology. Without the temporary taskforce in place, such problems would occur once the project team was developed and disrupt time, cost and quality needs. The taskforce, then, should serve as a proactive assessment of all potential risk that might be incurred and develop strategies to combat them using knowledge professionals in key areas of the construction project. “Projects often have unforeseen interruptions that disrupt progress leading to uncertainty” (Hallgren & Wilson, 2007, p.92). One of these interruptions is commonly associated with supply issues, such as how to handle workflow activities when delivery in much-needed projects is delayed or lost. The temporary taskforce uses individualized knowledge about previous failures in supply and can offer the project manager suggestions on how to structure activities in the event of supply disruptions. Slowdown in work associated with supply problems should have a contingent operational plan to ensure cost reduction and avoid wasteful labour. The human factor Outside of the typical supply-related issues, cost and labour in project teams, there is a human dimension of working together that requires a human resources approach. The project manager is responsible for coordinating communications, job role development, command and control systems, and generally works as an advocate for the client to ensure their needs are met based on contractual obligations. This requires a focus that ensures diverse members of the impending project team can function successfully when sharing different cultural and social principles. These situations can delay successful project development and delivery and alter the costs and scope of the project because of conflicting values and attitudes related to human behaviour and psychology. “While many believe organizational values should reflect the collective values of the group, the majority of values are generated by the project itself and is a continuing responsibility throughout the project life cycle” (Zhang, Austin, Glass & Mills, 2008, p.12). In a complex construction project, there are going to be individuals who hail from foreign cultures or local subcultures who share their own values that will not necessarily be congruent with group norms and thus create conflict between low-level workers and even management officials in the team. For instance, Asian labourers typically hail from collectivist societies that value tradition, reciprocation of favours when provided, and view themselves as extensions of a broader family (Blodgett, Bakir & Rose, 2008). Individualists, such as those who hail from the UK or the US, have much less emphasis on group orientation and appreciate independent and autonomous working environments and the ability to provide self-expression (Blodgett, et al.). The temporary taskforce provides an initial social environment to so that the project leader can identify the different cultural and social values that each member carries and then develop a strategy for the impending launch of the developed project team. A competent and reflective project manager pays attention to details associated with communication styles, verbal and non-verbal cues, and any other social indications to determine how to structure work teams effectively. Even though the management team may be more diversified when working with members having cultural and social difficulties, lower-ranking labourers may not be as qualified in this area. All of these factors should be brought to the table during the temporary taskforce meetings to ensure a quality workflow of activities. By bringing individual knowledge about worker capacity, a system of hierarchy can be developed with proper role placement throughout the project. The temporary taskforce also provides opportunities to establish the preliminary social and group cohesiveness needed to ensure proper communications between work members. Abraham Maslow was a respected psychologist who identified that humans have an inherent need for affiliation and belonging which, if satisfied, leads to more self-esteem development and feelings of power, control and self-confidence. “Individuals need to feel useful and also that they have some affect on their environment” (Gambrel & Cianci, 2003, p.146). The temporary taskforce allows managers or other individuals on the project team to establish the first social premises that will be present and vital during the actual project launch so that members can familiarize themselves with each other in an informal fashion. Group dynamics and harmony are vital to quality communications in a construction project and the taskforce serves to reinforce certain principles of human psychology early in the planning stages so problems do not arise later in the project. “Temporary groups can confront the culture and norms of the groups from which the members are drawn and create new ones which provide alternative models of working groups” (Bushe & Shani, 1991, p.51). Members of the temporary task force may hail from environments where there is a great deal of job role autonomy and have become accustomed to this in their previous working organisation. However, based on project scope and client demands, autonomous working may not be achieveable, thus having a psychological impact on motivation for this individual. The temporary taskforce, then, provides the initial setting to discuss these grievances as it relates to their expectations for autonomy, control, or even recognition when it comes to performance analyses or merit-based rewards. All of these factors are important social elements that will drive complacency or compliance to policies and can have budget impact as well as breaking down necessary communications channels to ensure proper work distribution and function. Jeffries (2005, p.40) describes the concept of the latent pathogen, a dormant “disease-causing agent” that can contribute to accidents during the project. In what the author refers to as the pathological organisation, there is poor communications and risk assessment and these pathogens continue to go unnoticed until serious safety problems are incurred. The temporary taskforce works to ensure security and safety of the project both for the team and for the client and spot potentially unsafe conditions and create a plan of correction. Information flow during the early stages of project team development are necessary to ensure such pathogens are recognized and create an unsafe conditions report or analysis for liability protection and general human safety. These pathogens could be human-based related to inefficient workers or inexperienced labour groups that can be brought to the table during these discussions and filtered out by knowledge management professionals on the team. However, it is not just safety pathogens that could be present, there are opportunities for significant risk in the construction industry in virtually all projects regardless of their complexity or scope. Risk is also associated with human psychology and motivation as well. Dyer (2006) identifies that project teams often fail, in fact 95 percent of the time, due to poor communication. Lack of communication causes fear, confusion, lack of commitment, confusion and general dissatisfaction (Dyer). It is necessary to ensure that root causes of potential communications failures are identified and develop a monthly measurement system to determine how well the team will be communicating and working together. This is a quantitative tool, such as an attitude survey, that can be delivered anonymously and then compiled by the project manager to assess what dimensions of social and cultural principles need development or discussion. The temporary taskforce can assist in developing this type of research measurement tool and have unity from the team members on how best to use it. Costs are largely incurred because of communications problems and unmotivated labourers and such a system can only be developed with the expertise and experience of the taskforce members who work with their own teams daily. The nuances of individual labourer personalities are known by these individuals and not the project manager who must manage a more dynamic and large-scale function. Overall, risk management is defined as “planning for, identifying, responding to, and monitoring project risks. It involves tool, processes and techniques to maximize positive events” (dot.ca.gov, 2007, p.12). The temporary taskforce is, by definition, a planning system that is developed in the very earliest stage of the construction project. It is, by design, a risk management system when the taskforce takes both a knowledge management and project management approach to problem solution and ideas generation. The project manager, himself, is responsible for more sophisticated liabilities related to client needs associated with contract and therefore risk assessment is a significant predictor for project success and the integrity of the project manager’s future as a business professional. Because of these factors and many more associated with risk management, knowledge exchanges are necessary so that the project manager can become familiarized with the entire system dynamics and put together a quality workflow system that identifies all key areas, channels of communication, and external influences that will drive successes or failures. This cannot be accomplished by a single individual successfully especially when risk involves human behavioural condition and attitude related to culture, society and personality constructs. The purpose of human resource management is to make sure the organisation is able to achieve success through people and human capital development (Armstrong, 2006). The temporary taskforce brings to the meeting environment, whether formal or informal by design, knowledge about worker integrity and competency especially for those within the scope of control of the manager used to working with outsourced individuals regularly. Outsourcing expertise is commonplace in many construction projects and having a resource that understands the pre-existing dynamics of worker relationships in their labour groups assists the project manager in developing a unique human resources strategy for use when the final project team is launched. Morgeson, Mumford & Campion (2005) suggest conducting a needs analysis as part of the human resources planning that listens to voices and creates an assessment tool to increase validity of performance behaviours. Some project teams find the 360 degree feedback system to be a quality tool for calling attention to individual and group performance dimensions, and this system includes feedback from peers and managers. The needs analysis is conducted prior to establishing a system of feedback and performance measurement and the temporary taskforce can identify what type of human resources system is best called for based on the unique personality and attitude aspects of existing worker groups. People in virtually all industries, including construction, have needs related to their motivational tendencies and their expectations for recognition and merit for meeting productivity or performance standards. The temporary taskforce can manage these functions related to human resources, conduct a quality needs analysis in this area, and then finally develop a template for measurement. It is not just supply, cost and management function that is developed in a temporary taskforce team, it is about understanding the principles that guide behaviour and values which will have significant impact on the success of the project team when launched. Needs analyses provide the template for understanding how to manage more complicated and unpredictable patterns of activity that start with this individual based on their psychological and emotional responses to working in teams or just as a general employee on the staff. Since the project manager will be coordinating labour teams, usually with a mid-tier manager responsible for their daily operations, such advice is crucial in ensuring there are no behavioural delays to the project and achieving its final goal related to those spelled out by the customer. Conclusion The problems, as identified by supporting literature, in project taskforce and team development are intense and involve multiple factors of the entire project life cycle from technology to human relations. The project manager’s role is diverse and involves higher-level function related to cost and accounting and therefore knowledge exchanges are crucial for lower-level issues that significantly impact the bottom line and achieving, ultimately, the client’s needs effectively and within budget. Behavioural factors were identified as primary problems, outside of supply and resources. The temporary taskforce is a systematic and proactive method of identifying key roles and obligations and then structuring the project to fit these needs so that the appropriate project team members can be recruited based on their specialized knowledge or function. Risk identification, as supported by the literature, is necessary in multiple aspects of the project from design to labour relations and safety. Especially in a more sophisticated, technological environment and the problems that can occur from the external environment, such as power failures, initial consulting with experts and local external entities improve the chances of a safe and efficient project once it has been launched. If the team works with a knowledge exchange approach and openly discusses what they perceive to be potential problems, the project team can be developed effectively with a foundation of workflow, technology and training, human resources, and general resource strategy and contingency plan in the event of potential failures or problems. Such a team is vital to a successful construction project. References Armstrong, M. (2006). A Handbook of Human Resource Management Practice, Kogan Page. Blodgett, J., Bakir, A. & Rose, G.M. (2008), A test of the validity of Hofstede’s cultural framework, The Journal of Consumer Marketing, vol.25, no.6, p.339. Bushe, G. & Shani, A. 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