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Project Management Review - Essay Example

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Project Management Review Project Management Review 1. Change Control Management, functions Change Control Management refers to the process of management requesting, reviewing, approving, carrying out and controlling changes to a project’s deliverables…
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Download file to see previous pages It also functions as a tool in evaluating the presented change requests of the project. Further, the Change Control Management also serves the function of managing and implementing the changes approved by the management. 2. Risk Profile, its benefits to risk management A risk profile is a sequence of questions addressing the normal areas of the project where uncertainty prevails. Going through the list of probable risks and by making use of the experience from the past, the management can reduce the risk and increase the success rates. It eases the risk management since adopting previous approaches that were successful is less risky than formulating new management strategies. 3. Functional conflict, why encouraged Functional conflict means the disagreements of interests, ides or main concerns between the groups, individuals, or organizations. Or the deviations of decisions in the non-fulfillment of the requirements of a job course, or process. Functional conflicts arise when the minimum to reasonable levels of conflicts develop the effectiveness of the team. Such conflict is considered to be constructive as it develops the quality of assessments, motivates creativeness and novelty, and cheers up the inquisitiveness and interest among the team members. It can be used as a tool to create an environment which airs the problems and releases the tension, and also promotes a stage for self-evaluation and modification. The functional conflicts usually arise if: the formal objectives are overlapped, the role-descriptions are overlapped, the contractual bond is ambiguous, the assigned tasks are simultaneous, and if there exists any hidden intentions. Functional conflict can become an advantage to the firm. The project manager can encourage functional conflicts and can use them as antidotes for group thinking. The functional conflict questions the status quo of the project and so there arises the need for creating new idea, promoting assessment of team goals and tasks, increasing the profitability to which the team would respond to alter. Project managers and team leaders should carefully build conflicts into decision-making process. So they can surface and solve the important problems and also reconsider the decisions. 4. Four major steps in facilitating the group decision-making process The project manager plays the central role in leading the teams’ decision making process. The project manager is not asked to make decision himself, but to create an atmosphere for the entire team to discuss and to reach a final possible solution in consensus ad idem. This does not bring a conclusion that each one of the group holds the solution hundred percent; instead it means that the entire group is agreeing up on the best decision under a situation. As Gray, Larson & Desai (2010, p. 360) note, there are four major steps that facilitate the group decision making process. I. Problem identification: - When meeting with issues, the project manager should be careful not to define the problems in terms of choices (e.g., whether to concentrate on X or Y?). Instead, he should detect the original issues to which these alternatives are probable remedies. This process will enable the team members to formulate alternatives rather than just selecting among them. The important point of problem identification is to focus on the gap between the present state of the project and the desired sate of the project. II. Generating alternatives: - When there is a general understanding of ...Download file to see next pagesRead More
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