Project Management Development - Essay Example

Project Management Forum 1 Analysis The importance of rapid results initiatives in the success of a project Rapid results initiatives base their project implementation of sub-projects. The whole project normally divided to mini projects aimed at achieving the overall goal of the project. Partial solutions and new technology development help to achieve rapid results. This is contrary to many beliefs of waiting for the overall solution, instead of solving small issues as they arise (Matta & Askenas, 2003). The duration that rapid result takes involves the testing of the idea and the experimentation to achieve to look for the desired results. Motivation, innovation and creation of real empowerment are some of the initiatives undertaken by rapid results to achieve results (Sylvester, n.d.). Rapid results benefits fall into three classes. First, mini projects allow the initiators to determine the success rate of the projects in terms of the activities that require undertaking. Correction of Problems seen at early stages normally carried out as soon as there is the detection this reduces the chances of shady work. Secondly, result delivery period is short. During the implementation of the mini projects in a project, results achievement is less than a hundred days. Lastly, rapid results approach enhances motivation at work due to the quick results. Workers or employees feel a sense of reward due to quick results and hence feel that if they work more hard more results achieved. According to (Sylvester, n.d.) there are several attributes that require inclusion in rapid results for result achievement include impact variable, period, measurement, and scope. People and managers have a different perspective of Rapid results; the view is that it prevents project failure and problem identification done at the beginning rather than waiting for the outcome at the end. According to reports fifty percent of the projects fail, this is due to lack if use of rapid results. An example of a current workplace that lacks utilization of rapid result initiative is Kenya. A case study showing the number of people infected and living with HIV and AIDS in Kenya, shows that many people have the virus, but they do not know. The lack of awareness is due to lack of use of rapid result initiatives (Mwangi, 2012). According to a survey undertaken in 2007 by Kenya Aids Indicator Survey (KAIS) and published by CDC, shows that eight out of ten infected people are unaware of their status. In the next year that is 2008, a research indicated that 6.3 percent of the adults between the ages of fifteen and forty-nine are living with HIV. The research also indicated that two thirds of the adults from the ages of fifteen and sixty-four have not undergone testing. The data and research indicated that using rapid results initiatives would be the only solution if a successful testing requires achievement. Rapid results approach came into practice in the FIFA world cup held in South Africa. The targeted number of people to be tested was one and a half million in a span of two months. The continuation of rapid result initiative in Kenya included carrying out of testing for any person seeking health services, and the result was astounding with 6.9 million people undergoing tests. In the current situation, the government of Kenya is trying an approach of availing home testing kits to increase the number of people undergoing the tests. In Africa door to door testing proves vital in areas that contain heavy population, the test has resulted in treatment regimens and reduction of the rate of infection of the virus (Mwangi, 2012). Recommended annual testing of sexually active individuals over the age of fifteen years required, normally undertaken during the world AIDS day. The institute promoting rapid results in Africa is rapid result institute and their operations have lasted for the past eight years. The institute is responsible in assisting the prevalent government in availing education; health had family planning method to the entire populace (Rapid Results Institute, 2011). Success of rapid results normally achieved through the creation of mini goals and strives to achieve them. The World Bank offers support to rapid results initiatives worldwide through funding of their projects and support of the initiatives. According to the mission of rapid results, most people look for solutions in the wrong places. The institution believes that the fundamental engine of change is human motivation and confidence. The encouragement of people to take bold steps and act collectively has prompted the achievement of results. The tapping of the engine of change and the proper channeling of the same receives critical appreciation by many individuals. Leaders should analyse the situation and look for amicable solutions to the current problems facing their countries, and rapid results are one of the methods to counter the problems. According to the analogy of rapid results initiatives, the development of a better mousetrap can help in solving many problems in Africa. The teaching of people to embrace the move and develop the better mousetrap has resulted in considerable change in Africa; the installation of the drive to change in people’s minds can be a tool for change in the economic situation and social development in many countries in Africa, and the whole world also. The results achieved through approaches driven to changes in the managerial techniques. The conjunction of World Bank with rapid results initiatives has implemented a phenomenon where the key changes and developments require supervision by the bank but changes carried out by the people themselves. There are critical factors that require consideration in the implementation of rapid results initiatives. First, explanation of the project to the relevant stakeholders, this helps in the provision of a roadmap for the managerial team to follow. Second, is the identification of stakeholders who have their interest in the accomplishment of the projects. This ensures that the individuals that he project can be trusted in them have the passion to help in project accomplishment. Third is the development of the project scope. The scope of the project gives an analysis of the plan and what requires success after a certain time. Fourth is the development of project baselines. The fifth step is the creation of baseline management plans the plans ensure cost management and the proper monitoring of funds. The last step is communication among the people concerned in carrying out of the project, this ensures a smooth flow of informational and ideas help to reduce the time taken for project completion. In summary, rapid results initiatives is one of the best ways in achieving project success. The rapid result initiative implementation and use reduce the chances of losses as well as the time taken for a project to be completed. Forum 3 Analysis The Project Management Ideal Classical management consists of five principles. These principles include Directing, Staffing, planning, controlling and organizing. For anyone who wants a particular project to succeed throughout its existence, then communication and becomes essential. According to the forum, communication is the other essential missing from the five identified and listed principles of the classical project management ideal. Proper communication ensures that the appropriate people provide the correct and relevant information at the appropriate time in a cost-effective means (Kerzner, 2009). Clear communication of the project plan throughout all the steps is essential due to many reasons. In addition, the utilization of many varying methods or channels of communication to ensures the information reaches its audience and understood by all the parties involved. Communication between group or team members in a working scenario has seen significant technological improvements, which resulted into the provision of a variety of communication tools to the project management team. The tools help to facilitate communication between the involved parties. Some of the communication methods include (McComb, 2012); Emails, Newsletters, memos, meetings, phone calls, social media etc. For any effective project progress, there must be a formal communication plan (Larson & Larson, n.d.). The plan should include: the various project recipients, how often, the format and the media used; how issues emerge and the time; the storage point of all project information & those authorized to access; what new risks have emerged & what comes as the response. Other inclusions are the metrics placed to ensure the creation of a high quality product and finally which back-up plans are in place whenever a uncertainty arises. Communication breakdown during implementation results in serious consequences for any business. If there is no continuous and effective communication, then it will be difficult to recognize concerns and risks for them to be resolved promptly. This causes delay in the project progress and affect the budget by straining it hence the expenditure exceeds the planned. The exceeding budget is not appropriate for any business as it leads to unexpected losses. Usually, large projects fail at surprising rates. This is regardless of if it is an advanced technological improvement, business integrations or even new development strategies. All these efforts utilize significant amount of available resources e.g. labor, time and money. Although many studies have shown this, most of the time, the results disappoint. Usually, it happens for periods like over half the estimated time. The consequences are not only just financials but also lead to demoralization of workers. Workers always give their best to finish their allocated portion of the jobs (Matta, 2003). The challenge here is that the traditional approach to this management changes the focus of the project team members from the expected results to the development of recommendation, new techniques and resolutions. The main intention is to integrate all these and create a blueprint that will help attain the set goal, but whenever a project incorporates many parties working over a long time, it is difficult for the management to predict all required activities and work streams. The expected results need understanding in order to ensure that everything necessary is in the project plan. In some cases, the plan might be comprehensive enough to integrate all the activities, but difficulties and impossibilities might still occur even after completion (Matta, 2003). Almost all project managers utilize plans, budgets and timelines to minimize the implementation risks. They do not consider other risks like the risk that not all activity requirements may be identified initially creating gaps. The other risk is the integration risks where the independent activities may never integrate even after completion. Therefore, teams in projects can implement their task effectively, within the timeline and budget, and yet the expected results of the entire project may still fail. Research has shown that by different structuring of large projects, the management can minimize the probability of omitting the vital activities. They can also maximize the probability of effective integration at the end of the project. The solution is to incorporate continuous small projects in the entire plan. This is the rapid-results initiatives technique. Each of the small projects consists of a team working towards attaining the expected result but in a quick and a small portion. For instance, if the business goal is to double returns over three years by using a customer relationship management system (CRM)for the sales team. By using the traditional approach, one might have a research team, a software installation team, a team analyzing company-customer interactions, a program development team etc. This system experiences challenges of responsibility neglect by a worker as some worker might decide not to work (Matta, 2003). However, when CRM combines with the rapid-results initiatives, then some improvements might occur. Selected team can still divide responsibility among themselves for effectiveness. All team members might be working tirelessly towards attaining the results, but they need to identify any gaps in their plan. The identification compels a resolution into the challenge and a concentration on the expected results. With reference to the sales case above, the sales team may identify effective means of increasing the return. The means may include; attempts to increase commissions through inter-selling or even joint-selling strategies (Matta, 2003). Whenever the small team activities become successful, they act as point of reference for the larger team activities. This leads to effective project results after completion. Other teams might also consider using the rapid-results initiative technique to attain their goals and help achieve the ultimate goal of the project. The level of confidence among workers in the various team will increase hence leading to the attainment of the expected project results. In the case of increasing returns, the business will experience fast but small returns. News encouragements will arise due to the team’s work and the team would have the contention of giving appropriate value. In summary, the incorporation of the rapid-results initiative in a project is effective and recommended. References Arnstein, D. (n.d.). Gaining Visibility and Commitment on Technology Projects. Retrieved from http://ubonline.ballarat.edu.au/mod/resource/view.php?id=175142 Kerzner, H. (2009). Project Management A Systems Approach to Planning, Scheduling and Controlling (10th Ed) New Jersey, United States of America: PMI Larson, E. & Larson, R. (n.d.). How to create a project plan in six easy steps. Retrieved from http://ubonline.ballarat.edu.au/mod/resource/view.php?id=175141 Matta, N. F and Ashkens, R. N. (2003, September). Why Good Projects Fail Anyway. Retrieved from http://hbr.org/2003/09/why-good-projects-fail-anyway/ar/1 McComb, S., Schroeder, A., Kennedy, D., & Vozdolska, R. (2012). The five Ws of team communication. Industrial Management, 54(5), 10-13. Mwangi, T. (2012, June 9). Many Kenyans unaware of being HIV positive. Retrieved September 15, 2012, from http://reliefweb.int/report/kenya/many-kenyans-unaware-being-hiv positive Sylvester, O. (n.d.). Institutionalization of Results Based Management in Kenya Public Service. Retrieved from http://www.capam.org/_documents/rapidresultsapproach.kenya.pdf United States of America. Rapid Results Institute (2011) [Magic of Rapid Results]. Retrieved September, 15, 2012, from http://www.rapidresults.org/magic/magic.php?top=366 Read More