Managing Creative Projects - Literature review Example

Number and Number Managing Creative Projects Chapter I – The New Business Environment and the Need for a New Project Management Aside from discussing the limitations of using traditional approaches to project management, this chapter introduced the need for project managers to embrace a new project management technique and change the significant traits of a modern project manager in order to increase the success rate of a project. Although the concept of traditional approach to project management (initiation stage, project planning and design stage, project execution and construction stage, project monitoring and controlling systems, and project completion) is still important, the use of pure traditional approach is not sufficient in terms of increasing the success rate of a project. To cover-up the limitations of the traditional approach, there is a need to incorporate new techniques such as estimating realistic costs, schedules, and specifications to ensure the success of a project, etc. Chapter II – Managing Complexity: Techniques for Fashioning Order out of Chaos To be able to effectively manage a project, managers are expected to effectively solve problems related to disorder and internal miscommunication. To enable project managers effectively solve and manage work complexity, this chapter discussed some of the recommended techniques used in managing project complexity. As part of managing complexity, this chapter highlights the importance of creating “meta-DSS” to support project managers’ decision-making when solving problems related to over-time management, cost management, HR management, risk and quality management, procurement management, communication management, and integration management among others (Frame, pp. 27 – 28). Chapter III – Engaging Change: Knowing When to Embrace, Accept, or Challenge This chapter discussed the possible sources of change and the kind of change management strategies effective in managing internal conflicts which may arise out of resistance from implementing organizational change. For example: Given that implementing the use of new computer software could enhance the ability of the manager to track down the development of a project, implementing the use of new computer software should be accepted and treated as a challenge among the rest of the team members. To do so, project manager should improve his leadership and communication skills in order to persuade the team members to support the proposed change. Chapter IV – Managing Risk: Identifying, Analyzing, and Planning Responses After discussing possible sources and negative consequences of risk exposure, this chapter explained the importance of project risk management and trade-off between risk and reward. To enable project manager effectively handle risks, the author advice the need to maintain proper documentation of risks in order to allow project manager develop useful and effective strategies when managing internal or external risks. For example: Given that internal risk arises out of poor workers’ performance related to absences, the project manager should immediately call the attention of the HR manager to help reduce the consequences of unreliable work performance of certain employees (Frame, p. 78). Chapter V – Satisfying Customers: Knowing Who They Are, What They Want, and When They are Right or Wrong To satisfy the customers, this chapter explained the need for project managers to determine who are the customers and how to meet the customers’ expectations by being able to identify and satisfy the individual needs of each customer. To increase the probability that the team members will be able to satisfy the needs of the customers, the project manager should be able to create corporate culture that is focused on satisfying the needs of the customers (Frame, pp. 106 – 107). For example: Project manager who works in a company that develops software should encourage the team members to satisfy the needs of its customers by making them realize the importance of listening to the customers’ special needs in software development. Establishing customer-friendly working atmosphere will help increase the ability of the team to satisfy customers. Chapter VI – Defining Requirements that Bridge the Customer-Developer Gap To narrow down the gap between the customers and developer, this chapter highlighted the importance of strong communication model to avoid project errors caused by internal and external miscommunication. To be able to accurately address the needs of the customers, project manager should be able to determine the physical manifestation of the customers’ needs (Frame, p. 121). For example: For an architect to be able to design a building structure based on the specific needs and wants of his customer, the architect should discuss with the customer the kind of architectural design the customer prefers to have. Based on what the architect and customer has discussed and agreed upon, the chances wherein the architect can avoid designing errors will be minimized. Note: Chapters VII to XVII discussed about the tools used in new project management Chapter VII – Acquiring Political Skills and Building Influence This chapter discussed political struggles within a business organization. To avoid abusing the use of authority within a business organization, this chapter explained how managers should handle his subordinates and deal with other managers. In line with this, strategic ways that will enable project managers effectively deal with work politics was tackled in details. Chapter VIII – Building Teams with Borrowed Resources To increase the work productivity of team members, project managers should be able to identify employees and reward them according to their good working behavior or outstanding work performance. By developing a personal touch when managing the team members, project manager will be able to motivate employees to increase their overall work performances. For example: As part of acknowledging the good behavior of an employee, the project manager could reward him by sincerely praising the person for job well-done. Chapter IX – Selecting Projects that will lead to Success This chapter tackled the importance of benefit-cost ratio in terms of managing and selecting for a project. Basically, the use of benefit-cost ratio will enable the project manager decide whether or not a project proposal is worth accepting or not. Given that the cost of accepting a business project is more than the benefit, it is best for the manager not to accept the project. Chapter X – Estimating Realistic Costs, Schedules, and Specifications to Ensure Project Success To improve the success rate of a project, it is crucial on the part of the project manager to be able to conduct accurate scheduling, estimating the costs of the project, and the search for available resources. In line with this, this chapter discussed how poor costing, scheduling, and resourcing could cause unnecessary project delays. For example: The project manager underestimated the cost of the constructing a building. Given that the client failed to immediately raise sufficient money to continue the project, it is possible that the building will be constructed six months or several years after the target date wherein the building will be ready for occupancy. This chapter also discussed the difference between traditional approaches to cost estimates, bottom-up vs. top-down estimates, life cycle cost estimates, and strategies that will enable the manager solve problems related to poor estimates. Chapter XI – Scheduling Projects w/ New Tools: The Time-Boxed and Critical Chain Scheduling Techniques Based on priorities in project development, this chapter suggests the need to make use of either time-boxed or critical chain scheduling techniques to enable the project manager be able to efficiently follow the forecasted schedule. Using software, time-boxing allows the manager to divide the schedule into a period of two to six weeks. By keeping track on short-term goals, the manager can easily attain deliverables based on budget and deadline. On the other hand, the use of critical chain scheduling technique relies more on properly managing the available resources which are necessary for the execution of the project. Chapter XII – Outsourcing to Control Costs, Focus on Core Work, and Expand Resources To be able to compete in the global market, managers are expected to cut-down the cost of raw materials either by subcontracting a particular product or services or implementing a strict bidding process for the project. By doing so, the company will be able to cut-down the company’s fixed operational costs without causing any delay in the progress of the project. For example: A construction company requires strong metals to be used in strengthening the foundation of a building. To be able to cut down on costs, the project manager can invite manufacturers of metal to bid for the order. By doing so, manager will be able to purchase good quality metal at a much lesser costs. Chapter XIII – Integrating Cost and Schedule Control to Measure Work Performance Through the use of simple graphical presentation such as the 50-50 rule for measuring work performance, the author emphasizes the need to simultaneously review the control over cost and scheduling. In general, the inability of the manager to meet the project deadline can be costly on the part of the business since the company will have to pay the fixed operational costs such as the salary of employees with or without meeting the project deadline. By integrating the cost and schedule control, the manager can calculate potential savings and possible business opportunity loss using the earned-value cost-accounting technique. Chapter XIV – Evaluating Projects to Maintain Goals, Strengthen Accountability, and Achieve Objectives In order to meet the project goals and objectives, it is necessary for the manager to strengthen accountability. Although outsourcing some materials or portion of the project can save the company some money, this option can also result to project failure. Therefore, project manager should be made responsible in strengthening the company rules behind accountability. For example: Before hiring subcontractors to do the electrical works in a building construction, it is necessary for the project manager to make it clear with the subcontractors about the company rules behind accountability. In line with this, the project manager can evaluate the work performance of the subcontractor using performance metrics which will be discussed in Chapter V. Chapter XV – Understanding and Using Performance Metrics: Measuring the Right Stuff Aside from discussing the importance of using Performance metrics, this chapter explained the nature of this particular measurement. Basically, Performance metrics is a tool used in measuring the project’s specific activities which supports the customers, shareholders, and employees’ needs. In line with this, performance metrics measures the project performance based on time, costs, gathering of available resources, scope of project, quality of products and services, and actions taken to accomplish the project goals and objectives. Chapter XVI – Establishing and Maintaining a Project Support Office to Strengthen Project Management Capabilities Project Support Office is commonly used to enable project managers be able to deliver the project on time. It also enables the manager to closely monitor the cost and quality of the project. As part of discussing strategic ways on how to strengthen the project management capabilities of a business organization, this chapter highlighted the importance of using a project support office. Aside from tackling issues regarding how project management will evolve several years from now, this chapter also discussed about the significant changes in the professional role of project managers. Chapter XVII By removing unnecessary administrative burden out of the responsibility of the project managers, the last chapter of this book reviewed how development and maintenance of project support office will enable the project manager improve the success rate of the project. *** End *** References Frame, Davidson J. The New Project Management: Tools for an Age of Rapid Change, Complexity, and Other Business Realities, 2nd Edition. Jossey-Bass - A Wiley Company, 2002. Total Number of Words: 1,852 Read More