Project Management Factors That Contribute to the Successful Delivery of Projects - Term Paper Example

Report on “The Project Management factors that contribute to the successful delivery of projects” This report discusses about the Project Management factors that contribute to the successful delivery of the projects. The areas that are covered in the project management included in this paper are Team Building, Stakeholder Analysis and Managing Change. In the team building, the members are technologically advanced to complete the tasks in the project. Five stages of team building process are discussed. Its advantages and disadvantages are mentioned. A Stakeholder analysis is performed as part of the project development in order to identify and determine which stake holders should be involved in the project and therefore is a crucial factor in project management. Identifying, prioritizing and understanding the key stakeholders are the important elements in Stakeholder analysis. At last, Change has to be managed properly. When it is not managed properly it results in frustration and confusion by those people who are not in the process but are affected by the change. Table of Contents Report on 1 “The Project Management factors that contribute to the successful delivery of projects” 1 1.0 Introduction 4 2.0 Team Building 5 Storming 5 Norming 6 Performing 6 Adjourning 6 3.0 Advantages and Disadvantages of Teamwork 7 4.0 Stakeholder Analysis 8 4.1 Steps of Stake Holder Analysis 9 Identifying the Stakeholders 9 Prioritizing the Stakeholders 9 Understanding the key Stakeholders 10 4.2Advantages and Disadvantages of Stakeholder analysis 11 5.0 Managing Change 11 5.1 Expecting Resistance to Change 12 5.2 Managing change through motivation 13 5.3 Managing change through Change readiness 13 5.4 Managing change through Flexibility 13 5.5 Advantages and Disadvantages of change 14 6.0 Conclusion 15 References 16 1.0 Introduction 4 2.0 Team Building 5 Forming 5 Storming 5 Norming 6 Performing 6 Adjourning 6 3.0 Advantages and Disadvantages of Teamwork 7 4.0 Stakeholder Analysis 8 4.1 Steps of Stake Holder Analysis 9 Identifying the Stakeholders 9 Prioritizing the Stakeholders 9 Understanding the key Stakeholders 10 4.2 Advantages and Disadvantages of Stakeholder analysis 11 5.0 Managing Change 11 5.1 Expecting Resistance to Change 12 5.2 Managing change through motivation 13 5.3 Managing change through Change readiness 13 5.4 Managing change through Flexibility 13 5.5 Advantages and Disadvantages of change 14 6.0 Conclusion 15 References 16 1.0 Introduction Project management has the processes of planning and organizing the resources of an organization in completion of a particular task or an event in a given time frame. It helps in ensuring all the specified requirements are met, eliminates duplication of work, reduces the tasks that are overlooked at the time of project completion, maximize the resource utilization and ensures the project in mechanism of both terms of project completion time and project cost. The purpose of the project management is to foresee or predict as many uncertainties and problems as possible and to plan and organize and control activities so that project is completed successfully besides all the risks associated with it. Project management has a plan, which is implemented to unite and regulate the actions of the projects. Its objectives are designed to meet he organizational performance and quality, budget and time of completion. Planning of a project, scheduling and controlling are important elements of project management. These are of the tactical importance for the business organization when a project is to be accomplished. The effective project management has many advantages which are essential for successful delivery of projects like successful delivery of the project. Confirmed planning and settlement will enable in achieving the objectives. Risks are identified well in advance and managed properly. For successful outcomes and successful delivery of project there are some important factors that contribute. Besides all the factors Team Building, Stakeholder Analysis and Managing Change are of utmost importance. 2.0 Team Building Team building is an important aspect of project management where high performers with quality work are chosen. “Team building - developing a group of individuals to accomplish the project objective - is an on-going process” (Gido, Clemens, 2009, p. 362). Any project is a cooperative venture between the client/users and the suppliers/developers and it is important that both parties have a clear understanding of what will happen (Cadle & Yeates, 2007). In the project management the job description is also known as Project team or team building. It is essential to describe the roles and responsibilities of the team members while working on a specific project. Steps that are used in describing the roles in a team include defining the real purpose of the role, important and essential responsibilities of the role, define the superior to whom the role is to be reported, detailed organization chart creation, list the skills and experience that is required, defining of relevant qualifications, setting key performance criteria, and describing the salary and the conditions of work. Team building process according to Tuckman and Jensen has five stages as cited in Dinsmore & Cabanis-Brewin (2011, p. 153). They are: Forming In this stage the structure of the team is organized, goals are set, values are clarified and overall mission of the team is developed. Storming This is the second stage in team building process and is less structured then the first stage of forming. The focus in this stage is on both accomplishments of tasks and building of relationships. The emphasis is laid upon cooperating interactions: active listening, assertiveness, conflict management, flexibility, creativity and kaleidoscopic thinking (Dinsmore & Cabanis-Brewin, 2011, p. 153). Norming The team building process in this stage is more relationship based rather than task-oriented. Acknowledgment plays an important role as team members it relies upon communication, feedback, affirmation, playfulness, humour, entrepreneurship and networking to motivate the team members (Dinsmore & Cabanis-Brewin, 2011). Group members achieve the sense of involvement and support. Performing In this stage the team operates on its own. As the team members are self-motivated and self-actualization, management style is neither task oriented nor relationship oriented. Team members are focused upon problem solving, decision making, relying on information and expertise to achieve the goals (Dinsmore & Cabanis-Brewin, 2011). Adjourning According to Dinsmore & Cabanis-Brewin (2011), this stage is wrap-up stage which has low task and high relationship. Management focuses on the evaluation, reviewing and closure. The members in the team continue to be motivated and have feeling of achievement and self-actualization. Effective teams are always proved to be interactive; the team work is dependent on the interpersonal skills of the team members. Working together in a team enhances Personal interaction. There is possibility and scope of interpersonal conflicts arising during communication process. This is an expected part of team underlying forces. Team members should put on appropriate methods of conflict resolution as per the situation. Team members must be effective in inducing one and other for a good and common cause. 3.0 Advantages and Disadvantages of Teamwork Dinsmore & Cabanis-Brewin (2011, p. 152) claimed the benefits of teamwork. It increases the chances of winning, enhances success and improvises the group excel in its work. Teamwork motivates innovation and fosters creativity in finding new solutions to the underlying issues. Decision making about schedule, cost and performance is easy in a team to solve problems. Tensions, conflicts are reduced in a team and encourage group spirit to work for a common cause. Teamwork lightens the work environment to have fun. Teamwork assists large organizations as well as the small departments in its overall performance. Teamwork responds to the challenge of change. Teams drive on prospects to improve enactment and demonstration how they adapt and adjust in order to win. Disadvantages/pitfalls of teamwork as identified by Dinsmore & Cabanis-Brewin (2011, p. 152) include - There is a possibility of synergy being negative when the team doesn’t get its act together. There can be disproportionate independence. Poor teams with inappropriate guidance stroll and start doing their own thing that would controvert overall goals. Much time and determination is needed to create the team spirit among the team members especially when the company culture is not team oriented. There may be an adjournment in decision making process. Accomplishment of a group to make the decision on a consent basis is a time-consuming task. Example: An example of teamwork discussed by Englund and Brucero (2012) is notable. In a bank, the team consisted of functional team leaders who owned the whole project life cycle for every functional area in the bank. Functional leaders looked after talking and meeting with end users, leading his or her software development team, and managing all tests. These leaders were provided training to be prepared for managing and motivating their teams. HP consultants trained them and were supported by an HR project manager. In Project management for successful delivery of projects team building plays an important role, as it shares the essential responsibilities and achieves the goals and objectives in a predefined time frame besides other important factors. 4.0 Stakeholder Analysis Stakeholder analysis is another essential influencing and affecting factor in successful delivery of project. The success of the project is and can only be defined by stakeholders (Frigenti & Comninos, 2002, p. 140). “Stakeholder Analysis is the technique used to identify the key people who have to be won over” (Thompson). Stakeholders have varying degree of influence on the project whether they may be present inside or outside the project team. There must proper balance to the needs and priorities of stakeholders keeping in view of the project requirements, resources, procedures and corporate needs (Ramakrishna, 2010, p. 46). According to Brugha and Varvasovszky (2000), “Stakeholder analysis aims to evaluate and understand stakeholders from the perspective of an organization or to determine their relevance to a project or policy”. While the analysis the position, influence, interest, networks, interrelations and other characteristics of stakeholders with reference to their past, present position and future position are enquired. Example: Brugha and Varvasovszky (2000, p.242) cite that the notable example in health management is the five-year prospective study of medical practice executives, 1994-99 reported by Blair et al.. The study aimed to identify the ‘optimal fit’ for organizations in their dealing with stakeholders; it predicts what the ‘optimal fit’ will be in the future. Utilisation of Stakeholder analysis could be a predictive tool to assessing the outcome at the end of the period. A preliminary analysis is to be done first to get an idea of stakeholder’s views that can be drafted into a format. The important aspects while stakeholder analysis is considered are it should be judiciously updated from time to time to accommodate changes in the project, past experience and familiarity with the behavioural patterns of the stakeholders play a key role in the documentation process (Ramakrishna, 2010, p. 47). 4.1 Steps of Stake Holder Analysis Following are the steps of Stake Holder Analysis as discussed by Thompson, in his online periodical ‘Stakeholder Analysis’ - Identifying the Stakeholders Stakeholders are the people who are interested in the project and have influence on the project. The Stakeholders must be identified at beginning of the project. Correct Stakeholders must be identified as they may be organizations or individual Stakeholders. Prioritizing the Stakeholders After having an idea about the Stakeholders in this step the important and powerful stakeholders are identified, as these may advance or block the project. The stakeholders who have high power and interest in the project are to be prioritized first. Understanding the key Stakeholders Through effective communication, the views and opinions of the key stakeholders can be understood. This gives clear idea of what the stake holders exactly want to achieve through project. By this appropriate strategies and plans can be made and modified to attain successful project. Stake holder’s risks and benefits are considered which results in implementing of the project. With effective communication and relationship building approach the stakeholders can be made to focus upon the project and its success. According to de Vivero & Alba (2007, p. 12), “A stakeholder’s degree of influence translates into the relative power he or she has over the project, as well as the degree to which he or she can help desired changes to be implemented or blocked.” de Vivero & Alba assert that – “In broad terms, a stakeholder’s influence derives from his or her economic, social or political position, or his or her position in the hierarchy.” Sometimes, connections and personal contacts also influence stakeholders. Beside this the other factors that are taken in consideration while analysing stakeholder are expert knowledge, strategic resource control, negotiating capacity and charisma and so on (de Vivero & Alba, 2007, p. 12). “In project planning and implementation, the support or opposition of the parties involved in or affected by the project is an important factor in determining the success or failure” Montgomery &Brinkerhoff (cited in Brugha and Varvasovszky 2000, p.243). “Primary stakeholders include intended project beneficiaries and others who are positively or negatively directly affected by project; while secondary stakeholders are intermediaries who can influence the project outcomes” ODA (cited in Brugha and Varvasovszky 2000, p.243). 4.2 Advantages and Disadvantages of Stakeholder analysis Advantages of Stakeholder analysis according to Karkhanis are it helps in knowing the stakeholder, better relative importance, power and interests, relationships can be managed better, strategies and decisions can be made easily. The most important benefit of Stakeholder analysis is that the acceptance of organization actions is greater by stake holders. Disadvantages of Stakeholder analysis as discussed by Karkhanis are - all the stakeholder interests cannot be met in the same project and time, analysis assessment might be subjective, only important stakeholders will be focused, interests are balanced and submissive based upon the urgency or requirement and it is best done on continuous basis. Stakeholders play a prominent role for the success or failure of a project. The influence, position, power and interest of the stakeholders help delivering of successful projects. With relationships and effective strategies Stakeholders can be manage influenced for positive outcome of the project. 5.0 Managing Change In any organization change is unavoidable and it cannot be managed in a structured form or way. The results of the change are seen by the reaction to various activities external, instead through a planned outcome. Change, when not managed properly, it results in frustration and confusion by those people who are not in the process but are affected by the change. This state of confusion and frustration results in opposing the change and resisting towards it (Cleland & Ireland, 2010) Faucheux (2009) says that “change management can be defined by three main components: adapting to change, handling the change and effectively putting forth that change. All of these components must be dealt with before any change is instituted. If not, you will not be successful”. Change is seemed to be adaptive process in every organizational context. There may be external issues or forces or initiated from internally for a new change. There are various reasons why changes are made in the organizational context. Of them the most important factors for change are External and Internal factors as asserted by Englund & Brucero (2012, chap. 11). External factors are “time compression, competitive offerings, customer requirements, and other obsolete products” Englund & Brucero (2012, chap. 11). Some of the internal factors as mentioned by Englund & Brucero are lack of skills; no consistent methodology across organization; inadequate support; required results are not obtained through training; scope, schedules and budgets of projects are not met. 5.1 Expecting Resistance to Change Example: Brucero (2012, chap. 11) claims that “For instance, I (Bucero) am a family lover and want to be with my family most of the time. However, my professional life as a project manager and as a consultant has changed over the last few years. Business and the economy in Spain went down several years ago, and I had to travel more frequently than usual in order to get business in other countries and make a living. That situation provoked suffering. I felt that I was always working and far away from my family. But the situation was as it was, so I had to be flexible. I adapted to my new way of professional life. I remember my father’s words – “In your professional life, the only inflexible things are stones” – every time I go through changes in the projects I manage. Complete project managers need to be flexible when change is needed.” 5.2 Managing change through motivation When a new change is made and implemented in a project it should be first discussed with project team and others who are directly or indirectly involved in the process. When change has sudden and unnoticed impact it results in opposition and resistance. To avoid resistance towards the change the people working in the project must be motivated in accordance with change. This helps in understanding the consequences and necessity for the change. Beside this there must be an effective strategy in the project plan of the project management which can be used for avoiding and moderating the impact or effect of resistance (Englund & Brucero, 2012, chap. 11) 5.3 Managing change through Change readiness The project management and organizations must be ready to accept the change. This is also known as change readiness. It is the degree to which an individual or organization is ready or prepared to play a positive role in making the change (Englund & Brucero, 2012, chap. 11) 5.4 Managing change through Flexibility Change can be managed through flexibility .while developing a project plan it is necessary to make it flexible in order to incorporate the new changes in the projects accordingly. Careful planning and analysis favours the change occurring with less resistance and less opposition. If the plan does not have any scope of change then it may result in failure of the entire project. Then for such project there is no flexibility to adopt a new change (Englund & Brucero, 2012, chap. 11) Example: Englund & Brucero (2012), discuss the example of managing change. Hewlett-Packard Consulting in Madrid, Spain for a banking company to have a change. “As the project manager, I (Bucero) took on the task, with a team, of making things happen through project management skills and processes.” “The entire organization needed to change to accomplish the project objectives” (Englund & Brucero, 2012, chap. 11). The team was successful because of people’s willingness to learn, ability to motivate the project team, and refusal to give up in the face of extremely difficult situations (Englund & Brucero, 2012, chap. 11) 5.5 Advantages and Disadvantages of change Misty Faucheux (2009) in his online article ‘Defining Change Management’ discussed about the effects change could bring about in the organization. The advantages and disadvantages of change management according to Faucheux are it helps in gaining competitive advantage, exploiting and use new techniques, technology and processes, developing and acquiring new skills for the people, and developing high quality and standard in replicable products or services. It is fast and has great impact Disadvantages of change as mentioned by Faucheux in his online periodical are - resistance and opposition from the employees or team members, change might result in failure of the entire project. More time may be consumed with an increase in cost. There would be negative impact by creating confusion and frustration when it is not implemented in a format. Change should be managed keeping in view of the possible benefits and pitfalls in managing change. Measures are to be taken to limit the disadvantages that affect the organization extremely and which has unexpected outcomes. 6.0 Conclusion The report has focused on Project Management. Some of the crucial factors that lead to the success of the organization through project management techniques are discussed. Team Building, Stakeholder analysis and managing change are the key factors that contribute to the successful completion of an entire project. References Brugha, R & Varvasovszky, Z 2000, ‘Stakeholder analysis: a review’, Health Policy and Planning, Oxford University Press 2000, vol. 15, no. 3, pp. 239-246. Cadle, J & Yeates, D 2007, Project Management for Information Systems, Prentice Hall, New Jersey. Cleland, DI & Ireland, LR 2010, ‘Managing Change by Project Management’ in J Bass & SM Smith (eds), Project Manager’s Portable Handbook, Safari: Books Online, US, viewed 26 February 2013, http://my.safaribooksonline.com/book/project-management/9780071741057/alternative-project-applications/ch03lev1sec6#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODAwNzE3NDEwNTclMkZjaDAzbGV2MXNlYzYmcXVlcnk9 de Vivero, JLS & Alba, IM 2007, An exercise in Stakeholder Analysis for a hypothetical offshore wind farm in the Gulf of Cadix, Department of Human Geography, University of Seville, viewed 26 February 2013, http://spicosa-inline.databases.eucc-d.de/files/documents/00000908_Stakeholder%20Exercise_28%20ene%2008.pdf Dinsmore, PC & Cabanis-Brewin, J 2011, The AMA Handbook of Project Management, Amacom Books: a division of the American Management Association, New York, viewed 26 February 2013, http://books.google.co.in/books?id=xCj6Md3eVsYC&pg=PT174&dq=team+building+in+project+management Englund, RL & Bucero, A 2012, The Complete Project Manager: Integrating People, Organizational, and Technical Skills, Management ConceptsPress, Tysons Corner, VA, viewed 26 February 2013, http://books.google.co.in/books?id=m73xv9Yj1OkC&pg=PT323&dq=managing+change Fauheux, M 2009, Defining Change Management, Bright Hub PM: Project Management, New York, viewed 26 February 2013, http://www.brighthubpm.com/change-management/17007-defining-change-management/ Frigenti, E & Comnios, D 2002, The practice of Project Management: a strategic guide to the business-focused approach, Enzo Frigenti and Dennis Comninos, London, UK. Gido, J & Clements, JP 2009, Successful Project Management, South Western Cengage Learning, USA, viewed 26 February 2013, http://books.google.co.in/books?id=JI6TgSfuCwIC&pg=PA364&dq=team+building+in+project+management&hl=en&sa=X&ei=53srUeG Karkhanis, S n.d., Advantages and Disadvantages of Stakeholder Analysis, Santosh Karkhanis: The Business Transformation Guru, India, viewed 26 February 2013, http://www.karkhanisgroup.com/consulting/management/project-management/stakeholder-management/163-advantages-and-disadvantages-of-stakeholder-analysis.html Ramakrishna, K 2010, Essentials of Project Management, PHI learning Private Limited, New Delhi, viewed 26 February 2013, http://books.google.co.in/books?id=kudgHmIP_YQC&pg=PA46&dq=stakeholder+analysis+in+project+management Thompson, R 2013, Stakeholder Analysis: Winning Support for Your Projects, Mind Tools: Essential skills for an excellent career, UK, viewed 26 February 2013, http://www.mindtools.com/pages/article/newPPM_07.htm Read More