What Are Main Areas That a Project Manager Has to Consider to Implement a Project in the Digital Age - Literature review Example

What are the main areas that a project manager has to consider to implement a project in the digital age? Introduction Primarily, a project is a temporary group of activities required to produce a specific product, service or outcome. This implies that a project is not a routine operation but designed to meet particular needs and demands at the time of establishment. The project team therefore may comprise of people from varied organizations and departments who do not often work together (Barnes 2008). Therefore, project management becomes the application of knowledge, skills and techniques to execute projects effectively and efficiently; it is often a strategic competency used by organizations that enables the tying of project results to the business goals and objective (Grood 2008). Consequently, project implementation is the process through which the set project objectives and goals are applied to achieve the intended outcome. According to Charvat (2003), project implementation is the process where project inputs get converted into project outputs. It is the process of putting into action the activities of the project, proposed project documents and management of the project or executing the project intentions often done by the implementing agency or the organization that prepares the project and receives funding for the project. This essay explores the project implementation in the digital age concentrating on the factors that should be put in to consideration. The key points critically analysed are the agile project and agile methods and various considerations such as economic, political and technical needs. Agile project and agile methods An agile project management process is an alternative to the traditional project management tools especially in software development; the key use is helping businesses respond to the unpredictable issues that arise in the course of business activities (Fitzgerald & Wynn, 2004). One method used in agile management is the SCRUM method which is popular in the creation of agility because of its features such as simplicity and flexibility (Luo 2010). This method emphasizes on the empirical feedback, team self management and striving to build properly tested products within short iterations where there are only three key roles which comprise of product owner; team and scrum master (Howard, 2010). The traditional project manager roles are equitably spread to these three posts when implementing a project based on scrum method. This implies that there is no need for a project manager when using agile methodology because his roles are equally spread across the three key positions outlined in the method. According to Cervone (2011), using agile project management using the Scrum methodology allows project teams to manage digital library projects effectively especially through decreasing the amount of overheads dedicated to the management of the project. The iterative process of continuous review and short design time frames allows the team to adopt projects to rapidly evolving environments. This he further explores on a 2012 research in which he explores a library digital project. Here he realizes that many approaches are useful in creating a digital library but there are those basic to establishing a digital library project plan. They comprise of “Purpose, goals, and objective, Scope and risk assessment, Project products and deliverables, assumptions and constraints that will affect the project and project methodology as well as management” (Cervone 2012). Agile has his origin on the works of Dr. Winston Royce after presenting a paper on managing the development of large software systems in the 1970 which criticized the sequential phases of project development and asserted that a project should be developed differently and not like automobiles in the assembly line. Normally, the automobiles are developed in sequential phases in which every phase needs to be completed in order for the next phase to start (Greene & Stellman 2013). A phase based method leads to lack of communication between specialized groups completing each phase at work where the developers first gather the entire project requirements complete all the architecture design and write all the codes and the sequence continues. The project is likely to take a longer time than desired in the project plan when the phase method is implemented. The agile development methodology is crucial because it provides opportunities to assess the direction of a project in the project development cycle through the regular cadences of work referred as sprints or iterations and in the end the project team produces a potentially shippable product increment (Hersen 2006). Under the agile methodology, every aspect of project development is continually re-evaluated in the project cycle to allow for the room to steer the project to a different direction when it is necessary and hence preventing possible delays in the implementation process (Dillingham 2001).. In addition, it helps the project managers save on time and cost (Leybourne 2009). In other words, agile project management keeps a constant supervision on all the activities taking place in the project cycle and any short coming is identified in good time and the proper corrections made. The methodology is effective in small teams of 4-8 people for it to produce favourable results in a dynamic environment. However, efficient management can use the method on large teams and on several projects in parallel. For example, Blockbuster online managed to utilize the method in its project back in 2004; the organization was one of the fastest growing in terms of visitors and in 2005 they were the fastest growing top 500 e-tailor terms of revenue. The challenges experienced by the groups involved the daily challenge of responding to new features requests and the existing applications. However, the use of hybrid agile concepts including time-boxed development, project team room and daily meetings was put into use to make the process easy (Keith n.d.). In addition, the structure of the project workbook to track and report on the projects facilitated its success. The team and the approaches were continuously adjusted throughout the project growth according to the lessons in the iterations. Agile management by its nature requires high technology because of its approach towards management (Goodpasture 2010). For example, the fact that it calls for distribution of the project managers tasks towards the three principle positions, there is a need for the involved parties to maintain good communication. Therefore, they would require the modern communication strategies such as internet, mobile phones and many others. This ensures that they efficiently share data among themselves which is vital in project decision making process. In addition, the present digital era embraces technology as the key communication strategy and hence the project documentation is necessitated by the technological methods. In this case, a project implementation process in the contemporary society requires the use of technology in all aspects (Leybourne 2009), for the purpose of communication and the delivery of relevant information and data to the project stakeholders. In the event that the agile implementation process and methods are not effectively implemented with sufficient technology, then the project is bound to face fall backs in terms of delivery time and costs. This is because the modern technology allows for efficient and effective communication with the project team and stakeholders. As a result, the necessary aspects and tools are put in place in good time and hence limited delays and costs in the project implementation process. Form the discussion; it is evident that agile project management does not follow the traditional project implementation procedures that called for the use of one key project manager, (Kerzner 2009). In this case, the three parties hold the highest posts and hence share the project implementation responsibility. This primarily shows that the project risk is spread among the three responsible parties and especially in ensuring that the project is implemented as budgeted. Considerations in Project Planning and Management Proposal writing on implementation of various projects will required the consideration of various decisions and strategies prevailing in the environment of operation. These considerations will fall under the technological, political and socio-economic surroundings of the scope. The success of such a project will need critical evaluation of resources and technology suiting the execution process of project activities. All these considerations are essential for the successful implementation of a project as the project manager is often called upon to make pragmatic decisions, (Havranek, 1999). This can come in the form of acceptable technologies that may be based on the financial situation of the customer being served. The figure below shows a possible balancing consideration in project planning Political considerations in project implementation Most experienced managers will point out that it is often through the effective use of organisation politics that they are successfully able to complete their projects. There goes an argument that without an understanding of the role that politics play in project implementation, the likelihood of managing a successful project is greatly diminished. This organisational politics can be understood as the ability to get people with different interests and views to work together to see through the implementation of a project. A group of individuals may see politics as something unpleasant that should be avoided at all costs. This rather negative and naïve view can be detrimental to project planning as it does not acknowledge the environment within a project exits, nor does it seek effective ways of dealing with the political climate. The opposite behaviour is taken by individuals who believe that politics and aggressive manipulation are the means to reach their desired goals. The distinguishing characteristic about this group is that their loyalty seems entirely towards their personal perspectives – whether or not these objectives will benefit the project, the company or the society at large. Few people fall under this group category where the extremist positions above underscore the need for project managers who are politically sensible. On the other hand, the politically sensible approach means that the managers must attempt to execute a project with a pragmatic understanding of how decisions are made – negotiations and bargaining approach. These managers will have a full understanding of the political arena in which such a proposed project is supposed to run and hence incorporate strategies to make the project successful. Political stakeholders will have objectives and to gain their trust, they will need to align the project objectives to get their support. This is a rather rational approach for project management and a sensible example would be overdesigning a system for a client who is unwilling to pay for a pilot test that would allow for a more efficient design. Power Considerations According to Dinsmore, (1993), all projects involve change, hence the project managers need to be in a position of power to effect such change in the organisation processes as well as the society they are operating in. To be ignorant about leading change can be costly to both the organisation and the individual as instead of lamenting about a failed project, programme or initiative; it is possible to learn a proven approach to power, politics and changes that optimizes project success. Sooner or later all project managers and professionals find a leadership role in the implementation process and success comes to those who define a plan to be successful. A common theme for success or failure of an organisational initiative is the ability to generate a guilding coalition comprising a binding of sponsors and influential people who support the change as this will be the source of power. This support will present a powerful force towards the goal as gaining support means the difference between pushing on and modifying the approach. Organisations attempting projects across functional, businesses and geographies encounter complexities threatening their success; a common response is to set up control systems that inhibit the results intended; this happens when there is an obstruction to information flow that impose unnecessary constraints, (Jugdev, Kam, n.d.). The challenge that comes with power is to create an environment such that when people operate they have a win-win attitude. This means that the environment should be democratic enough and all the actions out in the open. People demonstratively work hard towards a common goal and outcomes are desirable or at least acceptable to all the parties involved, (Meredith, & Mantel, 2012). Cultural considerations The ideal purpose of change in the management of a project is to create a superior culture based upon the nature of the business, the amount of trust and cooperation and the competitiveness of the environment. There are various types of cultures that can be incorporated in project management in the form of cooperative, competitive, isolated as well as fragmented cultures. Cooperative cultures would mean trust and effective communications both internally and externally will be adhered to whereas competitive culture would force teams to compete with each other for valuable corporate resources, (Kerzner, 2001). The isolated cultures occur when a large organisation allows functional units to develop their own project management cultures and can result in a culture within a culture environment. Fragmented cultures will be evident on multinational projects when teams are geographically separated from the rest of the team, where the home office may have a strong culture but the foreign team has no suitable project management culture, (Kerzner, & Kerzner, Harold, 1989). The critical facets of a good vulture are teamwork, trust and cooperation where for team work to be effective and successful, the key values would be cooperation and communication. Such a culture would call for employees and managers sharing ideas with each other and establishing high creativity and innovation levels as well as trusting each other and demonstrating loyalty to each other and the organisation, (Kerzner, 2013) Conclusion Having understood the reasons behind a particular project and the goals and objectives that such a project should meet, the necessary resources should be allocated according to the various needs. The resources available will come in the form of manpower, technology as well as financial resources dedicated for the project. Project managers agree that the appropriate technology in this era is one of the fundamental aspects for the success of any undertaking. Technology is important for the aspects of communication as well as research and record keeping. These among others are some of the most important aspects that enable effective decision making in the project implementation stage. Not just any technology will be applicable to all the projects due to the various dynamics and needs needing satisfaction. As there are various ways to kill a rat, and so there are various means and ways to meet project goals and objectives but incorporation of the appropriate technology will ease work and speed up the rate of implementation. This will be essential in saving time and other resources that can otherwise be dedicated to other needs. Agile management of a project will call for the need of advanced technology in making communication between the parties possible to ensure efficiency. Societal involvement will play a big role in the acceptability of the undertaking and avoid conflicts such as scramble for resources and cultural conflicts. On the other hand, getting the right manpower and adhering to the government policies and regulations will ensure a smooth flow of a project. The economic and political stakeholders will be essential in making the deliverables ogre well with the target group at large. This paper has thus looked into some of the essential considerations and approaches that will be essential in the success of a project in the digital era. References Barnes, D. 2008. Operations management. Thomson, London. Cervone, H. F. 2011. “Understanding agile project management methods using Scrum.” OCLC Systems & Services, Vol 27, no.1, pp.18 - 22. Cervone, H. F. 2012.” Understanding the elements of a digital library project plan: part 1.” OCLC Systems & Services, Vol 28, no. 2, pp. 75 - 78. Charvat, J. 2003. Project management methodologies: Selecting, implementing, and supporting methodologies, and processes for projects, Wiley, NY. Dillingham, G. L. 2001. Aviation rulemaking, The Office, Washington, D.C. 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