Performance of Project Management - Coursework Example

Introduction Performance of project management teams is key to ensuring that the project meet its objectives of time and quality. The project manager need to make sure that the team’s performance is at its best by applying the necessary characteristic. To my opinion, motivation is the best method to apply since it inspires and encourages individuals who make up the teams (Bernhard & Jonathan, 2008). This paper aims at discussing the use of motivation in driving the high performance of project teams. Motivation is defined involves empowering people in their objectives of achieving high levels of performance. It also helps in overcoming any hindrances to change that may befall an individual in the project management line and the project team at large. The project manager should identify what motivates the teams through the individual team members. There are a number of theories that have been put forward to explain motivation. They theories help the managers to identify some of the things that can motivate a person. Maslow’s Hierarchy of Needs theory suggests that a person will be motivated by having a sense of job security, having friendly co-workers, being given responsibility for higher status and having creative as well as challenging tasks (Bernhard & Jonathan, 2008). Alderfer’s ERG theory also gives the same things that should be done for motivation. When the manager applies these, the employees will be motivated and the project team in general will be motivated. For example, if the workers are certain that their job positions are stable and there is no possibility of being laid off, they feel motivated and work to achieve the best so that their company gets a better reputation. Another theory is the Herzberg’s two-factor theory which identifies two major factors that affect motivation of workers; hygiene and satisfiers. According to the theory, hygiene factors like salary do not have any effect in motivating workers. Satisfiers like responsibility, opportunities for growth and recognition are the things that make the employee feel motivated. The project manager should ensure that the satisfiers are applied to the teams to improve their performance. For instance, if good work that a team has done is recognized by the management no matter the level of progress, the team will feel motivated and try to do even better (Tonya, 2007). This improves the performance of the team towards completion and meeting the project variables. Another theory that provides the motivation variables is the McCelland’s acquired need’s theory which indicates that individuals are different in nature and they prioritize their motivational factors differently. It identifies three needs that should be met to ensure motivation; achievement, power and affiliation. The project manager should ensure that the project teams have the drive to excel by setting achievable goals for them (Tonya, 2007). The manager should also ensure that the project teams are always formed and are strong since some people will be motivated by having a sense of affiliation. By so doing, the project teams will be highly motivated and will deliver the best (Bernhard & Jonathan, 2008).. Conclusion Thus knowing what motivates the individuals is critical to motivating the project management teams. The manager should therefore make all the efforts to identify the motivators in all project teams. The study had an objective of discussing motivation as the best way to ensure peak performance of the project teams. Using relevant motivational theories, the study has identified some motivators that the project manager can apply to motivate the teams. Setting attainable goals with clearly defined expectations, assuring job security and inscribing a sense of affiliation through project teams have been identified as motivators. Therefore, with motivation, the peak performance of project teams is assured. Part two Discuss three issues that can deter high performance when outsourcing a project. Outsourcing of business activities occurs when an organization assigns a supplier the task that was it was supposed to undertake. It is aimed at reducing cost and getting high quality work done. However, it is not always the case that the outsourcing company gets the desired results (Michael, 2009). This study discusses the three issues that can make the outsourcing company fail to realize high performance and goes on to suggest what needs to be done in an attempt to reduce the effects of such problems. Lack of mutual commitment by both teams The first most issue is when the outsourcing company and the other company that has been given the task fails to be committed to the task. This problem usually happens when the two companies fail to have a detailed conversation after the task has been assigned. Lack of commitment means that the companies will not be interested in the quality of the job that is expected to be done (Michael, 2009). Any issue that may arise in the process of carrying out the task will be dealt with in the way that the assigned company would feel as being applicable. The company will chose a course that is not costly regardless of the quality of the task in its attempt to minimize cost. The outsourcing company will only come to know about an error that came on the way after the task has been completed. Lack of commitment by both companies negatively affects the high performance by the assigned company (Michael, 2009). Regular quality reviews Another issues of concern involves regular quality reviews and reporting. If the outsourcing company leaves the job to be done without checking regularly whether it meets the standards the quality of the job can be poor. For example, if a company outsources a certain project to another company and assumes that the other company will perform as expected or even above expectations it may fail in its assumption since the other company has its weaknesses (Tonya, 2007). High performance of outsourced task will be ensured by regular quality checking. Poor supplier evaluation Selection of the supplier need to be critical since a poor supplier will have poor performance. The outsourcing company will not be assured of high performance in the task if the selection is not done in the best way (Michael, 2009). This is because there must be a perfect match between the task requirements and the supplier’s capability. Solutions to the issues The issue of lack of mutual commitment can be solved by making sure that upon selection of the company to be assigned the task, the two companies should sit down and define the all what is required (Michael, 2009). There should also be an assurance that the outsourcing company will provide anything that it should to ensure high performance of the project. The two teams must move together throughout the project cycle. For the problem of poor regular quality checks, the outsourcing company should make it a requirement that the supplier should be reporting regularly to then on the projects progress. Lastly, the selection of the supplier should be critical to ensure that the supplier has all the capability to carry out the task. Conclusion Outsourcing a project is a sensitive idea despite being a way to minimize cost. This involvement of third party to carry out a task may end up being costly. This study has reviewed three issues that can deter high performance in project outsourcing which include lack of commitment by the two companies, poor supplier selection and lack of regular quality reviews. The study has provided solutions to prevent these issues. References Bernhard, S., & Jonathan, A., (2008). Motivation in Project Management: The Project Manager’s Perspective. Project Management Journal, Vol. 39, No. 2, 60–71. Tonya, M. (2007). Motivation: How to Increase Project Team Performance. Project Management Journal, Vol. 38, No. 4, 60–69. Michael, B., (2009). A Manager's Guide to Project Management: Learn How to Apply Best Practices. FT Press. New York. Read More