Project Management Goals - Assignment Example

Essay Student name Name of lecture Unit name Date 1. Who is a project manager? A Project Manager is an expert in the field of Management who has the obligation to planning, acquirement and execution of a task, in any engineering oriented project (Newton 2005). The project manager is the person who will usually solves problems arising from departments under them before they are huge enough to be solved by top level managers. Management of any project is the obligation of a project manager. This individual rarely takes part in the direct exercises that deliver the results, but instead endeavors to keep up with the progress, mutual communication and undertakings of different groups in a manner that decreases the danger of loss, maximizes benefits, and minimizes costs (Newton 2005). 2. Functions/ responsibilities of a project manager The project manager is the individual who exercises the overall responsibility regarding the effective start, planning, outlining, execution, evaluation, controlling and conclusion of a task (Alexander, 2012). Development, petrochemical, information technology as well as building and a wide range of businesses that engage in production of goods and services use this type of title when describing their leader (Alexander, 2012). The project manager must have a mix of aptitudes including a capacity to ask very necessary questions, distinguish implicit propositions and the settling of disputes, and additionally more broad administration issues (Alexander, 2012). Key among the major responsibilities of the project manager is the acknowledgment that there are risks that exist in project management that specifically affects the probability of progress and that these risks must be both formally and casually measured all through the lifetime of the project (Alexander, 2012). The risks that a project faces arise from uncertainties and a successful project manager is the person who concentrates on this as their essential concern. The greater parts of the issues that affect an undertaking result in one way or another for these risks. An excellent project manager therefore must identify and decrease the chances off occurrences of these risks altogether, regularly by sticking to a plan of open correspondence, guaranteeing each member of the team has an equal chance of expressing their sentiments and concerns (Milošević & Milosevic, 2003) The project manager is that individual who is tasked with the responsibility of making decisions that impact on the results of the venture whether huge or small. The manager ought to ensure they control risks and minimize vulnerability that the project is exposed to. Each choice the project manager makes must directly and positively impact on the project (Miloševic & Milosevic, 2003). The project managers have the privilege of making use of project management tools and software that include Microsoft project, to put in place their tasks, tools and the workforce responsible for running the project. These software enable the project manager to come up with reports and schedules in a matter of minutes (Reich & Sauer, 2010). Planning is another crucial responsibility of the project manager. Planning entails what needs to be done, at what time the task is to be performed and most importantly whose going to do the task (Reich & Sauer, 2010). It is important to note that planning is an interactive and continuous process that needs constant updating by the project manager. The steps involved in planning by the project manager include: clarifying the scope of the project, developing the project’s plan of action, developing a schedule of events for the project as well as coming up with policies and procedures that are geared towards supporting the attainment of the goals of the project (Reich & Sauer, 2010). The other responsibility of the project manager is the organizing function. Organizing is about setting of the structures for the project’s team. A major catalyst regarding the structure is the existing structure of the company. When setting up the structure for their projects, then the project manager should have the structure of the company in mind (Harold, 2009). The project manager assumes the leadership role of the project. Leading means influencing the action of other to carry out the plan of the project in such a manner as the achievement of the objectives of the project are met (Harold, 2009). The leadership role can be a daunting task especially for first time project managers because it involves skills such as clear communication, motivation of the project teams as well resolving conflicts that could arise. The other major role of the project manager is controlling, which involves keeping the project on the right track. The project manager performs the control measure using three steps which include; measuring the project process, evaluating to determine the cause of deviations and thirdly taking corrective measures to avoid too many deviations (Bjarne, 2007) 3. Important roles of a project manager The manager of a project has a very important role on the project and is bestowed with an overall responsibility to make successful. The position of a project manager comes with it responsibilities, accountability, ownership and authority, because of the importance of their role, the project manager is important in keeping a carefully selected, well trained and nurtured staff in order to give them an opportunity to be successful in achieving the organizational goals (Newton 2005). The project manager has full responsibility and accountability in the outcome of the project and is the bond that brings together all the teams together. He or she leads the way with passion as if the project is their own business. He also defines the roles and responsibilities of each member of the team undertaking the project (Newton 2005). They are ultimately tasked with making sure that the members get to understand what they need to do and what to expect. The project manager also promotes the involvement of the clients through making sure that theory takes into consideration the views of the client to make sure that the output is proportional to the needs and the specification of the client. He or she acts as mentor for the people that he or she leads in the undertaking of the project (Harvard Business Review 2013). The project manager doesn’t have to be smarter and knowledgeable person about the project for them to be the project manager. They however need to have the knowledge; skills and experiences to be able to identify instances where and when issues arise or potential uncertainties are likely to occur. They should be able to solve those problems, by assembling the right team that has knowledge of the project to solve the problem (Newton 2005). The organizational structure Organizational structure refers to the typical hierarchal arrangement and lines of authorities, communication channels, the rights and duties of each level of the organization. Organization’s structure is important in determining how roles, powers and the responsibilities are shared out, coordinated and controlled and the flow of information at the different levels of management (Newton, 2005). The organizational structure goes hand in hand with project management. Organizations have three main structures Functional structures The structure is set up so that every part of the organization is gathered by similarity of functions. In this sort of association, for instance, there might be a sales division, production department as well as the marketing department (Reich & Sauer, 2010). The useful structure works exceptionally well for little organizations in which every division can depend on the ability and information of its specialists and bolster itself. In any case, one of the downsides to a utilitarian structure is that the coordination and correspondence between offices can be confined by the hierarchical limits of having the different offices working independently (Morgan, 2015). Divisional Structure Divisional structure is ordinarily utilized as part of a bigger organization that work in a wide geographic range or that have separate but smaller organizations inside the umbrella group to cover distinctive sorts of items or business sectors (Morgan, 2015). For instance, the now-outdated Tecumseh Products Company was structured divisionally - with a little motor division, a compressor division, an engine division and divisions for each geographic area to handle particular needs. The advantage of this structure is that necessities can be met all the more quickly and more particularly; nonetheless, communication is restrained in light of the fact that representatives in various divisions are not cooperating due to poor communication. Divisional structure is considered to be too expensive due to its size and extension. Smaller size organizations can make use of divisional structure on a small scale, having distinctive workplaces in various parts of the city, for instance, or allocating diverse sales groups to handle diverse geographic ranges (Morgan, 2015). Matrix structure The third primary kind of hierarchical structure, called the matrix structure, is a mix of divisional and functional structure (Reich & Sauer, 2010). Ordinarily utilized as a part of huge multinational organizations, the structure takes into consideration the advantages of functional and divisional structures to function in a single organization. This can bring about power struggles in light of the fact that most divisions of the organization will have a double administration - a functional administrator and divisional head working at the same level and covering a portion of the same administrative domain. This kind of structure is common in projects undertaken by Non-Governmental organizations (Morgan, 2015). 4. Cultural implications a faced by a project manager For the project manager, working with internal and external clients on a project, it is very essential that he or she pays attention the history, the relationships, the context and the culture of the corporation. It refers to the values, beliefs and attitudes that the members of an organization share and the practices that are consistent with them. More often or not, projects, like organizations have some specific culture, norms and social ties. The project manager has to be conscious of the culture of the project as well as the implications it has on his or her leadership (Davidson Frame 2014) Today’s diversity of organizations and projects comprise of individuals who have varying worldview. Worldview is a mirror through which individuals see the world. It is a conviction framework about the nature of the universe, its apparent impact on human conduct, and one's place in the universe (Reich & Sauer, 2010). Worldview is a basic set of assumptions clarifying social strengths, the nature of mankind, the nature of good and underhandedness, luck, destiny, spirits, the role of time, and the nature of our resources (Russell, 2011). In the event that, for instance, a Canadian supervisor is sent to India to deal with a research and development group or a joint venture, they will need to cope up with cultural shocks or the physiological, mental, and social response a new assignment. Hanging a shingle in a liquid and socially assorted organization, groups in the project, and work culture, a project manager may discover new working networks and shrouded challenges have significant ramifications for information and performance exchange for their workmates both at the home country and the host country (Lock 2013). Much of the time, there is no essentially viable individual who has knowledge of the culture of the host; location who can take the new member through the cultural issues and how things are done. Truth is told, in the event that this "mediation" isn't available, it is likely to affect the individual's motivation or the desires of the individuals to go on trying break the cultural obstacles. Without a doubt, the project managers are faced with a situation where they need to give assignments to people who have little or no knowledge about the places they are being sent to (Lock 2013). For this reason, there is need for project executing teams are taken through diverse cultures especially those of the countries they will be working from (Jeff, 2011). There are numerous interpersonal and intra-project challenges confronted by a team that has been distributed and is undertaking projects in the different parts of the world (Reich & Sauer, 2010). Individuals and the groups themselves requires critical social backing to reduce uncertainty, struggle, motivational difficulties, culture shock, and the additionally including eco-stun that originates from confronting head-on the new and assorted circumstances consistent with an alternate social and diverse geographical settings (Russell, 2011). The diverse and the internationally distributed team members in terms of ethnic culture, age, Gender and the functional capabilities, working on very complex projects in different time zones, historical differences under tight deadlines have to make available the resources so that from time to time they can meet to one another (Reich & Sauer, 2010). This is especially so when dealing with members of teams from varying cultures, it is important that they meet face to face, learn each other’s identities and preferences in terms of culture, sharing of professional identities as well as learning the verbal and the nonverbal communication (Lock 2013). 5.0 The project manager as a manager and a leader Identify skills/essential requirements for a manager and a leader The project manager can be said to be both a manager as well as leader of the project. As a manager, he or she is involved in the management of resources which includes being in charge of people or systems that is required in the deliverance and to drive them to fulfill the organizational objectives. As a manager, the project manager performs the duties by leveraging on the steps established by the company or the organization to which they belong to (Mascia 2014). The project manager provides the subordinates with instructions without the need to providing the explanation on what they were being asked to do. As a leader, the project manager has to do with his or her ability that could be innate or acquired to influence and to motivate people into doing something. The project manager is expected to practice the act of leading and continue to improve it over the years (Mascia 2014). He or she leads a team of professional in the project and influences them to set their efforts towards achieving organizational goals (Reich & Sauer, 2010). The relation between a manager and the leader as they go hand in hand There is a major difference in the way the two functions of a project manager operate owing to the differences in the approach to achieving organizational objectives. The point of convergent for the two functions however it the end result or the objectives that are being sought after (Mascia 2014). Are leader will use their resources to achieve maximum productivity while a leader will talk their way into motivating the employees and the team members into action in order to achieve organizational greatness. What happens when project managers fail to become leaders? The project manager as a leader has an important task in leading their teams by showing an example. They are supposed to mentor the people they lead. However, when they fail to show leadership and instead display leadership tendencies, then they are likely to lose control of the organization through resistances especially to change and failure to take instructions from supervisors (Mascia 2014). The best way to overcome this is that the project manager should come up with a perfect blend of management and leadership skills that will enable them assert authority and at the same time be a positive influence on their team members (Reich & Sauer, 2010). How does a project leader influence the team and vice versa? Extending and motivating the team The capacity to inspire their colleagues to convey their best work is vital to project administration. The group is the venture's greatest resource and how well you utilize it relies on upon their capacity to take advantage of every individual's qualities and wishes (Mascia 2014). For example, project leader begin to practice their management skills by asking the team members what they like the most and the least about their occupations. At that point, set testing and inspiring objectives for people based on what they want to do, as opposed to what they dislike. The project manager will then provide the team members with everything that they need in order to achieve their objectives as well as those of the organization (Trevor, 2006). 2. Distinguishing new and better methods for working. A key difference between project leaders and supervisors is the capacity to consistently push the limits and aim for courses of action in which the group can enhance and advance. Not only are project managers great at doing away with the traditional way of doing things, they are additionally excellent at including the group in the decision making process (Mascia 2014). For example: Regularly step back and survey—in a joint effort with their team–how you can include more esteem and work more astute. To get their group to venture in and tackle the test, ask questions such as from "what if" inquiries, for example, "Imagine a scenario in which we could do this speedier and less expensive than any other person?" or "Consider the possibility that we could be the best group in the whole industry?" Listen to their thoughts and focus on actualizing the best ones (Trevor, 2006). 3. Understanding the project’s strategies As a leader, they collaborate with the customer and assume joint liability for conveying the project’s definitive objectives and destinations. It's insufficient to leave the business case and key basic leadership to their customer or sponsor. Their work isn't to be a subcontractor, however to be an equal partner in the undertaking (Mascia 2014). For example: the project manager can try to understand the objective of the project by collaborating the views of the clients as well as the other stakeholders of the project in order to document their preferences as far as the desired results are concerned (Mascia 2014). 4. They set aside time for important tasks With a specific end goal to compelling undertaking pioneer, they must be excellent at prioritizing projects and improving their time. The aim is to reliably put the essential matters over the pressing assignments and to diminish multitasking and overcome conflicts with their subordinates For example; a good project manager is one who will set aside say one hour of uninterrupted time to deal with issues that are very critical to the organization. This can be in the morning when their brain is fresh and in such away is able to engage clearly with the employees and the team members to get their views (Trevor, 2006). 5. Overcome their resistance to change. Keeping in mind the need to serve their customers and guarantee that their objectives are accomplished, they need to deal any challenges in the form of resistance to change that may show up, be it from clients, partners or colleagues. The way to doing this is to do away with apprehension, uncertainty and instability from individuals' mentality (Writing, 2016). Example; the project manager will assemble their team and help them see whatever he or she wants them to see in the project. This way, they will have an opportunity to air their grievances as well as their views on how best the task can be completed. In the long run, cohesiveness will have been achieved and they will all work towards a common goal of achieving the objective for which the project is being undertaken (Trevor, 2006). Bibliography Alexander, L 2012, Mastering the leadership role in project management: Practices that deliver remarkable results, FT Press, New Jersey. Bjarne, K 2007, Project Management –. Theory and practice., Nyt Teknisk Forlag. Davidson Frame, J 2014, ‘Reconstructing project management’, Project Management Journal, 45(1), pp. e2–e2. doi: 10.1002/pmj.21387. Harold, R 2009, Project Management: A systems Approach to Planning, Scheduling, and Controlling, John Wiley & Sons, New York. Harvard Business Review 2013, HBR Guide to Project Management, HBR Guide Series, Harvard Business Press, New York. Jeff, F 2011, The Project Management Answer Book, Management Concepts, London. Lock, D 2013, Project management, 10th edn., United Kingdom, Gower Publishing. Mascia, A 2014, ‘Project manager: Leader, influencer e conflict manager’, PROJECT MANAGER (IL), 20, p. 19–23. doi: 10.3280/pm2014-020007. Milošević, D & Milosevic, D 2003, Project management toolbox: Tools and techniques for the practicing project manager, United States, Wiley, John & Sons. Morgan, J 2015, ‘The 5 types of organizational structures: Part 1, the hierarchy’, Forbes, Retrieved from http://www.forbes.com/sites/jacobmorgan/2015/07/06/the-5-types-of-organizational-structures-part-1-the-hierarchy/#758553343853 Newton, R 2005, Project manager: Mastering the art of delivery in project management, Harlow, England, Financial Times/Prentice Hall. Reich, B & Sauer, C 2010, ‘Roles of the external IT project manager’, Communications of the ACM, 53(5), p. 126. doi: 10.1145/1735223.1735254. Russell, D 2011, Accountability. In Succeeding in the project management jungle: How to manage the people side of projects, New York, NY: AMACOM. Trevor, L 2006, Successful Project Management: Volume 52 of creating success, Kogan Page Publishers, London. Writing, A 2016, ‘Different types of organizational structure’, Small Business Chron, Retreived from http://smallbusiness.chron.com/different-types-organizational-structure-723.html Appendix Figure 1. Aspects of Project Management (Source: Lock 2013) Figure 2. Roles and Responsibilities of Project manager and team leader (Source: Russell 2011) Figure 3. Defining Roles and responsibilities in project management (Source: Harold, 2009) Figure 4. Project manager Competencies (Source Harvard Business Review 2013) Source: (Morgan 2005) Read More