Features of Project Management - Essay Example

? Project Management al Affiliation) In order to increase, diversify, and change production, most businesses carry out projects as means of achieving all or some of these goals. Most of these projects are complex in nature and end up requiring lot of resources to be completed. This essay focuses in determining the most appropriate definition of the term “project.” The different types of projects are also identified in the process. The focus then shift to the aspect of project management. This is an elaborate process and lead to identification of a number of reasons why most organizations apply the elements of project management in their projects. Additionally numbers of project elements are also discussed including projects teams, differences between project leaders and projects managers, and the general determinants of project success. What is a Project? The word ‘Project’ is used to refer to various things around the world. The word is used to describe endeavors such as construction of an office building or a bridge. The word has also been used in description of man’s race to the space or the moon. Furthermore, it has been used to refer to the service call for the homestead repairs and other constructions (Lambert, Mariam & Susan 2011). However, the word ‘Project’ has a more real meaning; according to The Project management Institutes, a project is defined as, “"a temporary endeavor undertaken to create a unique product, service, or result". This definition highlights a couple of elements that distinguish a project form other common business endeavors. It is clear that a project is both a temporary and a unique endeavor. Firstly, a project just like business activities entails production of a service, product, or a certain result. However, this is different from the business activities that are on going in nature (Lambert, Mariam & Susan 2011). This ongoing nature of most businesses is seen on every activity they carry out. However, this is different in projects. This is because they tend to have a well-defined beginning as well as a pre-defined end. Secondly, the business endeavors are seen to focus on the organization and product reputation. This forces them to produce the same product or a service over and over again. On the other hand, a project is destined in production of a unique product (Lambert, Mariam & Susan 2011). This means that whatever is created at any one time is different in some ways from those produced previously. This tends to give projects the uniqueness feature. The standard definition is crucial in that it helps in separation of projects from the ongoing operations. However, it is also essential to understand the line between these operations and projects that necessitates the discussion of the types of projects (Catherine et al 2011). Strategic projects are the one type that are mostly defined by their reason. The company uses such projects in the attempt to change operations from one state to another. Apparently, they are used as steps in global intent. For instance in case a company wants needs to prepare for new markets to sell their products. To effectively achieve this they may need to implement totally new software, new manufacturing facilities, and new distribution channels. To effectively carry out these operations, these might be separated as independent projects. Simply, such projects cuts across the silos many businesses build up in day-to-day operations (Catherine et al 2011). Secondly, operational projects are another set and types of important projects. Their sole purpose is to support ongoing operations in any particular organization. Typically, they focus on repairing, extending, or otherwise upgrading the life of business assets. The operationalized or repeating projects are the third type of projects. They are in fact subset of the above-mentioned operational project they tend to be a set of quite small projects that are managed in a group. They also follow a standardized process. The only reason they are considered projects is that they produce unique products. These projects are most likely to generate debate since even what constitutes unique is also a matter of debate (Catherine et al 2011). Project Management In the past corporate culture gave little attention to the project management need a separate field. However, with time and gaining of corporate firms’ experience, the need for project management was generated. This was contributed to the fact that there has been a need to attainment of firm’s objectives in an efficient and effective manner (Heagney 2011). To fully comprehend the meaning of project management is of utmost importance in ensuring that the fundamental information regarding it is well understood (Heagney 2011). Project management refers to the task or the exercise that requires careful planning, organizing, and management of resources so to successfully accomplish a particular aims and objectives. Project Management Body of Knowledge (PMBOK) refers to project management as the application of knowledge tools skills and techniques to a project activity in order to meet those particular objectives (Heagney 2011). Apparently, there a number of varying views that concern the birth of project management. Any project is a temporary endeavor that has a defined commencement and closure which is bound by a date. These activities also have a number of constraints including funds or deliverables. The constraints are identified in order to accommodate the aims and the objectives of the project. The temporary aspect of a project refers to its business operations (Heagney 2011). The idea of any project management is ensuring that all identified objectives are satisfactorily met while keeping the specified boundaries of the constraints. There are a number of these constraints common in project management. These are scope, budget, and time. Furthermore, any given project management would require incorporations of correct distribution of inputs. This is essential in meeting the pre-specified goals and objectives (Hearkens 2007). Thus, initiation of project management starts by carefully establishing the objectives about the aims. This includes identifying requirements and specifications. This task is done by a project manager who also responsible in ensuring that the project is successful completed in regards to predetermined budget, time and the quality. However, in business most ideas fail to make it to completion. Most of projects fail in the execution phase for failure of planning from the beginning. A number of steps are usually followed to ensure that the project management succeeds by making certain the project stays on course with the projected milestones and purpose (Hearkens 2007). Steps in Project Management Firstly, it is crucial to develop a business case and carrying out a creation of project definition form. These are useful in ensuring that a project is correct alignment with company mission, the relevant department agenda, and the support of the top management team. Finance experts are involved in putting together the case. The elements driving the projects are recognized early. Enough and they could constitute safety, productivity, quality, human development or even cost. Additionally, a risk analysis is done to enable listing of potential risks, rated at high, medium, or low. The individuals responsible for managing the risks are then identified. The created Business Case Form includes general aims, background to the project, expected outcomes, initial outcomes, estimates of time and cost, expected outcomes, about benefits of the project. In some instances, the case is useful in creation of project definition form that makes it more easier access for all parties ( Juli 2010). Secondly, the project definition statement is written as a part of the business case. This is useful in prevention of “creeping” away from the main purpose. This is then circulated to stakeholders and other individuals how do not require the fine details and information of the Business Case. It should be clear and precise to enable easier understanding of the entire project ( Juli 2010). Then the creation of a team through stakeholder analysis is done. To effectively achieve this goal, stakeholders should be defined as well as their interest in the project. Then it should be determined what the project need from each and every of these individuals, their perceived attitudes and risks associated with them and consequent actions needed. The next step involves definition of project responsibilities. This is an elaborate activity that entails listing of the tasks and responsibility of the idea that need to be implemented and then assigning a stakeholder to lead each one. This make is it easier to achieve the major objective since all tasks are performed appropriately. The instance of leaving out crucial tasks is also eliminated ( Juli 2010). The creation of a milestone chart is also necessary. Here each milestone to be accomplished is listed and the individual responsible for it are identified. To make it fully useful, the suitable units of measure are determined and will make it possible to measure the outcome. The mostly used units are days, weeks, months, or years (Mullay & Mark 2011). The final steps involve creation of a project management report that would track project progress. This report hold a list that includes all the deliverables from the prepared Milestone chart, a rating for each, a due date and an action that should be used in case went out of the schedule. This document is crucial in ensuring that the project succeeds. Then again, the schedule of when this due and when it should be analyzed is set up ahead of time ( Juli 2010). Features of Project Management Apparently, in the 21st century it is evident that there has been a clear swift project management that uses hard systems approach to soft factors. This has been necessitated by a more efficient and productive strategic thinking, project uncertainty management, and new success factors. Furthermore, there has been a developing project management theory and intensifying research efforts trends in the field (Mullay & Mark 2011). Initially the hard system approach treated projects as mechanical activities but this was proved to have lot of flaws. On the other hand, the soft skills in project management have become popular since the application of these skills throughout the projects lifecycle enhances the project success exponentially. Although there has been adequate knowledge of the need for planning scheduling and maximum control, many projects have extremely high rates of failure. The major cause of these failures is because of poor communication from the project manager, failure to work within culture of the organization, inability to motivate the project team, unclear decision-making, inadequate problem solving, and unclear understanding of the business objectives (Kemp 2004). However, the soft skills are developed by project team, which includes communication, flexibility and creativity, team building, leadership and finally the management of stress and conflicts. Additionally, project management makes use of a strong strategy orientation. In most cases, many problems, almost 80 percent, at the project level are inherent from failure by the board to provide clear priorities and policies. It is proposed that a coordinated, coherent, focused, strategic competence in management of project which eventually provides a competitive advantage. The analysis of past activities experiences and those from pre-project phase politics helps to understand the strategy of the project (Kemp 2004). Experiences from the courses of events taking place during execution of the project and the post-project future ideas are equally useful. It is also notable that there has been a change in the criteria for project’s success from conformance to performance. Initially, project managers focused on seeking to comply with the projects documented specifications (Mullay & Mark 2011). However, current projects demands real performance. The success criteria have changed in such a way that it takes shorter time, it is relatively cheaper and focuses towards maximum delight of the customers. The projects also focuses on keeping the client happy instead of the past projects that emphasized on only finishing the project on budget and on time. Projects also tend to be smoothly integrated in the context of organizations’ developing programs and project portfolios managements. This are strategically oriented towards performance of the right projects. Reasons organizations need to use Project Management It is evident that organizations today face lot of competition, which also tends to be more aggressive than before. The business environment is also quite turbulent with ever changing factors influencing the business operations. This scenario has led to increased organizational accountability need for both the private and public sectors consequently leading to increased focus in operational efficiency and effectiveness (Murch & Richards 2001). Effectiveness and efficiency are facilitated through application of practices that optimize the organizational resources management. Projects and operations are dissimilar and thus require different techniques in management. Thu, in a project management it becomes possible to support the projects achievements and the organizational goals ( Timothy et al 2003). It also enables the provision of greater assurance to stakeholders of effective management of resources. Researches involving the information system project studies shows that productivity improves by 20 to 30 % where a relatively detailed project management method is used compared to lose methodology. Additionally, the use of formalized project management structures facilitates the scope clarification of the project, identification of the needed resources, accountability for performance and result, encouraging the project team and agreement of objectives and goals (Murch & Richards 2001). Another purpose of project management is that it enables an organization to foresee and predict dangers and problems associated with any activity undertaken by the firm. The management is also able to plan, control, and organize activities to complete the projects successfully in spite of the risks available ( Timothy et al 2003). The presence of risks and uncertainty imply that tasks and events that lead to project completion cannot be foretold accurately. In addition, completion of complex projects might be doubtful. Setting objectives in project management tend to increase the chances of achieving the needed outcome. That is why the objectives set are clear and measurable. They also show how a project has been successful. Additionally, pursue of the major project objective lead to other interim project objectives. This way, project reams are responsible for carrying out tasks that achieve a series of objectives that finally lead to the final objective. This means, most projects are carried out by proceeding in a stair step way to achieve the desired result. Proceeding in any other fashion might not enable the team to develop the skills and necessary insights in enabling a productive progress (Murch & Richards 2001). Another reason why organization should make use of project management is to ensure the performance and quality of the various projects that could be undertaken. This means that the result of every project tends to fit the intended purpose. This feature is enhanced by the careful planning organizing, directing and monitoring involved in project management. The project management also makes it possible for projects to be completed without exceeding the set and authorized expenditure. This also prevents any chance of abandoning projects before completion if funds happened to run out. Furthermore, this prevents the money and effort invested from being forfeited and written off ( Timothy et al 2003). The projects that still do not have direct profit motive also find it useful to pay attention to cost budgets and thus financial management remain crucial. Project management also enables an on time projects completion. Here actual progress matches the planned progress. This is achieved by since the stages of every project takes place before the specified dates resulting to total completion on the planned finish date. This objective is crucial in pleasing the project purchase or the sponsor. It also keeps business documents and projects properly and well organized. This is useful in ensuring that the projects are orderly finished, reducing the problems incurred. This contributes positively to economy and business world. More so, many plans for projects are strategically realized using project management. Project Teams A project team is formed to carry out a set of specific activities during a certain period to achieve defined business goals. This means that this type of a team is not brought together on permanent basis. Once the project is completed, such teams are usually disbanded and subsequent projects will require new teams to be formed (Hynes & Marion 2002). The team is also matrix in nature in a sense that it is staffed by members who come from diverse functional teams. This is a crucial aspect in the effective achievement of the goals of the project. It is also possible to have a several teams within teams. This means that each individual person belong to a specific home team. On top of that, they have a project team, which unlike the other has a finite lifespan (Hynes & Marion 2002). Project team activities are essential in the success of the overall goal of a project. Firstly, this is a great way of getting a pool of ideas necessary to carry out a project properly. The teams are formed from talented people who express various ideas concerning the issue at hand. These individual come different background in the organization. This brings a variety of necessary information (Hynes & Marion 2002). Team activities also develop the ability of group members and help them to work together smoothly. This also helps them to foster teamwork awareness leading to stronger working relations ( Reh & John 2012). Eventually, it is crucial in helping individuals in achieving common goals more efficiently. The members are also able to bond together leading to quality output of every individual member. Phases of Project Team Development Theories have been developed to show the various phases that group development. To start with is the forming stage. Here the team is brought together to be acquainted with the goals and objectives of the the team in the project at hand. They also have to understand the boundaries and limitations of their activities. The tasks are initiated although most members tend to be working independently at this stage (Ferraro 2007). Storming is the second stage that entails exchange of ideas and approaches to accomplish the project. Mostly this will lead to some sort of conflict. However, this phase is critical in enabling the team to grow and thereby learning how to work together. The leaders of the team must be highly directive just as they are in the forming stage (Ferraro 2007). This is useful in solving the conflict and in guiding the team towards achieving the project goals. Norming is the third phase of project development. The team tends to feel a sense of belonging and achievement. The rules of operations are working, and trust forms among the members. Project managers and team leaders are quite participative in this phase and thus the team grows together. At the performing stage, the project team tends to be maturing and high performing as well. The tasks are being performed and the various stages of the projects are being completed. Team members work efficiently with the others. Although there are few instances of conflicts, they are managed effectively and navigated with skills enhancing the progress of the project. The team at this point performs highly with little supervision where the members can make individual decisions about various tasks (Ferraro 2007). The last stage is the adjourning phases, which are meant to acknowledge the breaking up of project teams. At this point, the objective of the project has been completed and all the goals achieved. Differences between a Project Leader and a Project Manager There has been an increased attention being given to “leadership” in the business community that one could argue for substitution of an expression project manager with project leader. Rightly so, since some authors have described the role of a manager or a leader is used interchangeably. Hynes & Marion(2002) largely use the terms boss, manager and a leader interchangeably in indication of individuals who are in positions where they are tasked with performance of the role of leadership. In this context, leadership is used loosely to also cover management. Looking at some definition of management and leadership helps to identify some of the key differences between the two terms. Ferraro (2007) has adequately provided a profound and a simple explanation of the difference between a leader and a manager. According to Maxwell Managers, tend to work with processes while leaders are focused in working with people. In case a project, a project manager will attempt to ensure the smooth flow of various process while the project leader will be involved in guiding and motivating the staff and people involved in the various activities of a project. Kendrick (2010) goes further to state that project management activities involves roles such as budgeting, planning, staffing, organizing, problem solving, controlling whereas a project leader would be involved in activities such as setting direction, motivating, inspiring and aligning people. Kendrick (2010) describe the two terms: management and leadership, as two distinct systems of actions whereby each has own characteristics and functions. Apparently, both a project leader and a project manager are necessary for the complex and changing project performance. Based on the above-mentioned definitions, one could be inclined to argue that project leadership is distinctively different from project management. A project leader is highly useful in initiating change, innovating and creating new products, services and systems necessary from a given business project. Furthermore, project leadership entails motivating people working for the project to become risk takers, innovators and change agents. On the other hand, project management focus on ensuring that the processes in achieving a certain project objectives work effectively (Kendrick 2010). They also focus on the efficient operation of these processes that involves using the cheapest and most effective techniques. Project Management Institutes in the PMBOK Guide, defines processes groups such as initiating, planning, execution of processes, monitoring and controlling and finally closing. In total, the guide describes 44 processes in project management. However, these hardly describe any essential aspect of leadership (Kendrick 2010). However, this should not make one to think that a project manager should not act as a leader. On the contrary, it is recommendable being a good leader helps to make an effective project manager. Although PMBOK is silent on the aspects of leading people and put, more emphasis on managing processes the ability to motivate workers to realize their maximum potential is essential for effective leadership of a project (Ferraro 2007). The experts agree that the use of expressions project leaderships and project management interchangeably is highly incorrect, confusing and mislead project managers on many instances into thinking that they are only tasked with managing processes to completion of projects. This could be disastrous since these managers could end up neglecting other even greater leadership roles, which are defined by Kendrick (2010) as aligning people, setting direction, inspiring, and motivating the team members and other employees. Lastly, even if a project manager invested in the most efficient and expensive tool set to make processes run smoother, lack of leadership skills might prove hard to meet project objectives and initiatives. The major determinants of project success Some projects are completed on schedule or on budget, other are amazingly howling successful, some die slowly with time while others simply explode. The rate of a project failing is usually very high and many never makes to completion stage (Camilleri 2011). Thus, is essential to know the various factors and issues that determine whether a project succeed or fail altogether. The major aspect of a successful project is a constant and visible executive support. The executive are visibly involved in the running of various activities and strong leadership as well. Some projects fail when such support might appear strong at the start but fail to be constant where the executives are not committed with the project as time goes by (Camilleri 2011). Here they tend to leave all the work to the project manager. Secondly, a successful project involves all its stakeholders in making the major decisions. The stakeholders are identified, consulted besides being frequently involved all through the project. The failing projects would mostly have incomplete stakeholder lists that are consulted only at the beginning but slowly it might become infrequent and finally fading away. These projects do not deliver the needs of owners. Thirdly, another crucial factor considered to determine whether a project is successful is whereby project risks input come from many different sources and stakeholders. This helps the project a manager to have different perspectives and viewpoints on the aspects of the risks. This is useful in pairing down the risks through the review process (Camilleri 2011). The unsuccessful projects only consult the project team and the sponsor. The risk register tend to be small thus missing most of the critical issues. The success of a project is determined by the changing scope. In the successful projects, the business requirements are properly documented, base lined, signed off at the beginning of the project. There is adequate internal agreement on handling the changing scope. That is, it has change control procedures (Camilleri 2011). On the other hand, unsuccessful projects entail incomplete business requirements. The changes are not adequately documented leading to cost and schedule overrun. The success of any project is determined by the availability of project resources. The completion of a project is possible whereby resources are available. The functional managers are aware of the project and help the Project a manager as needed (Camilleri 2011). The unsuccessful projects are characterized by inadequate resources at the start of the project. The project managers are stretched thin to get right and adequate resources. In conclusion, it is evident throughout the various elements of business project that although many businesses are engaged in projects, only a few of these are successful. The success of either of these endeavors depends mostly on the planning and the activities engaged on during the events of a project. Various organizations would also have different types of projects and different complexity of project management. The top officials must be aware of these processes and techniques in order to develop the most successful project possible. References: Camilleri, E. (2011). Project Success: Critical Factors and Behaviours. Michigan: Gower Publishing. Catherine P. Killen, K. J. (2011). Advancing project and portfolio management research: Applying strategic management theories. International Journal of Project Management, Pages 525-538. Ferraro, J. (2007). The Strategic Project Leader: Mastering Service-Based Project Leadership. Texas: Auerbach Publications. Haynes, M. E. (2002). 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(2012, 05 22). Business & Finance Management. Retrieved from About.com: http://management.about.com/cs/projectmanagement/a/PM101.htm Timothy J. Kloppenborg, A. S. (2003). Project Leadership. Vienna: Management Concepts. Read More