Theory on Project Management - the Participation in the ActiveBeing Project - Research Paper Example

The fit between published theory on project management and personal practice as a result of my participation in the ActiveBeing project 2014-15 The participation in the ActiveBeing project 2014-15 was aimed at establishing an approach to project planning for a pilot leisure complex in Uxbridge. The major consideration that came out of the pilot planning is the planning for a leisure complex that is accessible by disabled persons. This is one of the areas where a fit has been established between the published theory and the personal practice. Sports England is the institution that is tasked with issuing policies, regulations and guidelines that define the best leisure and sports practices in the UK. According to this institution, the best leisure and sports facilities require making a consideration for “Accessible sports facilities” (sportengland.org, 2010:n.p.). Thus, the fit between published theory and the project management pilot panning has been accomplished in this regard. This is because; the pilot planning has made all the necessary designing of the ActiveBeing leisure complex to ensure that it accommodates the needs of persons with disability; both the employees and clients wishing to use the gym and other leisure facilities offered in the complex. This is an important consideration, owing to the fact that; according to section 21 of the Disability Discrimination Act 1995 of the UK, it is the duty of the providers of any public services to make the necessary adjustments for accommodating the needs of the disabled persons (legislation.gov.uk, 1995:n.p.). Therefore, the necessary considerations have been made to adjust the leisure complex buildings, so as to allow people with disability to access the complex through elevators. The Equality Act 2010 provides that it is the rights of the people with disability to be facilitated to access desired goods, services or facilities (Government Equalities Office, 2010:6). Thus, the elevators will move the persons with disabilities up and down the floor, so they can access the leisure facilities. This consideration is essential, since it ensures complying with the provisions of the UN conventions on the rights of persons with disabilities, which provides that such the needs of such people should be recognized and planned for, as a way of recognizing their dignity, worth and equal rights to enjoy services, good and facilities (United Nations 2006:n.p.). The fit between the published theory and the project management pilot planning has also been achieved, under the provisions of the management-as-planning theory. According to the provisions of management-as-planning theory, there exists a strong causal connection between the management actions and the organizational outcomes (Koskela & Howell, 2002:2). In recognition of this provision, the project management planning offered for the management to take responsibility for the quality of the project that is produced by the contractors. This provision is essential, since it offers the management an opportunity to collaborate with the contractor at all stages of the project development and implementation, to ensure that the quality produced by the contractors is the right quality espoused by the management. The principle of time management, established under Scientific Management Theory developed by Fredrick Taylor is another element that creates a fit between the published theory and the ActiveBeing project. According to the Scientific Management Theory, for a project to be executed and implemented successfully, systematic and scientific management of time must be applied in the project (Taylor, 1913:19). Therefore, the concept of time and motion was developed by Taylor, to represent the systematic need to plan for each outcome that is desired under a certain designated project and the allocation of the appropriate time to accomplish each of the outcomes (Nadworny, 1957:27). According to this theory, it is through the attribution of every single outcome that is desired from a project to a spefici time allocation, that the project can be systematically planed, and then the time and material resources applied accurately to avert any possible chances of wastages. In recognition of this principle, the pilot planning in the ActiveBeing project has applied the time-to-outcome planning, where ach outcome of the project management meant to create the ActiveBeing leisure project has been attributed to both specific time and financial resources. Thus, the ActiveBeing project management was sub-divided into five different management tasks, with each of the tasks being allocated specific time and resources for accomplishing it. For example, the refurbishment of the leisure complex at Uxbridge has been attributed to 757.7 hours to have the process completed, at an estimated cost of £212,647. The ground floor renovation has been attributed to 25.3 hours, at an estimated cost of £9903.5. The other task identified under the project was the first floor cost, which was attributed to 46 hours, at an estimated cost of £18,206.34, second floor costs attributed to 25.54 hours at a cost £19,400.50, and other costs attributed to 10 hours of completion at as estimated cost of £500.00. It is this subdivision of the tasks necessary for accomplishing the ActiveBeing project into various tasks that reflects the application of the principles of time under the Scientific Management Theory of project management, thus creating a fit between the project practice and the published theory. The other area of fit between the published theory and the ActiveBeing project planning is in the area of planning for risks and contingences. According to the Complexity Theory of project management, a project functions as a mini-ecosystem or a market, where the actual factors that will come into play cannot be predicted or understood fully (Battram, 2002:77). Thus, the provisions of this theory offer that even when making plans for a project, there is a need to plan for contingencies, so that when the unpredicted factors come in play, the project can still continue. The Complexity Theory of project management provides that a complete project is constituted by the parts of independent factors that work in unison (Okes, 2003:35). While such factors can be planned for, there are others that are influenced by the environmental factors, which are beyond the control of the project planners and implementers. In recognition of this principle as advanced by the Complexity Theory of project management, the pilot planning in the ActiveBeing project has made a provision for contingencies, thorough subdividing the available budget of £300,000 into two components, namely the costing for all renovations estimated at a total cost of £260,657.34 and the remaining £35,851.99 out of the budget have been attributed to contingencies. This amount was annexed from the budget, so that I could be applied towards covering any errors that might arise in the process of undertaking the refurbishments that have been planned for, including making a new proposal on the event that such an action would be deemed necessary. The pilot project planning in the ActiveBeing project has also been established to fit with the published theory, owing to the fact that the marketing and launching plans that have been made under the project match the provisions of the Theory of First Principles of marketing. According to the Theory of First Principles of marketing, an advertising or marketing campaign should be organized in such a way that it prioritizes the most important communication task that the project seeks to advertise (Irwin, 1989:47). In this respect, the marketing campaign should be established on the basis of causing the target audience to feel, see or to think something about the product, brand or service that is being advertised. This can only be achieved if the advertisement campaign is formulated such that it prioritizes the most important aspect of the brand, product or service in its communication (Irwin, 1989:48). The overall intention of the Theory of First Principles is to ensure that the attention of the audience is attracted first, and then followed by the delivery of the important communication that the advertisement seeks to deliver. In this case, the ActiveBeing project pilot planning has adhered to the provisions of the Theory of First Principles, through the formulation of the marketing strategy that will promote the launching of the leisure complex, in such a way that the most important message is to; ‘expand the knowledge of people knowing we exist’. The formulation of such a marketing objective seeks to achieve the most basic intention of the leisure complex, which is to make the people know that it has opened. This is followed by the delivery of the nature of the services that the leisure complex will be offering, which are reduced into flyers that are to be offered to the people during the launch. In addition, bill board advertisement is also included under the marketing strategy, to help in informing the target population of both the existence of the leisure complex and also the nature of the gym and other leisure services offered in the complex. This way, the provisions of the Theory of First Principles; to make target customers see, feel and think something about the leisure complex, is achieved. References Battram, A. (2002). Navigating Complexity: The Essential Guide to Complexity Theory in Business and Management. London: Spiro Press. Government Equalities Office (2010). Equality Act 2010: what do i need to know? Disability quick start guide. Equality and Diversity Forum, 1-11. Irwin, T. (1989). Aristotles First Principles. Oxford: Oxford University Press. Koskela, L. & Howell, G. (Aug. 2002). The theory of project management: explanation to novel methods. Gramado, Brazil: Proceedings IGLC. legislation.gov.uk. (1995). Disability Discrimination Act 1995. Web. March 23, 2015. Accessed: < http://www.legislation.gov.uk/ukpga/1995/50/contents> Nadworny, M. J. (1957). Frederick Taylor and Frank Gilbreth: Competition in scientific management. Business History Review, 31, 23–34. Okes, D. (2003). Complexity Theory Simplifies Choices. Quality Progress 36 (7), 35–38. sportengland.org. (2010). Accessible sports facilities. Web. March 23, 2015. Accessed: < https://www.sportengland.org/facilities-planning/tools-guidance/design-and-cost-guidance/accessible-sports-facilities/> Taylor, F. (1913). Principles of scientific management. New York: Harper, pg. 19. United Nations (2006). Convention on the Rights of Persons with Disabilities. Web. March 23, 2015. Accessed: Read More