Project Management - Assignment Example

Answer The project work is very much divided among departments and managers that can cause an increase in time and cost of the project. To improve the project performance the activities of assistant project manager should be transferred to the project manager. The project manager will be then responsible for directing the project activities, information focal point for the sub contractors and also directly works as chairman of steering committee and interacting with both in-house functional groups and contractors.

With all these duties the project manager should be responsible for assigning the work to the functional or department managers along with the evaluation of the assigned work. Department managers will directly report to the project manager. Hence, with reduced hierarchy the project will efficiently with no delays and increased cost due to extra reporting levels (Ingason and Jónasson, 59-69).Answer- 2The project manager directs all the activities and task for the overall project, acting as information central point for the subcontractors.

After getting all the information of the project’s direction and tasks assistant manager divided the task and responsibilities among the functional managers. Assistant project manager works as chairman of steering committee and interacts with both functional managers and contractors. The functional managers receive the guidelines and task responsibilities from assistant manager. In actual the role of contract officer is to serve as a central point for all the cost and information of the contract.

Answer -3The military type manger has some special skills that differentiate its personality from other mangers. The military manager focuses on these factors: insist on clear communication and alignment, produce high performing teams, relaxed in continuously changing environments and hire the replacement and alternatives. If the hierarchy adapted military kind of approach then it would boost the competence of collaboration among the employees, it would give more effective and efficient tem work results and it would make the attitude of managers adjustable in the changing environment (Forbes).

Answer- 4 ADVANTAGES OF STRUCTURE:The work is divided among many employees and departments so the specialization of each department and employee helps to increase the accuracy and eliminate chances of errors (Atkinson, 337-342).The division of work among many authorities increases the efficiency and accuracy of decision making. And with the involvement of two higher mangers makes the evaluation and monitoring activities better in results (Atkinson, 337-342).DISADVANTAGES OF STRUCTURE:The decision making by other then higher management authorities consume more time then higher managers in decision making which could extend the time period of project (Ika, 6-19).

The involvement of several managers in the project can cause the extra cost and extra wastage in the in different levels of the organization (Ika, 6-19).Answer - 5This hierarchy is difficult to implement in any industry because of its limitations regarding the delegation of authorities and responsibilities among the employees and managers. As it will consume more time and also the overall cost will increase. In order to implement this structure in the industry it is important to reduce the levels of hierarchy in order to facilitate easy flow of information and to make sure that the project is completed on time (Atkinson, 337-342).

Works CitedAtkinson, Roger. Project management: cost, time and quality, two best guesses and a phenomenon, its time to accept other success criteria. International journal of project management 17.6 (1999): 337-342.Forbes. Five ways a military approach can help every non-military manager. Jan. 2013. Online. 24 Jun. 2013. http://www.forbes.com/sites/forbesleadershipforum/2013/01/07/five-ways-a-military-approach-can-help-every-non-military-manager/ Ika, Lavagnon A. Project success as a topic in project management journals.

Project Management Journal 40.4 (2009): 6-19.Ingason,  Helgi,  & Haukur Jónasson. Contemporary  knowledge  and  skill  requirements  in  project  management. Project Management Journal, 40.2 (2009): 59-69.