How a Project Manager Might Achieve Effective Project Management - Essay Example

Describe how a project manager might achieve effective project management?  Project managers have varying responsibilities and job s. These usually depend on the projects and the nature of industry they belong to. For instance, a project manager in a consulting firm is responsible for planning, scheduling and the control of activities required to fulfill client requirements, while a project manager in an IT company assumes the development and management of information technology solutions. However, a fundamental commonality in the project managers’ role is in regard to objective. In the question about efficacy in project management, the most important factor to be considered is that all project managers are tasked to accomplish the goals and objectives of their projects. This paper would identify how a project manager could be successful in project management or, more specifically, in effectively completing a project. First, it is important to stress that a project manager is crucial in ensuring the success of a project in the sense that he orchestrates the multiple components and stakeholders involved. He or she must plan the project and at the same time oversee disparate groups, watch for cost overruns, mediate disputes, among other tasks that require balancing. In short, a project manager must deal with several issues including time, cost, people, equipment, resources, commitment and so forth all at the same time. An effective project manager could navigate these issues by systematically addressing them in planning, organizing, staffing the project and facilitating the work. Planning Planning is one of the most important responsibilities of a project manager. If it is performed correctly, then the entire project could run smoothly to the point that it could even run itself. According to Turner (1992), project management is the endeavour in which human, material and financial resources are organized in a novel way so as to achieve unitary and beneficial change. In this context, the project manager’s skill in planning is underscored. According to Harold Kerzner (2009), the project manager, as the architect of the project plan, must provide: the complete definition of tasks, resource requirement of definitions; major timetable milestones; definition of end-item quality and reliability requirements and the basis for performance management. (p. 19) The rationale for such requirements is that, when met, they could result to the assurances that stakeholders involved understand their responsibilities and those problems that could arise from scheduling and the allocation of resources could be identified beforehand. With these assurances, risks to successful project completion are also avoided and minimized. Administration Administration and organization is necessary in dealing with project management issues. This is the reason why project managers must have the power to establish their own policies, procedures, rules, guidelines and directives, which conform to overall company policy. Such power allows successful completion of projects because it gives the project manager a high degree of control and flexibility in managing the project, specifically on the performance of tasks and the management of people involved in a project. Furthermore, applied research in project management has found that the most effective project managers were those who have also adopted task-oriented approach. For instance, Baker et al argued that in very favorable and unfavorable situations for getting a task accomplished by group effort, the autocratic, task controlling, managing leadership works best. (p. 677) Here, a project manager pursues the effective achievement of the project’s targets through high performance and not just to make people happy and satisfied at work. (Harrison and Lock 2004, p. 268) This does not mean, however, that the social dimension to project management is entirely done away with. The point is that motivation, commitment and teamwork can be achieved by the directive, task-oriented leader in many ways and the participative human behaviour approach is only one of these. In explaining this, Harrison and Lock, mentioned that the autocratic approach may not be enough to successfully complete certain projects as they argued that the manager cannot achieve high performance in the attainment of certain project’s goals if people are alienated, demotivated, and uncommitted. (p. 268) Using the task-oriented approach backed by people-oriented leadership could address several pitfalls that lead to the failure of a project. These include: The problems that arise out of a lack in project team participation in decision-making and problem solving; Schedule and budgetary problems due to the lack of team input; The challenges that emerge as a result of poor team spirit and sense of mission. (Wilemon and Baker 1988, p. 633) Project Management Skills With the above arguments that outline how project managers could successfully direct a project to completion - achieving all its goals and objectives in the process - it becomes imperative that they possess a number of skills and are able to identify which skills are required for specific project situations. It also helps when a project manager is confident in using special tools and technologies that are appropriate and helpful in certain situations and stages in project management. Kathy Schwalbe (2007), identified five important skills: the project management body of knowledge, knowledge and experience on standards and regulations, project environment knowledge, management knowledge and skills, and, human relations skills. (p. 25) Finally, project managers must continuously learn and develop their knowledge and experience in project management as well as in skills and knowledge in the industry they support. Conclusion All in all, in order to be effective, which means to be able to realize all the goals and objectives of a project, a project manager must be: first, carefully selected so that his skills and knowledge are matched to the requirements of a project; then, he or she should be given enough power so he could manage all the staff, resources, time and all other issues in project management effectively. Furthermore, the project manager must also adopt a task-oriented approach in order to effectively complete his responsibilities amidst an environment consisted of diverse individuals with varying roles. Then, he must be able to incorporate excellent people skills in order to inspire and drive those under him to do their best, work together, and achieve high performance. References Baker, B.N., Murphy, D.C. and Fisher, D. (1988). "Factors Affecting Project Success." in DI Cleland and WR King (eds.) Project Management Handbook. Van Nostrand Reinhold. Harrison, FL and Lock, D. (2004). Advanced project management: a structured approach. Gower Publishing, Ltd. Kerzner, H. (2009). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. John Wiley and Sons. Schwalbe, K. (2007). Information Technology Project Management. Cengage Learning. Wilemon, .and Baker, B.N. (1988). "Some Major Research Findings Regarding the Human Element in Project Management," in DL Cleland and WR King (eds.) Project Management Handbook. Van Nostrand Reinhold. Read More