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Running head: PROJECT MANAGEMENT 1
PROJECT MANAGEMENT 3
Institution of Learning
Project manager is person who is promoted from the position of a technical specialist to that of a project manager by the senior management. The work of a project manager in a company has to do with coordinating activities of other specialists with an eye to accomplish set goals in those areas that deal with performance, time and cost.
Some of the major responsibilities of a project manager within a company include the following abilities:
1) to get set goals across to people involved in a project;
2) to build friendly and supportive atmosphere among team members;
3) to be able to prevent Machiavellian intrigues within a team;
4) to get adjusted to the project requirements;
5) to empower and encourage other team members in order to improve their performance during the project implementation;
6) to respond to the needs and worries of the team members at final stages of the project.
1) Buildup: this phase of the project is often characterized by the occurrence of conflicts over project priorities, administrative procedures as well as schedules. Conflicts of technical nature normally arise between project and functional managers.
2) Main Program: this phase is likely to be the most conflict-related area in the project, since conflicts may arise because of delays and attempts to go according to the schedule after such delays.
3) Phase-out: at this stage of the project, an approaching deadline may provoke conflicts in a team. Thus, people who are involved in a current project try to compete with one another at the completion stages in order to obtain a position in the next project.
1) Project in the Functional Organization:
a) Characteristic: The project can appear to be a part of any given division in a company. Thus, a functional division that is interested in a particular project most of all can prove to be the best candidate for its implementation.
b) Advantages: This form enables to share resources among projects more efficiently. Moreover, thanks to it, technical competence will benefit as well. In addition, this form provides career opportunities for employees.
c) Disadvantages: As a disadvantage, firstly, it is important to mention that a functional basis might be the case in a decision-making process. In addition, there is a risk of losing a customers perspective with regard to the daily functional routine. Secondly, it is also a disadvantage that end-to-end responsibility for the project rests with one person alone as well as the fact that communication channels between functional project members are likely to be indirect as a result.
2) Pure Project Organization:
a) Characteristic: It means a separation of the project from the parent organization and its transformation into an independent unit, with technical and administrative personnel working on it. However, the project remains to be accountable to its original company.
b) Advantages: The project manager has a full control over the project resources. Thanks to shorter communication lines, decisionmaking process can be faster in functionally organized projects.
c) Disadvantages: As a disadvantage, resource duplication and information hoarding may arise. In addition, project team can be inconsistent to adhere to policies and procedures of the parent organization.
3) Matrix Organization:
a) Characteristic: the project resources are to be shared with those organizations that are responsible for providing them. In fact, matrix organization is all about transforming the pure project form into its functional form. It is possible to distinguish among weak, balanced and strong forms here.
b) Advantages: An improved buyers access to certain resources is the case in terms of matrix organization. Advantages will vary as the project evolves from the weak to the strong form. Thus, the weak form will display numerous benefits of the functional form, whereas the strong form will display those of the pure project form.
c) Disadvantages: An increased risk of conflict within the project among team members can occur. Thus, it is vital that a project manager should have enough energy to monitor project activities efficiently and ensure supportive atmosphere among team members. The disadvantages will vary depending on the project form similarly to the advantages. Therefore, the disadvantages of the functional form will be the case in the weak form, while those of the pure project form will be the case in the strong form.
4) Mixed Organized Systems:
a) Characteristic: the project in the pipeline will evolve from a small effort into a venture project, or even a venture firm in some cases.
b) Advantages: Mixed organized systems ensure high flexibility of resources, which is aimed at complying with special problems that have to do with new ventures.
c) Disadvantages: Duplications, overlap as well as increased competition may be the case. There might be conflict arising between the hybrid form and functional divisions with regard to the issues that relate to accountability for performance.
In case a supplier is not able to meet the schedule because of a strike, it is likely to become the source of changes within a particular project. It is important to understand that an unexpected situation like that is not to be controlled by the project manager or a supplier. Such a delay can have devastating impact on the project and ruin it by making the product launch miss some important deadline. It is essential to explore different alternatives with this regard.
Can the lab workers stick to their schedule despite delays by working overtime or outsourcing some of their activities?
Is there an alternative testing process, which will be quick enough to meet the schedule?
Do you have an alternative source of perfume to be used in the project activities?
Can the supplier provide limited samples of the same or similar products, which can be used in the testing process?
Are there some other similar perfumes that can be tested according to the schedule in order to ensure product rollout at Christmas? However, if these solutions prove to be ineffective, the project is likely to be canceled, or at best postponed until the next Christmas season.