Projects success than others and should report

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Successful Project Management
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Chapter 4 / Exercise 2
Successful Project Management
Clements/Gido
Expert Verified
project’s success than others and should report directly to the project manager or the project manager’s deputy: Senior project team members who will be having a long- term relationship with the project Those with whom the project manager requires continuous or close communication Those with rare skills necessary to project success
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Successful Project Management
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Chapter 4 / Exercise 2
Successful Project Management
Clements/Gido
Expert Verified
Human Factors and the Project Team Meeting schedule and cost goals, without compromising performance is a technical problem, with a human dimension Project professionals tend to be perfectionists Pride in workmanship leads the team member to improve (and thus change) the end result These changes sometimes cause delays in the project
Human Factors and the Project Team Motivating Project Team Members: The project manager often has little control over the economic rewards and promotions of project team members, but this does not mean he/she cannot motivate members of the team How are technical employees motivated? o Recognition o Achievement o The work itself o Responsibility o Advancement o The chance to learn new skills
Human Factors and the Project Team Empowerment of project teams is also a motivational factor: 1. It harnesses the ability of the team members to manipulate tasks so that project objectives are met. The team is encouraged to find better ways of doing things 2. Professionals do not like being micromanaged. Participative management does not tell them how to work but given a goal, allows them to design their own methods 3. The team members know they are responsible and accountable for achieving the project deliverables
Human Factors and the Project Team Advantages of Empowerment (cont.): 4. There is a good chance that synergistic solutions will result from team interaction 5. Team members get timely feedback on their performance 6. The project manager is provided a tool for evaluating the team’s performance
Interpersonal Conflict The focus of conflict can often be related to the stage in the project’s life cycle When the project is first organized, priorities, procedures and schedules all have roughly equal potential to cause conflict During the buildup phase, priorities become significantly more important than any other conflict factor In the main program phase schedules are the most important cause of conflict followed by technical disagreements At the project finish, meeting the schedule is the critical issue
Interpersonal Conflict Conflict and the Project Manager Most of the conflict on project teams is the result of individuals focusing on the project through the eyes of their individual discipline or department Conflict avoiders do not make successful project managers On occasion, compromise appears to be helpful, but most often, gently confronting and resolving the conflict is the method of choice, for a win-win situation
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