Term Paper: Project Managers and Ethics, Leadership, and Technology

Running head: ASSIGNMENT 5 (CIS 517) 1

ASSIGNMENT 5 (CIS 517) 13

Assignment 5 (CIS 517)

Name

Institution

Assignment 5 (CIS 517)

Project management describes the application of processes, techniques, skills, knowledge, and experience with the aim to accomplish project objectives. A project becomes successful when the objectives are attained in accordance to the acceptance criteria and within an agreed budget and timeline. Given that project management has a final deliverable and timeline, project managers often need to possess range of skills that include technical and people management skills. These skills are not only needed when evaluating and reporting project activities, but also play a key role during the decision making process and other important activities such as hiring and recruitment, and conducting employee evaluations (Gillard, 2017). The subsequent sections provide a comprehensive discussion of major elements of the project management process. These include the different types of organizational structures, role of project managers, human resources factors that affect the project management process, and conflict resolution techniques applied by managers. The analysis includes description of leadership approaches, ethical dilemmas commonly faced by managers, project procurement tools, and role of technology.

Describe the different organizational structures as it relates to project management (i.e., functional, project-based, matrix).

According to Fairfield (2016), an organizational structure refers to a system that describes a hierarchy in an organization. Apart from identifying various jobs and their functions, an organizational structure also outlines the manner in which various operations are conducted to enable the organization accomplish its goals and objectives. Examples of organizational structures include the functional, project-based, and matrix. Each of these structures have their own advantages and drawbacks, and tend to work well for organizations in specific situations.

The functional organizational structure entails dividing an organization into small groups with specific roles and tasks. From a project management perspective, there could be one group to work on technology-related issues, and another group overseeing operations and financing of project activities. A major advantage of utilizing this type of structure in project management is that it becomes easier to focus on executing project activities since the project team is grouped based on the skills set and function. A disadvantage of functional organizational structure is the absence of inter-group communication. For example, one group engaged in a given task may have varying expectations for its specific job, a situation that can lead into conflict (Fairfield, 2016).

In the matrix organizational structure, project members may report to two or more people in the management position depending on the type of project. For example, an engineer employed by a large engineering company could be working for one boss, but when another project arises, the same engineer would also be required to report to the manager overseeing the new project. This occurs mostly when the engineers’ expertise is required in both projects. An advantage of this type of structure is that it allows knowledge to be shared across wider functional divisions. Working across functions also presents an opportunity for the project team to broaden knowledge and skills leading to faster completion of project activities. At times matrix structure is challenging because it is not always easy to report to multiple bosses (Schnetler, Steyn & Van Staden, 2015).

In project-based organizational structure, essential functions are retained in a management structure, but project-based groups with hierarchical structure do work. For example, a project member could have one boss who oversees all tasks related to project, and another for benefits and promotions. A project manager could have many project groups reporting on tasks such as identifying strategies to reduce total project cost. At the same time, the project manager can maintain other functions of the organization such as human resources.

Discuss at least two (two) different roles that project managers can play in organizational leadership.

A project manager is tasked with the overall project responsibility and is accountable for its failure or success. In organizational leadership, project managers play many roles that include initiating the project, developing a comprehensive project plan, and communicating the project parameters, processes, and policies of the project (Bezak & Nahod, 2011).

When initiating a project, project managers undertake a thorough assessment and evaluation of the proposed project based on the requirements from clients, stakeholders, and the management. The specific role of project managers when initiating a project include calculating approximate costs and timeline, and risk assessment (Bezak & Nahod, 2011).

According to Bezak & Nahod (2011), a project plan describes everything needed for a particular project. The role of a project manager in formulating project plan include developing key processes and policies, assigning roles and tasks, preparing schedule and milestones, setting budget, and determining the objectives, scope, quality benchmarks, and specifications of the project.

Other key roles of the project manager include developing expectations for project stakeholders, implementing project documentation, establishing channels and protocols of communication, and promoting relationship-building and/or collaboration (Bezak & Nahod, 2011).

Describe at least three (3) human resource factors that affect project management.

According to Majeed (2012), project managers are expected to address common problems such as human resource issues before they reach unmanageable levels. Examples of human resource factors that impact project management include communication issues, human resource management issues, and diversity.

Concerning human resource management issues, Majeed (2012) asserts that project managers sometimes find it difficult managing team members to an extent that some of them starting doing whatever they want. In some instances, project members can form different groups among themselves and start teasing one another. In my view, project managers can solve such an issue by applying their leading and controlling skills.

Communication issues arise when there is absence of proper communication that can lead to a feeling of dissatisfaction among the project team. The best way to address this ensure require project managers to ensure that there is frequent interaction with project members. Diversity is also a key human resource factor capable of affecting project management. When the project team comprises of people from different cultures, races, and gender, a project manager must be extra careful since a variation in behavior and point of view can cause conflict. It is possible that something that a given members assumes to be good or legal can be disliked by another member. To address human resource issues, project managers must strive to remain as close as possible with the team members, listen to their concerns, and resolve any issue that arises in a timely manner (Majeed, 2012).

Recommend five (5) conflict resolution techniques that project managers can utilize to keep team members productive.

Project managers can apply different strategies to maintain the productivity of team members. These techniques include using power, withdrawing, smoothing, compromising, and collaborating (Kerzner & Saladis, 2017).

Using power also described as forcing entails using position power for conflict resolution. This technique is used mostly where there is no common ground to facilitate negotiation and bargaining. It is also used when team members are uncooperative and strong-willed, and when decisions are needed. In some instances, project managers use the technique when the issue at hand is critical to the project well-being. Managers are forced to dictate action to get things done (Kerzner & Saladis, 2017).

The withdrawing technique simply entails ignoring conflict. It works well when a cooling off period is required to better comprehend the conflicting situation and in situations when team members are both uncooperative and unassertive. It is worth to note that the technique is ineffective when the issue involved is of immediate concern or critical to successful project completion (Kerzner & Saladis, 2017).

The smoothing technique is an appeasing approach that involves focusing on agreement areas and avoiding disagreement points. The technique works well when a project manager seeks to maintain harmony and avoid conflictive situations. Given that smoothing only maintains peace on short-term basis, it implies that the technique lacks the capacity to offer long-term solution to conflict. In other words, conflict is likely to reappear again because the tactic does not address conflict, but only tends to slow down the problem (Kerzner & Saladis, 2017).

Solving conflict using the compromising technique entails considering all the issues, bargaining, and identifying solutions that offer a desirable level of satisfaction to those involved in conflict. Under such circumstances, no specific party that wins, but instead both acquire a certain degree of satisfaction. Sometimes, the parties feel hurt as a result of forfeiting something important. To address the conflict fully, a compromise should be reached and accepted by both parties. In a project situation, part of the problems of compromising is that key project aspects tend to be compromised with the expectation to attain personal objectives (Kerzner & Saladis, 2017).

According to Kerzner & Saladis (2017), collaborating is also an effective technique that project managers can use to resolve conflict and maintain the productivity of team members. Multiple viewpoints and ideas from project members are incorporated creating a learning opportunity. With active collaboration, it becomes easier to get consensus and commitment from the team. However, it is important to note that the technique could be ineffective especially when the viewpoints of the manager and those of the team are mutually exclusive.

Explain at least three (3) leadership approaches and when they are best utilized.

Different leadership approaches are effective for different problems and personalities. Examples of these approaches include servant leadership, transactional leadership, and authentic leadership. According to Copeland (2016), a servant leader shifts own interests to the followers. The approach is mostly utilized when a leader seeks to offer guidance to the followers, empower them, and create a culture of trust that facilitates attainment of organizational goals and objectives.

Transactional leadership is another approach common in many organizations. A leader focuses on giving some valuable items in exchange of the services offered by followers. This approach is used mostly when a leader is determined to motivate the staff to produce powerful results as a result of motivation. The approach is also utilized when leaders are interested in assessing or evaluating the level of employee performance and consequently taking corrective measures (Copeland, 2016).

Concerning the authentic leadership, Copeland (2016) asserts that this approach involves leader’s ability to demonstrate a genuine behavior and a sense of authenticity with the intention to earn trust from the followers. An authentic leader comprehends individual weaknesses and strengths and recognizes his/her impact on others through behavior and interaction. The approach is applied mostly in situations where a leader is focused or determined to lead under the guidance of own morals and values. A leader is able to self-regulate a person’s behavior by resisting group and societal pressures.

Describe five (5) ethical situations or dilemmas that project managers might face in their role within an organization.

Major ethical situations or dilemmas that project managers are likely to encounter include conflicts of interest, accepting blame, safety standards, favoritism, and accountability. As noted by Hanks (2017), conflicts of interest is a major ethical concern for many project managers. In most cases, it happens when a group or an individual has many interests in a given project, any which can easily generate integrity issues. For example, when a project manager receives and accepts bid from family businesses, the decision can could raise integrity issues.

On accepting blame, a project manager can decide to protect his position by transferring blame to workers, vendors, or project supervisors. Accepting blame when a project fails is an ethical responsibility for managers. Rather than wasting time hiding evidence or shifting blame, project managers are expected to focus on how to address the current problems facing the project and facilitate successful completion (Hanks, 2017).

Safety standards also present a dilemma for project managers. According to Hanks (2017), project managers are tasked with the responsibility to ensure that the project team is offered safe working conditions. When managers opt to ignore safety standards as a cost-cutting strategy, they will be held accountable of not adhering to safety standards. Project managers who recognize the importance of maintaining acceptable safety standards helps prevent unnecessary project costs such as those involved in correcting minor mistakes.

Concerning favoritism, it is important for project managers to select project members based on individual capabilities, not personal preferences. In other words, they should not show prejudice towards a particular vendor, supervisor, or project member. Showing prejudice, say to a worker, based on ethnicity, gender, religion, race, or other criteria is likely to compromise project’s behavior. In extreme cases, an organization could face discrimination lawsuit (Hanks, 2017).

Lastly, accountability issues arise when project managers try to run away from consequences. This does not only damage the reputation of the project manager, but is likely to yield additional project issues by hiding the root cause of the problem. Managers must recognize the importance of accepting own mistakes and other situations where project stakeholders or project team attempt to transfer responsibilities for accountability issues that may arise (Hanks, 2017).

Summarize tools and techniques commonly used in project procurement.

According to Rowley (2013), numerous tools and techniques are used in project management. They include make-or-buy analysis, expert judgment meetings, bidder conference, market research, proposal evaluation techniques, estimates, advertising, administration of records, and procurement audits. Make-or-buy analysis helps to establish whether the project team is capable of accomplishing a given component of the project. Market research entails the assessment of vendors’ capability in general and the specific vendors for the project. Bidder conference is important because it presents an opportunity for all potential sellers to comprehend the procurement requirements prior to submitting bid. Proposal evaluation once the bids have been received. The evaluation technique based on the criteria identified during the plan procurement process. Advertising helps to broaden list of prospective sellers. This can be done through specialty trade publications. Analytical techniques are important in the sense that they help establish the capability of the vendor to complete tasks. Analysis is done based on previous performance. Procurement negotiations entail calculating procurement agreement terms with sellers selected during the bidding process to allow finalization of procurement contract. Procurement audits is a review of the process of procurement and is done after procurement completion. Procurement tools and techniques must clearly show the process to which they belong. Some tools and techniques can be used with different types of procurements, for instance the bidder conference, because they offer a wide range of options for organizations to choose from.

Assess the role of technology in project management.

It is clear that technology has greatly transformed the project management field in many ways that include the following ones. As mentioned by Bunner (2016), technology helps improve communication. For many project managers, communication is a critical component to project success. Previously, project managers relied mostly on voice messages and other unreliable forms of communication to share important project information with project team and stakeholders. With advancement in technology, project managers easily use latest technology to communicate, share documents, project updates and other important information with project teams. Technology also provides real time reporting and updates. In the past, project managers spent many days collecting updates from stakeholders and distributing report to the team. In today’s world, availability of technology, for example cloud-based management software, allows project managers to monitor task status, offer updates, and communicate any issue that arises. Technology also contributes to decentralized project teams.

Many years ago, it was not easy for the project team to work effectively without them meeting regularly. Technology advancement makes it possible for organizations to develop project teams with contractors and employees located in different cities, countries, and continents. This does not only facilitate enhanced alignment between available resources and project needs, but also improves the teams’ operation speed. Lastly, technology encourages social collaboration. With many organizations realizing the benefits of utilizing social collaboration tools, managing projects has become easier and faster. Other than sifting through complicated emails and meeting notes to identify vital information, it is now easy for project team members to use cloud collaboration tools and communicate in real time. The team also finds it easier to organize interactions and project documents from a single location. Other benefits that come with advancement in technology include sharing ideas with a wide audience, faster completion of tasks, and allowing project managers to monitor project progress without having to plan for unnecessary status meetings (Bunner, 2016).

Provide your expectations for the development of the project management field aided by modern technologies.

In my view, modern technologies have had a considerable impact in terms of the development of the project management field. Recent technology developments have played a big role in defining the success of projects. With the availability of the right tools, project managers find it easier to monitor progress and respond to deviations that are likely hinder success project completion. Worthwhile technology tools that are now readily available allow for increased efficiencies, smoother operations, and offer an improved overall collaborative experience. In other words, I feel that modern technologies has made planning and execution of project activities very easy leading to enormous improvement in the project management field.

References

Bezak, S., & Nahod, M. M. (2011). Project manager's role analysis as a project management concept. Tehnički vjesnik, 18(1), 33-40.

Bunner, A. (2016). 5 ways technology has changed project management. Retrieved from https://www.clarizen.com/5-ways-technology-has-changed-project-management/

Copeland, M. K. (2016). The impact of authentic, ethical, transformational leadership on leader effectiveness. Journal of Leadership, Accountability and Ethics, 13(3), 79.

Fairfield, K. D. (2016). Understanding functional and divisional organizational structure: A classroom exercise. Management Teaching Review, 1(4), 242-251.

Gillard, S. (2017). The Human Element of Project Management. Contemporary Issues in Education Research, 10(3), 185-188.

Hanks, G. (2017). Ethical Issues in Project Management. Retrieved from https://bizfluent.com/info-7877302-ethical-issues-project-management.html

Kerzner, H., & Saladis, F. P. (2017). Project management workbook and PMP/CAPM exam study guide. John Wiley & Sons.

Majeed, M. (2012).Human Resource Issues in Project Management. Retrieved from https://project-management.com/human-resource-issues-in-project-management/

Rowley, J. (2013).5th Edition PMBOK Guide—Step 5: Memorizing Tools & Techniques (Procurement Management Knowledge Area). Retrieved from https://4squareviews.com/2013/10/24/5th-edition-pmbok-guide-step-5-memorizing-tools-techniques-procurement-management-knowledge-area/

Schnetler, R., Steyn, H., & Van Staden, P. J. (2015). Characteristics of matrix structures, and their effects on project success. South African Journal of Industrial Engineering, 26(1), 11-26.

Score: 73 out of 75. Good draft, Ainur.   The sections marked (OK)’s are areas that look ready for your final version (certainly may be finalized/expanded as needed for your final version). The ones marked (X)’s and (XX)’s are areas which lack some key points that I will be looking for improvement in your final version.  Dr. Lu

(OK) For rubric#1, looking for different organizational structures as it relates to project management (i.e., functional, project-based, matrix).

(OK) For rubric#2, looking for different roles that project managers can play in organizational leadership – strategic planning and consulting, project planning and monitoring, communicating, managing and leading, etc.

(OK) For rubric#3, human factors such as organizational culture, personnel policies, training, salary, etc.

(OK) For rubric#4, looking for conflict resolution like Collaborative/Problem Solve, Compromise/Reconcile, Force/Direct, and Withdraw/Avoiding.

(OK) For rubric #5, looking for leadership approaches such as authoritative, coaching, coercive and democratic.

(OK) For #6, looking for things like favoritism, bias, endangering team members.

(OK) For rubric #7, looking for tools like make-or-buy analysis, procurement audit, market research, etc.

(X) For Rubric #8, use of technology tools such as computer software for scheduling, resource management, and budget planning.

(XX) For Rubric #9, expectations in technology to more advancement in computer software for scheduling, resource management, and budget planning, etc. Check textbook for software being used for different Knowledge areas: Integration – Project mgt software – Cloud computing, AI (p. 172); Scope – p. 210 – Microsoft Project – WBS; Time – Microsoft project using templates (p. 250);Cost – financial software (accounting), Portfolio Management software (p. 290); Quality – Testing tools – statistical software or Excel (p. 333); Risk – Simulation (p. 455); H/R –ERP (p. 379); Communications (p. 408) collaboration tools/ LinkedIn/Procurement (p. 485) – e-procurement; Stakeholders – (p. 508) – collaboration tools.