LASA – Final Project Report

Project Team and Stakeholders Management

Project Interaction and Communication

This project is formed of boundaries and hierarchal divisions that define the flow of work and information from one section to the other. The circulation of information between all the stakeholders that are consisted in the project is determined by the level of bonding and relationship that exists between each party. Likewise, some determinates re used to regulate the level of communication and interactions. For example, understanding g of member roles and responsibilities will provide a clear distinction and also direction of the need for interaction with other members of the project team. Moreover, the tools and strategies adopted by each project team will equally regulate the level of interaction and also the way of communication within a project.

The structure of communication in this project will first involve every member of the project management team and also other stakeholders to the project. The stakeholders’ roles also are specified and every member of the project team and the team manager is deemed responsible for meeting every demand of the external stakeholders as well as the internal stakeholders. After enhancing such level of understanding among every stakeholder to the project, there will be given a forum channels that will help steer the communication and interaction levels within the project .These forums will be through the organization of events that build up relationship and bonding between project managers and team members. Also there will be organization of events that enhances trust between each stakeholder of the project, e.g., team building and vocational training.

Issue to consider in project Team formation

Team formation is one of the key matters that will determine the success of the project. In team composition, some aspects are considered for the benefit of the whole project delivery. One of the major issues is cohesiveness and understanding. Most of the team members in the project have sufficient skills, and they have different strategies that they are well off than the others. In most cases, they are expected to prefer their way of doing work against the other members of the team. This might end up into team conflict; therefore, when forming a project team, evaluation on the team member skills is done and team members will be chosen on their dependency in order to enhance team cohesion and understanding

Another issue to consider will entail the formation process. Different stages are involved in the team formation process (Kerzner, 2013). These stages include forming, storming, and norming, performing and adjourning. Every team development stage needs to be well established to evaluate the ability and the weaknesses of a team before fully involving it into a given task within the project. If this process is assumed it may lead to the failure of the team.

Situational Factors that may affect project team Performance

The first factor that may affect the level of team performance is the rise of conflicts. Team conflicts may arise as a result of inefficiencies during team development cycle. Such a conflict may be as a result of work sharing, communication and poor interaction with the team members. If in any case team members are not well bounded, they will have a less understanding on how to cohesively work as a group towards achieving group performance. It will also require the team members to have the spirit of one accord which is usually enhanced through the building of work relationship. The relationships will be developed during the prior stages of team formation and hence require every member of the team to be involved in the team formation or development process (Cheng et al., 2016). Other issues that will inhibit poor team performance include insufficient resources, change of management and poor time management within the group and during the execution cycle.

Project Pitfalls to Watch Out

The major project pitfall to watch out is a change of the environment. There is no well-defined, systematic process to help and track and approve any change within the project formation framework. There is a sense of rigidity in the project design structure that creates a greater potential of incurring more significant losses if any change may occur within the project. This issue also follows with the dependents within the project of whom their withdrawals will lead to a greater impact on the management sector which may end up impacting on the product and service quality of the project.

References

Cheng, J. C., Cheng, J. C., Venkataraman, V., & Venkataraman, V. (2016). Analyzing relationships between project team compositions and green building certification in green building projects. Built Environment Project and Asset Management, 6(5), 449-461.

Kerzner, H. (2013). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.