Peer Responses 2

Respond to two students discussion post. Just type the paragraph under the discussion. It doesn’t have to be in essay form.

Also, make sure that your response(s) are substantial and at least 100 words.  In your responses, you must include connections to course learning objectives. 

Discussion Post #1

Vanessa Calhoun

In Chapter 1, we are introduced to primary definitions of a project. We learn that a project is a temporary venture (with definite beginning and ending points) that has a predetermined goal of obtaining specified results. A project should have a budget, a clearly defined scope of work to be performed, and specific performance requirements to be met. The budget, scope, time, and performance requirements are subject to change pending amendments to the desired outcome. Project management is the career field that involves the application of knowledge, skills, and techniques to project activities to meet the project requirements (Heagney, 2011).

Chapter 1 also discusses the different phases of the project life cycle. They are identified as Concept, Definition, Planning, Execution, and Closeout. Each stage of the project life cycle is dependent upon the preceding phase.  Coincidentally, a breakdown in one of these phases is detrimental to the life cycle and can result in project failure.  According to Heagney, the main reason for project failure is improper implementation of the planning phase. As a licensed REALTOR and real estate investor, I was surprised to learn that construction projects have an estimated “rework” statistic of 30%. Honestly, I figured it to be relatively higher.

In Chapter 2, we learn more about the Role of the Project Manager. The PMBOK guide describes the role of the project manager as the person assigned by the performing organization to lead the team. This person is responsible for achieving the project objectives. However, Heagney further describes this role as someone who has the primary responsibility to ensure the project is completed on time, within budget and scope, and at the correct performance level. Heagney adamantly impresses that the project manager’s role is to manage the project and to not do the work. One thing I have noticed about Heagney’s assessment of the role of the project manager is that he continually relays to the reader that the job requires a great grasp of interpersonal skills. He explains that the job is not technical in nature, but it requires one’s ability to work appropriately manage people so that they’re willing to complete the required tasks, in a timely manner and within budget, that will help achieve the end goal. He notes that one of the major complaints of project managers is that they tend to be saddled with a lot of responsibility with no actual authority. My key point to remember is his response to these complaining managers is to simply take matters into their own hands. When it comes to the decision-making process, make the decision instead of waiting for permission. His method reminds me of one of my favorite sayings, “Sometimes, we must beg for forgiveness instead of asking for permission”.

As a real estate investor, I deal with project management on regular basis. Our renovation projects have values assigned to the scope of work to be done, construction and holding costs, and the allocated time for completion. Based upon these values, we determine our best course of action for performing tasks so that each job is completed within the pre-determined scope, cost, and time. Of course, changes in code or permitting may require a change in the time or cost of the project and we must adjust accordingly. The more I learn about Project Management, the more I realize that we utilize project management skills more than we realize.

Discussion Post #2

Jennifer Daum p

In Heagney's Chapters 1 and 2 we learn the basics of what Project Management is.   In the beginning of Chapter 1 I found it interesting when the differences between a general manager and a project manager were described.   The projects for a Project Manager are more intense than the ones that a General Manager faces and this is because they are on a set time constraint and budget and have specific performance requirements.  When people are placed on a Project team, they do not necessarily report to the Project Manager, whereas the people under a General Manager report directly to him.  Project Management was defined in many ways, but I found the definition by Dr. J.M. Juran to be the best one of all of them, he said that project management is "a problem scheduled for a solution." (Heagney, 2) This is basically why projects are started, but as the book says most of the time problems are "negative" but not all projects that are started are started for a negative reason.  The PMBOK Guide on the other hand says that Project Management is "application of knowledge, skills, tools and techniques to project activities to meet the project requirements." (Heagney, 4).  Project Managers are used to help get the job completed and therefore must be the leader of the project, and not be directly involved in the actual project.  When a manager is directly involved with the project it can cause the project to fail because he is more focused on the task he is assigned with the project rather than overseeing it. 

One of the most important qualities of a Project Manager is their people skills.  You need to have good relations with your project team so that they realize that you would never ask them to do something that you would not do yourself.  Good communication skills are important.  If the project manager is involved in the everyday operations of the project, this gains the trust of his employees and sees that he is directly involved with the project.  With these people skills comes compromising.   A project leader needs to be willing to compromise with its employees so that they don't get worn out, therefore they need to be able to make sure that the tasks of the project can be completed even if someone needs to take a sick day.  A manager must be able to also understand that his employees have a life outside of this project and know what the boundaries are when it comes to making them work too hard in order to meet a deadline, and not ask anymore of them than he would expect from himself.  

One of the terms that Project Managers use is the Project Life Cycle.  This is a term that refers to Initiating, planning, executing, monitoring and then controlling and closing a project.   This means in the initiating stage of the project they come up with the objective, the scope and constraints of the project.   Then in the planning stage of it they write up the project report, evaluate it and then choose the proper team for the project.  Then in the execution stage they manage all the information and then distribution the team appropriately.   The manager then will monitor the progression of the project making any changes that may be needed to personnel, budget or supplies with the project.   Then in the controlling stage the manager makes sure that the project is going to be completed on time and within the budget allotted.   The closing stage is to hopefully learn lessons from this project to apply to future ones, by asking questions like "What did we do well?" and "What do we need to do to improve next time?" (Heagney, 14)