PROJECT MGMT - LASA – Final Project Report

Module 2 A2

Romeo Joson

8/26/15

Introduction

Every project has individuals of group of people who have influence on or who get affected by the operations of the project. These people form part of the stakeholders of the project. For the District 4 warehouse move, the stakeholders comprise of the management, project team customers, owners or shareholders, local authorities, subcontractors, vendors and employees. The project team is picked among the interested parties. The composition of this project team will be made of representatives from each of the categories of the stakeholders (Choudhury, 1988).

How will project communications and interactions work between the project manager, the stakeholders and the project team?

It is the role of the project manager to coordinate project activities and to pass important information within the project team and between the team and the stakeholders. Effective flow of information across the groups is one major key to success of a project. Each of the stakeholders needs to know different aspects of the project and therefore there information needs are unique for each group. The project manager therefore has a duty to draw up unique communication strategy for every class of the stakeholders.

What are some of the issues you, as the project manager will need to be concerned about in forming the project team?

Formation of the project team is a critical duty for the manager. The team has to work effectively in order to realize the project deliverables. If not properly constituted, there are high chances of that the project may not reach its goals. The members of the team must be people who can work together for the good of the group; they should share common agenda and vision for the group. The selection ought to be done such that all the stakeholders who represent various sections of the project are included and brought together to form one tight unit. The manager has to consider how each of the team members will fit in and the roles they will play. Finally the skills that the individual members bring to the project for the effective performance of the project team and its ability to deliver.

What, if any, situational factors exist that may affect the project team’s performance?

In any group of people there are bound to arise situational factors and disagreements. Even in a project, as much as the team is working towards a common objective, they may not be ready to see things in the same way. The manager therefore has to learn and adopt the conflict resolution mechanism (Rahim, 2015). He cannot allow individual differences to work against the aims of the group. The effectiveness of the group is based on the fact that there is recognition of individual differences and that there is a sharing of a common goal. It is the prerogative of the project manager to make the members internalize this truth.

What are some project pitfalls you will want to watch out for as you execute this project?

The project has pitfalls that the manager has to watch out for if he wants the project to succeed. These traps require adequate planning and constant monitoring during the life of the project. First is undefined or unclear goals. If the goals are not well set, there is a potential of the team working without direction. The second issue is the scope and budget. If the team does not work with time to handle the project within the pre-determined scope, there is a chance of the team running out of budget, hence forcing it to request for more funds or to adjust the project. The third issue is that of accountability. The stakeholders will want the team to have them updated on all the project activities, stages and especially the use of project funds. Lack of it may prompt the sponsors to stop the project if they think that their resources are not being used well. Poor information sharing and swindling or misuse of funds are some of the areas that the manager will have to work hard to avoid.

Reference

Rahim. A. M (2015) Managing Conflicts in Organizations. Transaction Publishers - Business & Economics

Choudhury. S (1988) Project Management. Tata McGraw-Hill Education - Management