Issues in Project Management Question 4

Issuesin Project Management

Question4

Amajorsourceof conflictin projectmanagementis a lackof a clearschedulecoupledwith thefailureof employeesto adhere to theoutlinedworkroutine.Itresultsin collisionsand,therefore,there is a delayedservicedelivery.Itaffectstheefficiencyof theprojectin thelong-run. To counter this,managersshould developa workplanbeforehandandmakesurethateveryemployeebecomeswellacquaintedwith their responsibilitybefore theycommencetheir work.Anyadditionalresponsibilitiesshould be wellcommunicatedwhenever there is a needto performextraduties.In therealworld,thefederalemployeesstickto their duties,andtheyrarelyriseto assistothers whenin need.Itis dueto therigidschedulesthat leadto delaysin thedeliveryof services(Kerzner,2013).

Arecommendable methodof conflictresolutionis theuseof authoritybestowedupon themanagersby thevirtueof their position.Whenthelineof workis clear,managershavean upperhandto enforceitthrough thewordof mouth.An exemplaryscenariotakesplacein theUnited States Marine operationswherebysergeants practiceauthorityby justthewordof mouth.Whenever there is a heateddisagreement,themarine in chargeshoutsan orderandthegroundbecomesfertileto solvetheissues.

Question5

Theworkbreakdownprocessis at thedisposalof managersto usedepending on thekindof initiativetheycarryout.Thethree levels usedinclude,thetop-down approach,theanalogy,andbottom-up approach.Thetop-down methodis applicablewhenthere is needto focuson theoutcome.Theoutcomesbecomenecessaryto tracetheprojectt its possiblestartbefore commencingit.Forsimilarprojectswhoseendresultsare homogenous andpredictable,theanalogyapproachcan be used.Thebottom-up approachfindsengagementin thetechnicallevels of a project.Itis mostlycommonin thefourth level of projectmanagement.In theselevels, there is a lotof manpowerandtechnicalskillsneeded.Everysingleprojected,therefore,becomesuniquely manageddue to its customized andspecialneeds.Atemplate, therefore,cannot be used.Furthermore,managersdoa lotofworkbreakdownsanddatabase management,anditwould be expensiveto followa laiddown template (Kerzner,2013).

Theroleof managersin establishingthefirstthree levels of a projectis veryvital.Since itis theinceptionphase,all thestakeholders involvedneeda conciseinformationregardingtheir rolesandresponsibilities.Managerscan onlyexplaintheseiftheyare partf thefirstthree phases.Abetterimplementation will resultwheneveryone is awareof theprojectedoutcomeas explainedby themanagers.Forexample,thefunctionalmanagerneedsto be thereto havea cleargraspof theprojectneeds,forexample,thehumancapitalandmachineryrequiredandtheypasstheinformationto theresponsiblepeople(Kerzner,2013).

Question6a

CPMandPERT are bothfindapplicationin projectmanagement.TheCPM durationis fairlypredictablethan thatof thedurationof PERT. Whenitcomesto thegroundapplication,constructionprojectsmostlyuseCPM whileresearchanddevelopmentprojectsapplyPERT. However,bothallowthemanagersto monitorandmanageresourcesandanalyzetheworkschedulesto maketheprojectsefficient.Forexample,a projectmanagementteamcan determinetheexactperiodfora projectby analyzingthestepsas presentedby CPM. Thespecifictiming of theactivitieswill be shownby usingPERT.

Question6b

Whenmanaginga projectmanagerscan usevarioussoftware. Itbecomesimperativein helpingteammembersto shareinformationwith ease.Somesoftware is importantin trackinghecostandmakeestimatesof thefutureuse.Theylacktechnicality in use,andtheydonot requirelengthytraining.However,someare verycostly,andtheycan inflatethevalueof a project.Theymay alsocomplicatea simpleprojectthat would haveotherwisebeenmoreviable without theuseof a software (Kerzner,2013). The rationale behind managers using project managementsoftware when laying down the plan is that they can share informationwith the relevant parties with a lot of ease. Secondly, any vitalinformation is retrievable in future when the need arise.

References

Kerzner,H. R. (2013). Projectmanagement: a systems approach to planning, scheduling, andcontrolling.John Wiley &amp Sons: New York.