Following the prevailing ideological and managerial ambivalence between the executive director of research and development and the executive director of sales regarding the solution to the employee poaching crisis by a rival competitor firm, the CEO requires the mediation and reconciliation planning process of the two executives to follow the schematics of project management. Project management calls for a four stage paradigm to the entire life cycle. The steps are initiation stage, planning stage, execution phase, and provision of the closure of the project. In your opinion, what are the limitations of the project management life cycle theory about you and two other project managers' plans.?
In the initiation stage, it is imperative and pivotally critical to the overall success of the project for the project managers to intuitively know and consequently acknowledge that overlapping and conflict of ideas, opinions, approaches and decision-making is bound to crop up at some instances. Additionally, the planning phase priority index for the managers may conflict as one player may see one issue as being the most sensitive to attend to first while the other may have a contrary opinion on the same matter (PMBOK, 2013). For execution, the managers may have an entirely ambivalent approach towards carrying out the project tasks and activities. One may think that employee training and contracting is better while another may develop an employee outsourcing approach towards maintaining the productive and competitive edge of advancement corporation. Another limitation may occur at the project closure phase as a result of working with two other project managers is the possibility of an incomplete punch list. Assumptions and undocumented or undiscussed reassignment of employees during the previous phases by the project managers may lead to a closure that exhibits a probable punch list. Therefore, the closure may experience turmoil as some of the components of the project will be missing. Tell why the project management life cycle theory may be limited or oversimplified.
The project management life cycle theory may be limited as a function of inadequate or possible assumptions, omissions, and shady detailing of the overall project at the initiation and planning stage and consequently during the process of carrying out the project. Oversimplification may occur due to the integration of unnecessary steps and activities that were not an integral element of the project (Larson & Gray, 2011). How would you improve the project management plans of two other project managers if you were the project manager of their respective proposed projects? Be supportive and constructive.
The overall project team leader proves to the most vital element of a proposed project. All the decisions, policies and changes must be directly evaluated, checked and approved by the project leader. Therefore, as the overall project manager, some paramount set of skills and accommodations must be well thought out, planned and executed. Critical evaluation of the project management plans of the other managers is a must to ensure that all the stages of project management are existent. Then provide insight and advice on the shortcomings of the plans. Also, the leader must provide a good communication plan and avenue and most importantly, ensure that the project management operates on an open door policy. Ensuring that project contraction, misconduct such as misappropriations of funds, and deviations do not occur because they are extensively costly to the project, time-consuming and oversimplifies the entire process. Additionally, as a team leader, one must engage inclusive leadership and inculcate teamwork principles and standards with everyone onboard the project from the executives, managers, shareholders, stakeholders, staff and the similar personnel support systems in place.
Provide constructive feedback to at least two other project managers.
As the team leader, feedback is highly influential to the overall success of the project. At every stage, the leader has to evaluate and monitor the other managers and communicate appropriately (Munter, 2006). The leader draws up principles and policies that steer the project process towards a successful completion. Such include advising, correcting and providing positive insight geared towards enhancing the capability and success level of the managers.
References
Larson, E. W., & Gray, C. F. (2011). Project Management: The managerial process.
Munter, M. (2006). Guide to managerial communication. Pearson Education India.
PMBOK. (2013). Project Management Body of Knowledge (PMBOK® GUIDE) (5 ed.). Newtown Square, Pennsylvania 19073-3299 USA, USA: Project Management Institute, Inc.
