Any project has to work within the defined tools, analytics and processes but these have to operate within an environment where they are effectively managed and executed. This management and execution relies on the human factors which are the live aspects that control the project. In the absence of these live aspects, or the human factors, then the project can only remain in the planning and deliberation phase (Belout & Gauvreau, 2004). There has to be a way to allow the cr4eavctivity and individuals within the group that is tasked with project management to take place. There are three ways that this can be accomplished; on one hand, managing the speed of adoption of change across the organization. In many cases, a project will be accomplished as an entity owned partly by each unit or department within the organization. Some departments or units may reluctantly implement their required roles and thus delay the project especially when the roles are dependent. The project manager or the top level managers have to ensure that each department plays its role in a timely manner by enhancing communication within the group.
The second human factor is on the overall utilization of the process or system after the change. The lukewarm reception and the reluctance by some groups may in one way or another imply that the resistant groups such as the finance deportment in John’s case do not optimize the use of the new systems as a means of indicating their opposition to the new system. In this case, the focus is to integrate trainers and educators who can guide the users in the initial days so that they can familiarize with the systems and with time let go the resistant ideals that they hold in regard to the new systems (Belout & Gauvreau, 2004). This integration of trainers and educators as well as the in-house training on a regular basis would actualize the ability of the employees to embrace the system. A key aspect in the management of the project is to integrate every individual within the organization who is affected by the change. This integration means sharing the roles and in that case each person feels as though they own a part of the project. This individual-perception of ownership instills responsibility even in the utilization and advocacy for support where necessary (Belout & Gauvreau, 2004).
References
Belout, A., & Gauvreau, C. (2004). Factors influencing project success: the impact of human resource management. International journal of project management, 22(1), 1-11.
