Strengths of PPP Project Manager
PPP Project Manager was very competent in his field. As such, he understood all the requirements and the process of project management. This includes conducting effective feasibility study, interacting with stakeholders, reporting on project progress, and managing activities, which were involved in this project. Moreover, PPP Project Manager had strong skills in project management, which made him identify problems at early stages of the project prior to completion (Badawy 2005). This created room for correcting these problems.
Weaknesses of the Project Officer
Project Officer had a weakness of assuming that transaction advisors (TAs) were competent enough in their job obligations. As such, the Project Officer failed to supervise their work and gave them freedom of managing their activities. Consequently, TAs led to attainment of bidders with poor quality submissions, as well as lack of experience. To overcome this weakness, Project Officer should have provided a guideline to TAs on how to undertake the procurement process. This should have included an extensive discussion with TAs on the necessity of the procurement process. In addition, project officer should have engaged in supervising the functions of TAs to ensure that they deliver as per the expectations.
Thought on Transaction Advisors
Actually, micro managing the performance of transaction advisors may become a hectic process. This is because there are several issues, which a project officer has to attend to. Therefore, it is good to delegate as much as possible to transaction advisors and project team (Grath 1984). This creates room for having an effective control of the performance of the project. Nevertheless, there is a need of monitoring the progress, as well as functions of transaction advisors and project team. This aid in ensuring that competency is exhibited in the performance of duties, and no malicious activities takes place.
Bibliography
Badawy, M, 2005. Developing managerial skills in engineers and scientists: succeeding as
a technical manager. New York: Wiley and Sons.
Grath, M, 1984. Groups Interactions and Perfomance. Englewood Cliffs: Prentice Hall.
kelv, L. (1948). Resolving Social conflicts. New York: Harper and Row.
