Conducting a Management Project

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The technical component is necessary to recognize the critical activities that influence the total length of time a project takes to finish. The human resource elements deal with the issues of headship and worker inspiration within a group or team atmosphere.
A project is an organized activity to accomplish an objective. It can be defined as a series of related tasks that are directed towards a common output which will be completed during a period of time. It is the planning, directing and controlling resources (people, equipment, material) to meet the technical, cost and time constraints of the project.
A project is a completely new task. thus there are no repetitive activities. It will be operated for the first time and the challenge cannot be predicted which may incur in the future. The team members have to be conscious of their work and should monitor whether they can achieve the desired objective. Thus there will be continuous evaluation, monitoring, controlling until the project is completed. In short, we can say that project management has taken place during the overall life of the project. The new project team will be formed and after accomplishing its objective, it will be dispersed. Thus there will be more time required for the team members to perform effectively and there should be a conscious effort to ensure the participation of the team members by way of effective communication and motivation.
Responsibilities of the project manager:
Project managers characteristically have a distinctive role within the conventional organization structure. Most project management squads are multidisciplinary in character, concerning a wide variety of abilities and organizational units. Frequently these teams consist of people from engineering, operations and marketing, and from support services that include risk management, systems operations, auditing, and legal groups. Accordingly, today’s project managers have to often cross conventional functional lines to achieve the support necessary for the completion of a project. In most occasions, this support is requested without formal authority. Therefore, the project manager must make a combined culture that relies a lot on social skills as well as practical expertise.
Without the authority of a traditional functional manager and the allied system of rewards and penalties, project managers have to make their authority by building trust, respect, and credibility among project members, as well as by representing sound decision making – all within an exciting work situation.
High-performance project teams:
In today’s multifaceted and hi-tech sophisticated environment, the cluster has remerged insignificance in the structure of project teams, the qualities of a project team and its vital performance relied on many aspects that involve both people and structural matters. Even though each organization has its own methods of performance, there is common agreement among project managers on which aspects are separated into the following four categories:
1. Task-associated variables are direct measures of task performance, such as the skill to generate standard results on time and within budget, inventive performance, and the skill to change.
2. People-associated variables influence the inner working of the group and include excellent communications, high participation, and capacity to decide the conflict, and mutual trust and commitment to project objectives.