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ITECH7401 Leadership In It Project Management 2
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ITECH7401 Leadership In It Project Management 2
1 Download5 Pages / 1,244 Words
Course Code: ITECH 7401
University: Flinders University
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Country: Australia
Question:
Overview
The purpose of this task is to encourage students to expand their thinking through reading and sharing of their ideas in a web 2.0 format used by many project managers.
Assessment Details
A blog is a discussion or informational site published on the web consisting of regular entries or posts in chronological order. A blog features diary-type commentary and links to articles on other websites. Many blogs focus on a particular topic; team blogs will focus on an area of project management leadership.
Blogs are useful for first time and experienced project managers, and are widely used in the industry. The purpose of your project management leadership blog is to share the results of your research and investigations with other members of your team, and gather their feedback regarding your thoughts and ideas.
Requirements
Students are required to work in a team (three to 5 members). Each individual student is required to select a journal article on some area of project management leadership related to the course, or extending the course ideas, and write a blog reviewing the journal article, providing a critique of the ideas including conclusions and lessons learned. The review should be supported by references from literature, demonstrating wider reading and critical thinking.
Answer:
Blog
It is essential to manage the construction projects in the infrastructure sector, which are quite complex, as maximum delays, are observed in this sector. The social as well as the economic importance of a managed investment in infrastructure is huge and therefore it is essential to mainly manage the projects in the infrastructure sector which are quite complex (Eriksson, Larsson & Pesämaa, 2017). Complexity in a project is considered as an important threshold variables associated with the complex project. Complexity in a project can be described as a property of the particular project which makes it difficult to understand or implement (Salet, Bertolini & Giezen, 2013). The complexity of a project can be managed by making use of flexibility focused project management approach. This is essential because the traditional project management approaches or paradigm does not involve control focused practices. The control focused practices are mainly based on extensive planning, monitoring and exploration of the knowledge that already exists (Eriksson, Larsson & Pesämaa, 2017). The flexible project management approach considers a number of aspects which includes time performance, collaboration, project complexity and adaptation. However, the accurateness of the focused project management approach in managing the different issues in the associated with the complex project is needed to be examined (Kardes et al., 2013). The research paper examines the viability of making use of focused project management approach is managing the complex infrastructure projects which will reduce the delays in the project.
The complexity in a particular project increases if the capability of the project manager decreases. The flexibility focused approach of project management is mainly based or focused on three central practices (Eriksson, Larsson & Pesämaa, 2017). It is mainly focused on the identification and testing of the new technical solutions and work processes associated with the organization (Eriksson, Larsson & Pesämaa, 2017). There are a number of other processes that can considerably help in managing the project’s complexity. The complexity of the project is needed to be conceptualized prior to the proposal of solution to the problem. It is essential to initiate and plan the management of complex project. Project managers play a significant role in management of the project complexities (Cruz & Marques, 2013). The complex construction projects normally suffer delays in their implementation and delivery mainly because these types of projects are difficult to manage. Thus it is seen that the management of complex projects is strongly influenced by the control focused paradigm and the experimental results suggest that it is one effective approach of reducing the delay in the project as well (Eriksson, Larsson & Pesämaa, 2017). However, the management of such type of complex project needs tailoring the project management practices for efficient management of this type of projects. Flexibility of time and schedule is necessary in management of the complex projects (Eriksson, Larsson & Pesämaa, 2017). The importance of tailoring the project management practices can be evaluated by comparing with the traditional project management practices that cannot guarantee the successful implementation of the project.
The focused approach of project management deals with collaboration among the team members in management of a project. Collaboration among the team members is needed for ensuring efficient communication with the team (Guo et al., 2014). Collaboration among the team members is furthermore important as it promotes effective interaction between the team members. The complex construction projects are often delayed mainly because it involves a lot of tasks that is needed to be finished (Too & Weaver, 2014). Apart from that, it becomes difficult for the project manager to ensure timely implementation of the tasks associated with a project. The chosen article takes a primary analysis to test and understand the acceptability of the flexibility-focused project management approach (Salet, Bertolini & Giezen, 2013). It has been found out that the project managers of complex projects make use flexible focused management of the project instead of the traditional control focused paradigm for increasing the flexibility in the project.
The project managers of complex infrastructure projects are challenged to keep their project focused. However, flexibility in the complex infrastructure project is important in order to eliminate any chances of delays in the project (Salet, Bertolini & Giezen, 2013). Project Managers should understand the capability of the projects in adjusting to project objectives. The capabilities of the project to adjust, largely depends on the consequences of the uncertain circumstances that might be present in a project (Eriksson, Larsson & Pesämaa, 2017). The capability of the project to adjust largely depends on the adaptability of the project team members.
The adaptability of the project team members increases the flexibility in the process of delivering a project. Coupled with the flexibility, project managers need to ensure accurate decision making process in the project as well (Eriksson, Larsson & Pesämaa, 2017). Flexibility in the project is associated with the degree of modularity in the projects. Project modularity refers to the possibility of dividing the projects into a number of sub units. This is one of the significant advantages of making use of flexible focused approach in project management. The efficiency in the project is directly linked with the immediate project outcome (Osipova & Eriksson, 2013). The division of the entire project in a number of sub units increases the effectiveness in the process of executing a project (Too & Weaver, 2014). Thus it can be said that the flexible focused project management approach helps in fulfilling the objectives of the project by increasing the effectiveness of the project.
However, it is seen that the flexible focused approach of project management only improves the effectiveness of the project and not the efficiency of the project, which is a major issue associated with this approach (Garel, 2013). Managing the complexity of the project in the infrastructure sector is a tough task and delays in such types of projects are a common phenomenon (Too & Weaver, 2014). Flexibility focused approach of project management helps in managing these complex projects by dividing the task into a number of subunits thus increasing its complexity. Therefore, this model of project management is effective for the projects in infrastructure sector.
References
Cruz, C. O., & Marques, R. C. (2013). Flexible contracts to cope with uncertainty in public–private partnerships. International Journal of Project Management, 31(3), 473-483.
Eriksson, P. E., Larsson, J., & Pesämaa, O. (2017). Managing complex projects in the infrastructure sector—A structural equation model for flexibility-focused project management. International Journal of Project Management, 35(8), 1512-1523.
Garel, G. (2013). A history of project management models: From pre-models to the standard models. International Journal of Project Management, 31(5), 663-669.
Guo, F., Chang-Richards, Y., Wilkinson, S., & Li, T. C. (2014). Effects of project governance structures on the management of risks in major infrastructure projects: A comparative analysis. International Journal of Project Management, 32(5), 815-826.
Kardes, I., Ozturk, A., Cavusgil, S. T., & Cavusgil, E. (2013). Managing global megaprojects: Complexity and risk management. International Business Review, 22(6), 905-917.
Osipova, E., & Eriksson, P. E. (2013). Balancing control and flexibility in joint risk management: Lessons learned from two construction projects. International Journal of Project Management, 31(3), 391-399.
Salet, W., Bertolini, L., & Giezen, M. (2013). Complexity and uncertainty: Problem or asset in decision making of mega infrastructure projects?. International Journal of Urban and Regional Research, 37(6), 1984-2000.
Too, E. G., & Weaver, P. (2014). The management of project management: A conceptual framework for project governance. International Journal of Project Management, 32(8), 1382-1394.
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