Therefore, the role of project managers is important because they are persons who are responsible for the success of project (Sunindijo, Hadikusumo & Ogunlana, 2007). People may see project manager’s characters not really important in overall project progress but it may decide the result of the end performance in that project. The roles of project managers are necessary for organizational success as they allocate and distribute the resources required for a project, look overall process and take responsibility in leading to successful project (Afndy, 2013). Therefore, in developing a good project manager, there are important steps either to know what he or she can do, what skills can he or she performed and their career path in order to cope any problem and accomplish the aim of the project (El-Sabaa,
A project manager has to understand that she should not know everything. A successful project manager understands that she has team who has different skills and knowledge that needs to be used to the highest potential. As Creasy et al. (2013) points out also for project managers there needs to be continuous training and
Policies of the organization must be strictly adhering to. Weaknesses: The project managers often compromise. It is often leads to failure Project Managers hoard resources for their own project, thus having a negative impact on the success of other projects. 1. Determine quality Objectives Customer satisfaction: The customer basically determines the level of quality.
Project managers provide direction at every step of the project, so that each team leader can knows what is expected from the project manager. Effective communication in the project is crucial to everyone for its successful completion. It needs proper communication to increase confidence by creating clear expectations. Project team member required proper written and oral communication skills to communicate clearly to everyone in the team. In addition, leadership is also a challenge in project management.
CASE FOR INTRODUCING PERFORMANCE MANAGEMENT TO OUR PLACE OF WORK INTRODUCTION Performance Management can be described as a process by which organisations set goals, determine standards, assign and evaluate work, and distribute rewards (Varma et al 2008, cited in Carbery and Cross 2013). It can help align an organisation’s strategies to the day-to-day practices of its staff, and how those staff can influence the achievement of the organisations objectives through management of their performance. This report will make a case for introducing a performance management system in the place of work. It will address the objectives of performance management, outline the benefits and also examine a healthcare perspective in implementation of a performance
The project management team structure confirms decision making forums and specifies responsibilities, goals, knowledge and skills required for each of the roles in order to ensure that the project has effective and appropriate support and governance. Key roles within this structure are detailed as follows: Project
Furthermore (Aghdam & Mahjoub, 2013) has stated that one of the most important organizational strategies to effective use of organizational resources in each organization is to evaluate employees’ performance and accurate evaluation of the performance is very important in order to maximize their effectiveness and efficiency in organizations. Performance as overall expected values of the organization is defined as one of the behavior discrete patches which a person does during a certain period of time (Aghdam & Mahjoub, 2013). Also the job performance means the degree to which employees do jobs in specific working conditions granted to them (Mohyeldin & Suliman,
Common Sources of Conflict in a Project The major sources of conflict among project teams are project goals not agreed upon, disagreement of the project's priorities and conflicting work schedules. Most organizations today run multiple projects and team members often find themselves serving on a variety of project teams and may report to a variety of project managers while reporting directly to functional managers. Complex reporting relationships make it difficult to share information. Personality and interpersonal issues may also draw conflict, particularly in high technology environments, where cross-functional, self-directed teams with technical backgrounds must rely on work of others to get their own work done. The following are common reasons of project conflicts: • Conflicting interests of stakeholders.
3. Inadequate Skills for the Project A project sometimes requires skills that the project's contributors do not possess. Project management training can help a project leader determine the needed competencies, assess the available workers and recommend training, outsourcing or hiring additional staff. 4. Lack of Accountability A project manager's leadership qualities can shine when each member of the team takes responsibility for his or her role in achieving project success.
The PM will develop the reporting structure for the status of the project in accordance with the communication management plan. The PM will be responsible for acquiring the resources required for the project. He will manage the stakeholders to protect the project from any negative impact caused by them. During the life cycle of the project, he will focus on the all the ten knowledge areas of Project Management Institute (PMI) i.e. (Time, Cost, Scope, Quality, risk, resource, procurement, communication, stakeholders and integration).