George Vossos: Role Of Project Manager

Manage project team involves tracking team member performance, providing feedback, resolving issues and coordinating changes to enhance project performance. Observing the team behavior, managing conflicts, resolving issues and appraising team member performance are the main tasks in the process. The responsibility of managing the project team and ensuring the success of team management activities goes to the project manager. The project manager should ensure that the team members are not straying away from the project objectives and work as a unit towards the project deliverables. The process requires the management skills like, communication, conflict management, negotiation and leadership.

To organise for project management requires an understanding of the organisation’s architecture which includes the organisational hierarchy - the grouping of internal business units, the authority lines and interaction with one another. Each of these aspects should be designed to support project management within the organisation. Structure should follow strategy or else it may impede communication, coordination and decision making which are all key to success (Brevis, 2014, p. 224). Hence, an important function of upper management is to support project teams by either redesigning the organisation to emphasize projects or integrating projects into the current organisation (Graham & Englund, 2004).

This is timeline of the project from its design to the operational stage. For example, the team is required to allocate time to each development stage and ensures that all requirement and development of the project is done within the stipulated time. Provision of timeline is important in project development because it helps project management team to countercheck the progress of the development (Carr, 2009). At this stage the project planning team is mandated to consider labour required towards the development of the project. These will include number of managers, supervisors and workers needed for the project development based on the number of activities involves in the project development.

According, to Palmer, Dunford, and Akin, “an individual in the corporation must become knowledgeable of the issue to be rectified” (Palmer, Dunford, Akin, 2009, pg. 194). An employee, preferably an individual in top management must recognized a problem exist, thus, undertaking the necessary actions to attenuate the

Once a team is designed and launched, it is critical to periodically assess team member’s work processes and interaction patterns in light of their progress toward achieving their goals. Team members should use task analysis to guide the allocation of work components. (Polzer, 2003, p.3) A leader “must assess what should happen during the team’s launch, and then proceed to the teams’ on going work processes, and advice about how to improve dysfunctional processes. ”(Wageman, R. 2001).

A supervisor should use an employee performance counseling session to discuss employee performance or conduct that might require improvements; performance counseling sessions are the first form of performance action. Before the performance counseling session the supervisor must ensure that he or she has all the supporting documentation to support the session. The supervisor must also gather all facts for review, create a session outline to save time, arrange for session privacy, and the employee must be informed verbally and in person where the session will take place and topics to be covered. During the performance counseling session, face to face communication between the supervisor and the employee is very important. The supervisor should be flexible in how to approach the counseling session and a good listener.

The staff members include; Partners, Salaried partners, Directors, Architectural technologists and Architectural assistants. Company formation/Limited Company Robothams has one office in the centre of Warwick; this is a converted old library. The practice is split into three sections which accommodates the three different teams within the practice. They aim to complete their work locally within the Midlands, however they have at times completed projects in the Derbyshire and London area which involved commuting for site visits and project meetings. Of the 24 staff over half have chartered status within either the Royal Institute of British Architects or British Institute of Architectural Technologists; or are graduates from an architecture related degree course.

They are calm, cool and collective. The most common weaknesses are that team workers can delegate too often and are manipulative. Shapers are people who challenges the team to improve. They are dynamic and usually extroverted people who enjoy stimulating others, questioning the usuals, and finding the best way to solve a problem. The Shaper is the one who shakes things up to make sure that everything is precisely considered and that the team does not become complacent.

In the forming stage, this is the stage were team members are getting to know each other, their strength and weaknesses, exchanging information and also testing each other. Team members at this stage are trying to figure out and understand how they fit in to the team who will lead and coordinate them. They are usually looking to the project manager for clarity and direction. Raluca Zoltan and Romulus Vacea say that “The duration of the first stage of group development is uncertain, but it depends on a series of factors related to the group composition, to management accountability and to task which group has to carry out. Leader qualities are a factor that can shorten or, conversely, may extend substantially the duration of forming phase.

The additional recognition is that KPI is a risk management tool and this can complement the other techniques in the ERM toolkit. The reality is that the organizations have too many KPIs which results in the unmanageable situation of not being able to focus upon the most significant ones. The examples of the KPI in the information technology system is the usage versus the capacity, the number of systems that needs to be upgraded or versions to be released and the number of the help desk calls. The KPIs are affiliated with the tactical operational goals of the