M1 Unit 3 Individual Assignment
CRANEFIELD COLLEGE OF PROJECT AND PROGRAMME MANAGEMENT
INDIVIDUAL ASSIGNMENT
FOR
MODULE M1:
PROJECT MANAGEMENT: LEADING, CREATING, IMPLEMENTING
AND IMPROVING
ICS, Inc.
Index
DeclarationPage 3
Executive SummaryPage 4
Problem Identification & Proposed SolutionsPage 6
1. Organisational StructurePage 6
2. Request for Proposal (RFP), Scope of Work (SOW) & ObjectivesPage 9
3. Project LifecyclePage 11
4. Conflict and CommunicationPage 13
Conclusion & RecommendationsPage 16
References & BibliographyPage 18
Declaration
Executive Summary
ICS, Inc. is a relatively small information systems consulting establishment. The company is headed by Ivana, the owner, and supported by 20 employees. They have recently been …show more content…
awarded a contract with a Fortune 100 company to design and implement an e-business system for one distribution centre. Depending on the success of this project, ICS, Inc. could possibly be assigned to install similar systems at a number of distribution centres. As a result of this, Ivana committed to completing the project within six months, despite the client proposing a nine month project lifecycle. In addition to this, Ivana reduced the project costs to a bare minimum.
The researcher has analysed the case study and based on the evaluation has identified the following problems and proposed solutions / recommendations:
Organisational Architecture not properly instituted:
ICS, Inc does not have a strong leader steering the company and the company employees. It is recommended that the company implement a strong leadership programme to reinstate leadership skills and improve work moral.
Furthermore, roles and responsibilities must be clearly be defined so as to avoid any vague authority and duties.
Request for Proposal (RFP), Scope of Work (SOW) and objectives not clearly defined:
When completing the RFP, all associated team members must be included. This will ensure that the SOW is defined and implemented as planned. It will also guarantee that company and project objectives are delineated and communicated to employees. In doing so, employees are included in the planning and more likely to participate positively.
Project Lifecycle not defined and pursued:
The project did not follow the correct project lifecycle, defined as - conceptualise and initiation phase design and development phase implementation phase commission and handover phase
It is recommended that the correct process be followed to ensure milestones are realised and eventually project success obtained.
Lack of conflict management and communication:
Due to poor conflict manage and communication from executive management, it is proposed that an interim solution be put in place; Ivana should be excluded in the operational matters regarding the project. Patrick should be given the Power of Attorney on the basis that he will escalate matters should he be unable to resolve issues.
Once the project is commissioned and handed over to the client, the company and its executives should consider a long-term solution to resolve the management of conflict and communication. It is proposed that ICS, Inc. Initiate a Change Management Program to eradicate existing problems and prevent future problems.
To address these problems, the researcher used the following approach:
Situation analysis
Identification of the main problem
Identification of alternative solution
Identification of all relevant and critical aspects that play an important role in developing alternatives
Evaluation of each alternative
Recommendations
Question 1
Evaluate the case and prioritise a solution. Prioritise the steps to be taken in your approach, be systematic and motivate your assertions.
Problem Identification and Proposed Solutions
Organisational Architecture not properly instituted
Analysing the cause/s:
ICS, Inc. has recently landed a contract with an established firm that could potentially lead to future contracts of a similar nature. The project would require meticulous planning and attention to detail as Ivana, the company owner and marketer, has committed to completing the project in no longer six months. In addition to the time restrictions, Ivana has also cut costs to a bare minimum.
In taking the above into consideration a number of problems would stem from this, one of which is that there is no identified company leader, project manager or additional resources.
Due to the size of the company, Ivana plays a dual role of owner and marketer. She doesn’t, however, possess the necessary leadership skills to steer the company or the company employees. This is evident when Ivana introduces the project; she does not request a meeting to discuss the project, budget, time frame or specification. She merely calls eight of the employees together and advises that the company has received a contract from a large firm, that they need to realise the time restrictions and get started on the project soonest. There is a general uncompromising culture between Ivana and the employees. She dictates and expects results without the appropriate management of workload, human resources, leading, creating (planning), creating (organise), implementing (monitoring and control) and improving.
Further to the lack of leadership in the company, it is apparent that there is no project manager or leader heading this project. The appointed project manager should accept responsibility for ensuring customer satisfaction, that the Scope of Work (SOW) is completed within budget, on time and to the correct specification. Due to the absence of an appointed project manager, these factors cannot be controlled and monitored. There is, however, a tacit understanding that Patrick, a systems designer, will assume responsibility as the project manager.
Despite the fact that Patrick has assumed this responsibility, Ivana has not formally appointed and introduced him as such. This causes hassles when Harvey, a systems engineer, asks Patrick if he is the project manager. The team replies with a sarcastic remark and implies that Patrick is not the project manager.
Proposed solutions:
As Ivana’s dual role as company owner and marketer it is likely that she is unable to successfully fulfil both roles. In order for companies to thrive, strong leadership is essential; effective leaders have the ability to develop people into future leaders, have excellent communication skills and interpersonal skills. This leadership role would entail Ivana to listen and observe and to use her expertise to encourage communication between all stake holders, to establish transparency and unambiguous objectives, to articulate her own values to the employees without imposing it on them. The company needs a leader.
“...if you don’t have a good leader, you won’t have a good culture...”
Source: Professor Pieter Steyn, Cranefield College of Project & Programme Management, Module 1, Lecture Day 3
(lecture notes)
Steven Coey, author of 7 Habits of Highly Effective People, highlights this trait in habit 6: Synergise – combine the strengths of people through positive teamwork, so as to achieve goals no one person could have done alone. Get the best performance out of people through encouringing meaningful contribution and modeling inspirational and supportive leadership.
Source: http://www.forbes.com/sites/ericjackson/2012/07/24/the-only-thing-you-need-to-remember-about-the-seven-habits-of-highly-effective-people/
On receipt of the contract Ivana should have requested a meeting to discuss the project charter and formally handed the contract to the appointed project manager.
She should have also indicated the available communication channels in the event that there are questions and queries. In doing so, the proposal that she submitted to the Client would have been better understood, the appointed team would have known the appropriate person to contact and would have been able to communicate clearly and continuously (open lines of communication).
During this kick-off meeting, the proposal should have been discussed in detail, a baseline plan for the way forward developed and roles and responsibilities defined.
The appointed project manager would then be able to initiate the project, do the detailed plan and define the Critical Path so as to ensure that the long lead items are either procured or started. The dedicated teams’ responsibilities would be defined and clearly understood, taking into account business-as-usual work and other commitments. S/he would also discuss how changes will be documented and authorised.
Request for Proposal (RFP), Scope of Work (SOW) and objectives not clearly defined
Analysing the …show more content…
cause/s:
Ivana introduces the project to the company employees by saying that “some of you may or may not be aware of it, but I submitted a proposal to a very large client, our largest ever…”. The Request for Proposal (RFP) evidently was not discussed with the necessary parties. She did not get the buy-in or contribution in regard to ideas or work methodologies. Implementing the proposal will prove to be extremely challenging when the team did not give their input. This is apparent when Patrick and Harvey have a difference of opinions regarding the system design.
In addition to the different system designs as proposed by Patrick and Harvey, the team themselves are not entirely sure of how to go about defining the Scope of Work (SOW). Patrick approaches Ivana to enquire about the ambiguity in the proposal. Not only does Ivana become irate, she does not indicate what she implied in the proposal i.e. tell Patrick what she meant.
With regard to the proposal (specification) it should have been palpable, unambiguous and have the SOW and objectives clearly defined. This could only have been achieved by Ivana including the relevant team into the proposal. Taking the time frame and budget into consideration, she should have, too, included the relevant team and establish what can be accomplished and as what cost. By Ivana prescribing the budget and timeline, the company runs the risk of running at a loss and not having the end product available on time.
Proposed solutions:
Prior to receiving the RFP, the ICS, Inc. team, headed by Ivana’s appointed project manager, should have strategised a pre-RFP / proposal marketing campaign of sort. This would include building and maintaining a relationship with the client so as to determine the clients’ needs, problems, opportunities and threats. Working closely with the client prior to proposal, puts the company and team in a better stead as there is an existing relationship and trust already built.
Once there is a good working relationship between the client and company, the appointed project manager and his / her team should have scheduled a meeting to discuss the RFP. There are a number of factors that should have been considered:
What competition will they be bidding against?
What risks are involved in the project?
Is this project consistent with the company’s mission?
Would this project enhance the opportunity to extend the company’s capabilities?
Does the company have a good reputation? Furthermore, is there a good existing relationship between the company and client?
Are there resources available to prepare the proposal?
Taking the above into account, the team will decide whether or not to submit their proposal (bid/no bid decision). Should the team decide to pursue the proposal and project, the dedicated team will meet to discuss roles and responsibilities; the team should work coherently to define the technical section, management section and cost section. In doing so, the team that will implement the proposal has direct input into the best suited options and more specifically a well-defined SOW.
Furthermore, the team, including Ivana, should work on the company profile and ensure that the proposal submitted is of supreme quality. This is of critical importance as the company will be bidding against larger and more established firms.
Once the proposal is completed and submitted to the client, Ivana and / or the project manager should follow up on the client evaluation and whether their bid was successful. On receipt of the contract the team should reconvene and set the project lifecycle into motion.
Project Lifecycle not defined and pursued
Analysing the cause/s:
The project lifecycle is defined as a series of phases that represent the evolution of a product, from concept through delivery, maturity, and to retirement.
Source: http://4squareviews.com/2013/01/30/5th-edition-pmbok-guide-chapter-2-project-life-cycle-general-characteristics-of-phases/
When Ivana was notified that their bid had been successful, she did not meet with the appropriate team to discuss the development, implementation, commission and handover of the deliverables to the client. She simply convened eight employees and presented them with a copy of the proposal she submitted to the client. There was no kick-off meeting or even the appointment of the project manager.
Proposed solutions:
As stated above, the team that would be implementing the proposal should have been consulted for the proposal submission (conceptualise and initiation phase).
Once the team has been defined and the successful contract received, the team should reconvened and establish the way forward (design and development phase). During this phase, the guidelines illustrated in the proposal will be used to design the product, or in this case the system design. It will also include the development of detailed schedules and the procedure for implementation.
Following the design and development phase, the team can start enforcing the schedules and procedures (implementation phase). The implementation phase will include the following:
Executing work packages
Motivating the team
Detail technical requirements
Procure goods and services
Manage logistics
Direct / monitor / control:
Scope
Quality
Time
Cost
Resolve problems
On completion of the project, there will be an official handover to the client (commission and handover phase). The project manager will ensure that all the deliverables have been finalised, that the client has reviewed and accepted the deliverables and thereby takes responsibility of the deliverables. The project manager will also evaluate the success of the project based on the triangular constraints of any project:
Has the project been completed within budget?
Has the project been completed in time?
Has the project been completed according to the proper specifications?
There will an official close-out meeting where the team can discuss the project success, lessons learnt during the project and what they can do to improve on the next project. This is an excellent tool for future development and to prevent redundancy of problems.
Lack of conflict management and communication
Analysing the cause/s:
The success of a project depends heavily on interpersonal relationships among team members. It becomes increasing difficult to maintain a healthy working relationship when there is a difference of opinions, and more so when the conflict is stemmed from executive management, as is the case with ICS, Inc.
Ivana has a very abrasive approach and the company employees are hesitant to speak to her about pertinent things like the Scope of Work (SOW). She becomes exasperated when Patrick attempts to speak to her about the ambiguity implied in the proposal. She does not make herself easily accessible to the company employees and there seems to be an inflexible, almost non-existent, approach.
The employees are also unable to communicate with her honestly and openly, and by doing so, she almost isolates herself.
They cannot schedule meetings to discuss significant information, or even casually speak to her.
Her communication channels are limited and her patience minimum. She lacks the professionalism required from executive management and it is evident that the company employees have very little or no respect for her.
Proposed solutions:
It is of critical importance that communication remains constant between colleagues and management alike. It will create an honest and positive working environment in which employees can resolve matters as they arise.
It is, however, inevitable that disagreements are likely to occur during the course of a project. That said, these disagreements should be met with an open mind and constructive feedback should be given so as to ensure that difference of opinions are handled correctly.
Team members must be encouraged to voice their opinions and articulate themselves
clearly.
As an immediate solution, it is proposed that Patrick approaches Ivana on a one-on-one basis and asks to be formerly appointed as the project manager. This will obliterate any vague authority and responsibility and allow Patrick to manage the project in its entirety. Further to the appointment, it is proposed that Patrick be given the Power of Attorney on the project. In the event that he is given this authority, he will be able to make decisions based on the triangular constraints and best work methodologies. In doing so, Ivana is separated from the implementation phase and the team get positive constant feedback from the project manager. Should Patrick be unable to resolve a matter, he should be able to raise the issue with Ivana for further input.
This proposed solution is proactive as opposed to reactive. Patrick should approach Ivana before the situation escalates and the project suffers because of it. It must noted that dealing with conflict from executive management can be exceptionally challenging because more often than not the perpetrator is unwilling to compromise. By actioning this solution, it eradicates any possible conflict between Ivana and the team.
Source: http://cfrmediation.com/proactive-response-to-conflict-in-the-workplace/
Once the project is commissioned and handed over to the client, the company and its executives should consider a long-term solution to resolve the management of conflict and communication.
It is proposed that ICS, Inc. Initiate a Change Management Program. This would entail addressing issues like leadership and positive conflict resolutions. It would also include the introduction of a Project Management Office (PMO) into the company. Depending on the success of this contract, ICS, Inc. will grow exponentially in the next few months / years and as a result will need a team to manage the projects and still ensure that business-as-usual continues. The PMO can assist in resolving conflict amongst executive management and employees. The PMO will also facilitate meetings regarding project initiation, development, implementation, commissioning and handover.
Conclusion and Recommendations
Based on the information supplied above, the following conclusions and recommendations can be made:
Organisational Architecture not properly instituted:
ICS, Inc does not have a strong leader steering the company and the company employees. It is recommended that the company implement a strong leadership programme to reinstate leadership skills and improve work moral.
Furthermore, roles and responsibilities must be clearly be defined so as to avoid any vague authority and duties.
Request for Proposal (RFP), Scope of Work (SOW) and objectives not clearly defined:
When completing the RFP, all associated team members must be included. This will ensure that the SOW is defined and implemented as planned. It will also guarantee that company and project objectives are delineated and communicated to employees. In doing so, employees are included in the planning and more likely to participate positively.
Project Lifecycle not defined and pursued:
The project did not follow the correct project lifecycle, defined as - conceptualise and initiation phase design and development phase implementation phase commission and handover phase
It is recommended that the correct process be followed to ensure milestones are realised and eventually project success obtained.
Lack of conflict management and communication:
Due to poor conflict manage and communication from executive management, it is proposed that an interim solution be put in place; Ivana should be excluded in the operational matters regarding the project. Patrick should be given the Power of Attorney on the basis that he will escalate matters should he be unable to resolve issues.
Once the project is commissioned and handed over to the client, the company and its executives should consider a long-term solution to resolve the management of conflict and communication. It is proposed that ICS, Inc. Initiate a Change Management Program to eradicate existing problems and prevent future problems.
References & Bibliography
Steyn, P (Prof) and van Dyk, P (Dr) Cranefield College of Project and Programme Management
Module 1: Leading, Creating, Implementing and Improving (2014)
Clements, J. and Gido, J. South-Western Cengage Learning 5th Edition Effective Project Management
Professor Pieter Steyn, Cranefield College of Project & Programme Management, Module 1, Lecture Day 3 (lecture notes) http://www.forbes.com/sites/ericjackson/2012/07/24/the-only-thing-you-need-to-remember-about-the-seven-habits-of-highly-effective-people/ http://4squareviews.com/2013/01/30/5th-edition-pmbok-guide-chapter-2-project-life-cycle-general-characteristics-of-phases/ http://cfrmediation.com/proactive-response-to-conflict-in-the-workplace/ http://fit.hcmup.edu.vn/~haits/English%20Courses/Project%20Management/1935589679%20PMBOK%205th.pdf
INDIVIDUAL ASSIGNMENT
FOR
MODULE M1:
PROJECT MANAGEMENT: LEADING, CREATING, IMPLEMENTING
AND IMPROVING
ICS, Inc.
Index
DeclarationPage 3
Executive SummaryPage 4
Problem Identification & Proposed SolutionsPage 6
1. Organisational StructurePage 6
2. Request for Proposal (RFP), Scope of Work (SOW) & ObjectivesPage 9
3. Project LifecyclePage 11
4. Conflict and CommunicationPage 13
Conclusion & RecommendationsPage 16
References & BibliographyPage 18
Declaration
Executive Summary
ICS, Inc. is a relatively small information systems consulting establishment. The company is headed by Ivana, the owner, and supported by 20 employees. They have recently been …show more content…
awarded a contract with a Fortune 100 company to design and implement an e-business system for one distribution centre. Depending on the success of this project, ICS, Inc. could possibly be assigned to install similar systems at a number of distribution centres. As a result of this, Ivana committed to completing the project within six months, despite the client proposing a nine month project lifecycle. In addition to this, Ivana reduced the project costs to a bare minimum.
The researcher has analysed the case study and based on the evaluation has identified the following problems and proposed solutions / recommendations:
Organisational Architecture not properly instituted:
ICS, Inc does not have a strong leader steering the company and the company employees. It is recommended that the company implement a strong leadership programme to reinstate leadership skills and improve work moral.
Furthermore, roles and responsibilities must be clearly be defined so as to avoid any vague authority and duties.
Request for Proposal (RFP), Scope of Work (SOW) and objectives not clearly defined:
When completing the RFP, all associated team members must be included. This will ensure that the SOW is defined and implemented as planned. It will also guarantee that company and project objectives are delineated and communicated to employees. In doing so, employees are included in the planning and more likely to participate positively.
Project Lifecycle not defined and pursued:
The project did not follow the correct project lifecycle, defined as - conceptualise and initiation phase design and development phase implementation phase commission and handover phase
It is recommended that the correct process be followed to ensure milestones are realised and eventually project success obtained.
Lack of conflict management and communication:
Due to poor conflict manage and communication from executive management, it is proposed that an interim solution be put in place; Ivana should be excluded in the operational matters regarding the project. Patrick should be given the Power of Attorney on the basis that he will escalate matters should he be unable to resolve issues.
Once the project is commissioned and handed over to the client, the company and its executives should consider a long-term solution to resolve the management of conflict and communication. It is proposed that ICS, Inc. Initiate a Change Management Program to eradicate existing problems and prevent future problems.
To address these problems, the researcher used the following approach:
Situation analysis
Identification of the main problem
Identification of alternative solution
Identification of all relevant and critical aspects that play an important role in developing alternatives
Evaluation of each alternative
Recommendations
Question 1
Evaluate the case and prioritise a solution. Prioritise the steps to be taken in your approach, be systematic and motivate your assertions.
Problem Identification and Proposed Solutions
Organisational Architecture not properly instituted
Analysing the cause/s:
ICS, Inc. has recently landed a contract with an established firm that could potentially lead to future contracts of a similar nature. The project would require meticulous planning and attention to detail as Ivana, the company owner and marketer, has committed to completing the project in no longer six months. In addition to the time restrictions, Ivana has also cut costs to a bare minimum.
In taking the above into consideration a number of problems would stem from this, one of which is that there is no identified company leader, project manager or additional resources.
Due to the size of the company, Ivana plays a dual role of owner and marketer. She doesn’t, however, possess the necessary leadership skills to steer the company or the company employees. This is evident when Ivana introduces the project; she does not request a meeting to discuss the project, budget, time frame or specification. She merely calls eight of the employees together and advises that the company has received a contract from a large firm, that they need to realise the time restrictions and get started on the project soonest. There is a general uncompromising culture between Ivana and the employees. She dictates and expects results without the appropriate management of workload, human resources, leading, creating (planning), creating (organise), implementing (monitoring and control) and improving.
Further to the lack of leadership in the company, it is apparent that there is no project manager or leader heading this project. The appointed project manager should accept responsibility for ensuring customer satisfaction, that the Scope of Work (SOW) is completed within budget, on time and to the correct specification. Due to the absence of an appointed project manager, these factors cannot be controlled and monitored. There is, however, a tacit understanding that Patrick, a systems designer, will assume responsibility as the project manager.
Despite the fact that Patrick has assumed this responsibility, Ivana has not formally appointed and introduced him as such. This causes hassles when Harvey, a systems engineer, asks Patrick if he is the project manager. The team replies with a sarcastic remark and implies that Patrick is not the project manager.
Proposed solutions:
As Ivana’s dual role as company owner and marketer it is likely that she is unable to successfully fulfil both roles. In order for companies to thrive, strong leadership is essential; effective leaders have the ability to develop people into future leaders, have excellent communication skills and interpersonal skills. This leadership role would entail Ivana to listen and observe and to use her expertise to encourage communication between all stake holders, to establish transparency and unambiguous objectives, to articulate her own values to the employees without imposing it on them. The company needs a leader.
“...if you don’t have a good leader, you won’t have a good culture...”
Source: Professor Pieter Steyn, Cranefield College of Project & Programme Management, Module 1, Lecture Day 3
(lecture notes)
Steven Coey, author of 7 Habits of Highly Effective People, highlights this trait in habit 6: Synergise – combine the strengths of people through positive teamwork, so as to achieve goals no one person could have done alone. Get the best performance out of people through encouringing meaningful contribution and modeling inspirational and supportive leadership.
Source: http://www.forbes.com/sites/ericjackson/2012/07/24/the-only-thing-you-need-to-remember-about-the-seven-habits-of-highly-effective-people/
On receipt of the contract Ivana should have requested a meeting to discuss the project charter and formally handed the contract to the appointed project manager.
She should have also indicated the available communication channels in the event that there are questions and queries. In doing so, the proposal that she submitted to the Client would have been better understood, the appointed team would have known the appropriate person to contact and would have been able to communicate clearly and continuously (open lines of communication).
During this kick-off meeting, the proposal should have been discussed in detail, a baseline plan for the way forward developed and roles and responsibilities defined.
The appointed project manager would then be able to initiate the project, do the detailed plan and define the Critical Path so as to ensure that the long lead items are either procured or started. The dedicated teams’ responsibilities would be defined and clearly understood, taking into account business-as-usual work and other commitments. S/he would also discuss how changes will be documented and authorised.
Request for Proposal (RFP), Scope of Work (SOW) and objectives not clearly defined
Analysing the …show more content…
cause/s:
Ivana introduces the project to the company employees by saying that “some of you may or may not be aware of it, but I submitted a proposal to a very large client, our largest ever…”. The Request for Proposal (RFP) evidently was not discussed with the necessary parties. She did not get the buy-in or contribution in regard to ideas or work methodologies. Implementing the proposal will prove to be extremely challenging when the team did not give their input. This is apparent when Patrick and Harvey have a difference of opinions regarding the system design.
In addition to the different system designs as proposed by Patrick and Harvey, the team themselves are not entirely sure of how to go about defining the Scope of Work (SOW). Patrick approaches Ivana to enquire about the ambiguity in the proposal. Not only does Ivana become irate, she does not indicate what she implied in the proposal i.e. tell Patrick what she meant.
With regard to the proposal (specification) it should have been palpable, unambiguous and have the SOW and objectives clearly defined. This could only have been achieved by Ivana including the relevant team into the proposal. Taking the time frame and budget into consideration, she should have, too, included the relevant team and establish what can be accomplished and as what cost. By Ivana prescribing the budget and timeline, the company runs the risk of running at a loss and not having the end product available on time.
Proposed solutions:
Prior to receiving the RFP, the ICS, Inc. team, headed by Ivana’s appointed project manager, should have strategised a pre-RFP / proposal marketing campaign of sort. This would include building and maintaining a relationship with the client so as to determine the clients’ needs, problems, opportunities and threats. Working closely with the client prior to proposal, puts the company and team in a better stead as there is an existing relationship and trust already built.
Once there is a good working relationship between the client and company, the appointed project manager and his / her team should have scheduled a meeting to discuss the RFP. There are a number of factors that should have been considered:
What competition will they be bidding against?
What risks are involved in the project?
Is this project consistent with the company’s mission?
Would this project enhance the opportunity to extend the company’s capabilities?
Does the company have a good reputation? Furthermore, is there a good existing relationship between the company and client?
Are there resources available to prepare the proposal?
Taking the above into account, the team will decide whether or not to submit their proposal (bid/no bid decision). Should the team decide to pursue the proposal and project, the dedicated team will meet to discuss roles and responsibilities; the team should work coherently to define the technical section, management section and cost section. In doing so, the team that will implement the proposal has direct input into the best suited options and more specifically a well-defined SOW.
Furthermore, the team, including Ivana, should work on the company profile and ensure that the proposal submitted is of supreme quality. This is of critical importance as the company will be bidding against larger and more established firms.
Once the proposal is completed and submitted to the client, Ivana and / or the project manager should follow up on the client evaluation and whether their bid was successful. On receipt of the contract the team should reconvene and set the project lifecycle into motion.
Project Lifecycle not defined and pursued
Analysing the cause/s:
The project lifecycle is defined as a series of phases that represent the evolution of a product, from concept through delivery, maturity, and to retirement.
Source: http://4squareviews.com/2013/01/30/5th-edition-pmbok-guide-chapter-2-project-life-cycle-general-characteristics-of-phases/
When Ivana was notified that their bid had been successful, she did not meet with the appropriate team to discuss the development, implementation, commission and handover of the deliverables to the client. She simply convened eight employees and presented them with a copy of the proposal she submitted to the client. There was no kick-off meeting or even the appointment of the project manager.
Proposed solutions:
As stated above, the team that would be implementing the proposal should have been consulted for the proposal submission (conceptualise and initiation phase).
Once the team has been defined and the successful contract received, the team should reconvened and establish the way forward (design and development phase). During this phase, the guidelines illustrated in the proposal will be used to design the product, or in this case the system design. It will also include the development of detailed schedules and the procedure for implementation.
Following the design and development phase, the team can start enforcing the schedules and procedures (implementation phase). The implementation phase will include the following:
Executing work packages
Motivating the team
Detail technical requirements
Procure goods and services
Manage logistics
Direct / monitor / control:
Scope
Quality
Time
Cost
Resolve problems
On completion of the project, there will be an official handover to the client (commission and handover phase). The project manager will ensure that all the deliverables have been finalised, that the client has reviewed and accepted the deliverables and thereby takes responsibility of the deliverables. The project manager will also evaluate the success of the project based on the triangular constraints of any project:
Has the project been completed within budget?
Has the project been completed in time?
Has the project been completed according to the proper specifications?
There will an official close-out meeting where the team can discuss the project success, lessons learnt during the project and what they can do to improve on the next project. This is an excellent tool for future development and to prevent redundancy of problems.
Lack of conflict management and communication
Analysing the cause/s:
The success of a project depends heavily on interpersonal relationships among team members. It becomes increasing difficult to maintain a healthy working relationship when there is a difference of opinions, and more so when the conflict is stemmed from executive management, as is the case with ICS, Inc.
Ivana has a very abrasive approach and the company employees are hesitant to speak to her about pertinent things like the Scope of Work (SOW). She becomes exasperated when Patrick attempts to speak to her about the ambiguity implied in the proposal. She does not make herself easily accessible to the company employees and there seems to be an inflexible, almost non-existent, approach.
The employees are also unable to communicate with her honestly and openly, and by doing so, she almost isolates herself.
They cannot schedule meetings to discuss significant information, or even casually speak to her.
Her communication channels are limited and her patience minimum. She lacks the professionalism required from executive management and it is evident that the company employees have very little or no respect for her.
Proposed solutions:
It is of critical importance that communication remains constant between colleagues and management alike. It will create an honest and positive working environment in which employees can resolve matters as they arise.
It is, however, inevitable that disagreements are likely to occur during the course of a project. That said, these disagreements should be met with an open mind and constructive feedback should be given so as to ensure that difference of opinions are handled correctly.
Team members must be encouraged to voice their opinions and articulate themselves
clearly.
As an immediate solution, it is proposed that Patrick approaches Ivana on a one-on-one basis and asks to be formerly appointed as the project manager. This will obliterate any vague authority and responsibility and allow Patrick to manage the project in its entirety. Further to the appointment, it is proposed that Patrick be given the Power of Attorney on the project. In the event that he is given this authority, he will be able to make decisions based on the triangular constraints and best work methodologies. In doing so, Ivana is separated from the implementation phase and the team get positive constant feedback from the project manager. Should Patrick be unable to resolve a matter, he should be able to raise the issue with Ivana for further input.
This proposed solution is proactive as opposed to reactive. Patrick should approach Ivana before the situation escalates and the project suffers because of it. It must noted that dealing with conflict from executive management can be exceptionally challenging because more often than not the perpetrator is unwilling to compromise. By actioning this solution, it eradicates any possible conflict between Ivana and the team.
Source: http://cfrmediation.com/proactive-response-to-conflict-in-the-workplace/
Once the project is commissioned and handed over to the client, the company and its executives should consider a long-term solution to resolve the management of conflict and communication.
It is proposed that ICS, Inc. Initiate a Change Management Program. This would entail addressing issues like leadership and positive conflict resolutions. It would also include the introduction of a Project Management Office (PMO) into the company. Depending on the success of this contract, ICS, Inc. will grow exponentially in the next few months / years and as a result will need a team to manage the projects and still ensure that business-as-usual continues. The PMO can assist in resolving conflict amongst executive management and employees. The PMO will also facilitate meetings regarding project initiation, development, implementation, commissioning and handover.
Conclusion and Recommendations
Based on the information supplied above, the following conclusions and recommendations can be made:
Organisational Architecture not properly instituted:
ICS, Inc does not have a strong leader steering the company and the company employees. It is recommended that the company implement a strong leadership programme to reinstate leadership skills and improve work moral.
Furthermore, roles and responsibilities must be clearly be defined so as to avoid any vague authority and duties.
Request for Proposal (RFP), Scope of Work (SOW) and objectives not clearly defined:
When completing the RFP, all associated team members must be included. This will ensure that the SOW is defined and implemented as planned. It will also guarantee that company and project objectives are delineated and communicated to employees. In doing so, employees are included in the planning and more likely to participate positively.
Project Lifecycle not defined and pursued:
The project did not follow the correct project lifecycle, defined as - conceptualise and initiation phase design and development phase implementation phase commission and handover phase
It is recommended that the correct process be followed to ensure milestones are realised and eventually project success obtained.
Lack of conflict management and communication:
Due to poor conflict manage and communication from executive management, it is proposed that an interim solution be put in place; Ivana should be excluded in the operational matters regarding the project. Patrick should be given the Power of Attorney on the basis that he will escalate matters should he be unable to resolve issues.
Once the project is commissioned and handed over to the client, the company and its executives should consider a long-term solution to resolve the management of conflict and communication. It is proposed that ICS, Inc. Initiate a Change Management Program to eradicate existing problems and prevent future problems.
References & Bibliography
Steyn, P (Prof) and van Dyk, P (Dr) Cranefield College of Project and Programme Management
Module 1: Leading, Creating, Implementing and Improving (2014)
Clements, J. and Gido, J. South-Western Cengage Learning 5th Edition Effective Project Management
Professor Pieter Steyn, Cranefield College of Project & Programme Management, Module 1, Lecture Day 3 (lecture notes) http://www.forbes.com/sites/ericjackson/2012/07/24/the-only-thing-you-need-to-remember-about-the-seven-habits-of-highly-effective-people/ http://4squareviews.com/2013/01/30/5th-edition-pmbok-guide-chapter-2-project-life-cycle-general-characteristics-of-phases/ http://cfrmediation.com/proactive-response-to-conflict-in-the-workplace/ http://fit.hcmup.edu.vn/~haits/English%20Courses/Project%20Management/1935589679%20PMBOK%205th.pdf