Problem Investigation Project
Problem Overview
The purpose of this proposal is to show that the absence of motivation and interest in team members during a project can drastically affect its result. If the team members have low morale or a disregard for their tasks and activities on a project they can really affect how a project turns out whether it comes out on time or within budget.
Problem Discussion
A poorly motivated team can unravel a well-built construction plan in the blink of an eye. An experienced project manager should know how to utilize the team member’s initial excitement at the beginning of a project and keep that spark burning throughout. Missing this crucial moment can cause the project to fail. Project managers need certain skills in managing these intricate human components that have the possibility to bring projects down (Young, 2011). By understanding the different persona’s, work ethics, values, and cultures of each person in their team, a project manager can then know how to properly motivate their team and finish their project on time and with fewer problems.
Research Summaries
A preliminary literature research for this proposal revealed the answers to the problem of how to motivate a team properly and utilize the skills they have and teach them new ones. The first is a paper written by Adams & Schmid (2008), they discuss the “key aspect” of proven projects as being something that is not studied enough but something that should be. Project managers can create team dynamics that can lead to higher levels of motivation. In a paper written by Dr. Hillson (2008), he discusses Maslow’s “hierarchy of needs” which seeks to explain what motivates a person and applies it to risk management. Risk management is used to manage a team and analyze the risk during a project and one of the risks during a project is team members and how to keep them motivated. The PMBOK, Fifth Edition, (PMI, 2013), talks about motivation skills for project managers in several sections of
The purpose of this proposal is to show that the absence of motivation and interest in team members during a project can drastically affect its result. If the team members have low morale or a disregard for their tasks and activities on a project they can really affect how a project turns out whether it comes out on time or within budget.
Problem Discussion
A poorly motivated team can unravel a well-built construction plan in the blink of an eye. An experienced project manager should know how to utilize the team member’s initial excitement at the beginning of a project and keep that spark burning throughout. Missing this crucial moment can cause the project to fail. Project managers need certain skills in managing these intricate human components that have the possibility to bring projects down (Young, 2011). By understanding the different persona’s, work ethics, values, and cultures of each person in their team, a project manager can then know how to properly motivate their team and finish their project on time and with fewer problems.
Research Summaries
A preliminary literature research for this proposal revealed the answers to the problem of how to motivate a team properly and utilize the skills they have and teach them new ones. The first is a paper written by Adams & Schmid (2008), they discuss the “key aspect” of proven projects as being something that is not studied enough but something that should be. Project managers can create team dynamics that can lead to higher levels of motivation. In a paper written by Dr. Hillson (2008), he discusses Maslow’s “hierarchy of needs” which seeks to explain what motivates a person and applies it to risk management. Risk management is used to manage a team and analyze the risk during a project and one of the risks during a project is team members and how to keep them motivated. The PMBOK, Fifth Edition, (PMI, 2013), talks about motivation skills for project managers in several sections of
References: Adams, J. & Schmid, B. (2008). Motivation in project management: the project manager’s perspective. Project management journal, volume 39, No.2. Retrieved from www.interscience.wiley.com Anonymous Brenner, D. (2007). Achieving a successful project by motivating the project team. Cost engineering, 49(5), 16-20. Clark, R. E. (2003). Fostering the work motivation of individuals and teams. Performance Improvement, 42(3), 21-29. Cunningham, L. (2013). Sticking power. PM network, 27(8), 52-57. Peterson, T. M. (2007). Motivation: How to increase project team performance. Project management journal, 38(4), 60-69. doi: 10.1002/pmj.20019 Project Management Institute Schmid, B., & Adams, J. (2008). Motivation in project management: The project manager 's perspective. Project Management Journal, 39(2), 60-71. doi:10.1002/pmj.20042 Young, M