How to Improve the People Contribution to Project Management

How to Improve the People Contribution to Project Management Abstract In the modern day business environment, organizations are constantly forced to exhibit innovation and enhanced performance so as to remain relevant and profitable in an ever increasingly competitive arena. The input of both the individuals and groups in the organization is invaluable to the achievement of organizational goals.Advertising We will write a custom report sample on How to Improve the People Contribution to Project Management specifically for you for only $16.05 $11/page Learn More This research paper sets out to explore various dimensions that contribute towards effective and efficient group processes in an organizational setting. This shall be achieved by going into a detailed discussion as to what effective group processes consists of. To this end, an analysis on what group process refers to shall be offered and its relevance to leadership and organizational development addressed. How these processes affect the levels of commitment and performance exhibited by individuals working in groups shall also be outlined. In addition, a discussion regarding the various issues that may affect group processes shall also be presented. Introduction In the past few decades, the importance of project governance in various sectors has gained prominence. This has mainly been due to the fact that we have been moving into an era where businesses employ most of their resources into various projects which are aimed at increasing productivity, enhance competition and improve quality of goods and services offered. As such, project management mechanisms have been developed to ensure that any proposed project completes its course with little to no complications. Project governance and management often refers to the rules and regulations instituted by an organization to ensure that a project achieves its purpose (Kerzner, 2006). However, in the recent past, there have been many documented reports which indicate that most projects started off by organizations end up failing or fulfilling the expected purpose. Methodology According to McGuire and Ikpa (2008), the most suitable tool to use while evaluating situations is analyzing the correlations that exist between the aspects presented. As such, the study shall use the descriptive correlation research method.Advertising Looking for report on project management? Let's see if we can help you! Get your first paper with 15% OFF Learn More This is because it seeks to identify the relationship between two variables which in this case are group dynamics and project success or failure in various organizations. Data used to compile this report shall include peer reviewed articles related to this topic as well as books used in class and other online sources. Group process To have a better understanding of the term ‘Group process’, it would be a worthwhile endeavor to shed some light on what each word means. As regarding to human resource in an organizational setting, a group can simply be defined as a given number of people who carryout various organizational tasks together in a bid to achieve predetermined goals and objectives (Brown Harvey, 2006). A process on the other hand refers to a course of action characterized by a series of stages that is implemented to facilitate the achievement of particular goals and objectives. With these concepts and definitions in mind, we can therefore proceed to defining the term Group process as used in organizational development. Webne-Behrman (2008) defines group process as the procedures implemented by member of an organization who are closely working together in a bid to come up with the best solutions to handle or solve a common problem. Impact of group processes to organizations Leadership refers to a process through which one person uses the help and support of others towards achieving a particular goal or task. Strong leadership is not only desirable but also essential to th e success of the business for it is through it that organizational goals are met. As mentioned earlier, understanding group process enables leaders to support groups as they work towards achieving organizational goals. As Brown (2000) asserts, an expert in group process can be able to evaluate a group’s ability to work as a problem solving and decision-making entity, all the while designing measures to counter undesirable behavioral traits that seem to inhibit the group’s ability to perform as required. Greene Burleson (2003) further contend that the success of any organization depends mainly on the effectiveness and ability of the leader to inspire. Studies have it that the stock prices of well led companies increased by over 900% in a 10 year period as opposed to a bare 74% growth recorded by those companies that lacked good leadership.Advertising We will write a custom report sample on How to Improve the People Contribution to Project Management specificall y for you for only $16.05 $11/page Learn More This fact effectively underscores the importance of understanding group dynamics because a leader is deemed worthless if he lacks the backing and support of a team/group. It is therefore important that all leaders work towards cultivating and generating an intellectual capital for their firms. By understanding group process, a leader is better placed to motivate group members towards working together as a team. This duly gives an organization a competitive advantage over other competitors in the market. In most organization, only a fraction of the capability of the work force is utilized because leaders do not fully understand how best to motivate employees. Huszczo (2004) acknowledges that managers cannot gain much by coercing the employees to work harder. Instead, an increase in productivity can be achieved if the leaders invest highly on retraining programs, ensure availability of essential resources, and provide mot ivational attributes like bonuses, promotions and even pay increments to act as incentives. Such interventions can only be discovered if leaders understand how groups behave and react to certain positive or negative stimuli. An exemplary leader should ensure that his organization has a sense of purpose and is working towards the achievement of some organizational goals. He/she should also set out to generate and sustain trust between the administration, employees and clients. Malhotra (2000) asserts that this will result in the promotion of hope and confidence amongst the organizations worker force. These qualities heighten the levels of optimism within the organization all the while boosting employee’s morale and guarantees future success in all organizational endeavors (Porter Lilly, 1993). However, if a leader does not understand the needs and behaviors of different members of a group, there is a high likelihood that the leader’s efforts to reassure employees will fail because employees tend to follow leaders who understand them and their work needs.Advertising Looking for report on project management? Let's see if we can help you! Get your first paper with 15% OFF Learn More Project management: A brief overview The Standish group (1995) report has for a long time been noted as the landmark report on IT project failures. The report displayed results gathered from executive managers who had invested in various IT projects across different sectors. The results indicated that: â€Å"31.1% of projects will be canceled before they ever get completed. Further results indicate 52.7% of projects will cost over 189% of their original estimates (Standish Group, 1995)†. In regards to success rates, the report indicated that; â€Å"only 16.2% for software projects that are completed on-time and on-budget (Standish Group, 1995)†. Ever since the report was presented, the number of failed IT projects across different sectors has been increasing at an alarming rate. Case study: Queensland Health Government of Queensland Australia Queensland Health is an organization dedicated to the provision of healthcare services to the Australian community. In a bid t o improve its efficiency, accuracy and cost reduction in service delivery, the organization thought it wise to modernize its payroll system (ERP). As such, the project which cost the organization $64.5 Australian dollars was expected to end by June 2010. However, the project which aimed at replacing the aging payroll system that had been in use ended up as a major failure for the organization. This failure not only had serious financial repercussions to the organization, but also left thousands of employees with little to no pay due to major cut-over. Even though, the organization is yet to provide a conclusive report accounting for this failure, the press and business analysts highlighted the major mistakes that were made during the project. Contributing factors as reported by analysts and the press Key contributing factors as documented in various literatures included but were not limited to: poor project planning, lack of clear roles and responsibilities for project team members, poor communication skills and training. In addition, the stakeholders were not engaged effectively in the project and there was evidence of tension between government departments. On the same note, the project managers failed to resolve the complex business processes before implementing the new system. Finally, reports indicate that the project requirements and alignment did not meet the needs of the business. In summary, the project failed due to poor planning, communication, managerial and, risk management skills. The same factors have been documented as being among the core factors that lead to project failures in most businesses. Evaluating group success or failure: A literature review According to Ledingham and Bruning (2000), good communication is considered to be one of the fundamental building blocks of a successful organization. If efficient communication is to take place, there must be some levels of trust exuded and mutual respect by parties involved in any given project . Ledingham and Bruning (2000) advance that interaction with each other leads to greater appreciation and hence building of mutual respect and eventually establishment of trust. Considering the adversarial communication currently exhibited in the organization, team building exercises e.g. sporting activities, interdepartmental parties and other social events would have averted the communication hurdles that led to the project failure. Communication issues are complex and dynamic and therefore no one way can be proposed as solving all the problems involving communication in an organizational context. In order to ensure that communication is effective, it is important to consider the relevant channel of communication as settling for the correct channel ensures the message is relayed in the most appropriate manner. Having communication skills within a group ensures that group members evaluate how they communicate in order to avoid conflicts (Pinto, Pinto Prescott, 1993). As such, it w ould also be vital to develop a relevant message and this ensures that the correct information is passed on. This entails understanding the audience and once accomplished it will then be easier to appropriately develop message (Adair, 2009). Setting objectives that one hopes to achieve through the message can also help ensure the message is not only effective but well understood. In addition, Hashmi (2010) reiterates that project failures are in most cases as a result of poor planning, managerial skills and conflicts. As such, the author proposes that an exemplary project manager should ensure that his team has a sense of purpose and is working towards the achievement of some organizational goals. He/she should also set out to generate and sustain trust between the administration, employees, stakeholders and clients. This results in the promotion of hope and confidence amongst the organizations worker force. These qualities heighten the levels of optimism within the organization all the while boosting employee’s morale and guarantees future success in all organizational endeavors (Hashmi, 2010). Shenhar et al (2002) embark on a sensitive topic regarding business success. The authors state that we live in a world whereby projects play a pivotal role in ensuring that organizations remain relevant in a highly competitive business environment. In their article which evaluates the meaning of project success, the authors reveal the fact that most people term a project as successful when it is completed on time and within the budgetary allocation. However, the authors disagree with this clichà © stating that while this may seem true, there are other factors that need to be considered whenever an evaluation of a project’s success is to be undertaken. In their argument, Shenhar et al (2002) state that in some cases, projects that experienced financial overruns and delays often end up being successful business ventures. As an example, they refer to Micros oft Company which experienced a lot of difficulties as they tried to come up with their first operating system. Even though the project had major delays and resource overruns, it is now used by close to 90% of all operational PCs in the world. This and many other examples shows that project success in most cases is not analyzed as required. In contrast, projects can be completed on time and within the budget but fail to cater for the organizational needs. Nogeste and Walker (2005) suggest that having and sharing a vision has proven to be among the most effective ways of ensuring project success. A vision can be loosely defined as the detailed mental image of things to come. Possessing a vision is paramount for any organization since it gives a sense of purpose and meaning to the organization members (Palmer 2008). As such, it is imperative that in any setting there be a leader who comes up with a future plan and then steer his followers towards its achievement. Visions are often for mulated by an individual or a group of people towards a specific purpose. As such, the visions may be highly personalized and may not necessarily conform to the desires of the majority. As a leader, it is important to communicate such visions to the followers and convince them as to the need to embark on the proposals since it is the followers who will determine the success of the vision (Christenson and Walker 2004). This will act as a source of motivation and morale in their day to day activities. According to Nogeste and Walker (2005), sharing a vision of the future reassures the followers of better days ahead. In addition to this, it provides meaning and a sense of belong to the followers and other stakeholders as they deem themselves as part of something greater. A shared vision inspires and motivates them to aim higher and employ extra effort so as to actualize the vision and make a significant difference in their own capacities (Schneider et al, 2008). This in turn acts as a unifying factor and creates a sense of community between them. In addition to this, Turner (2009) contends that communication of visions provides the followers with a theme of change or transformation. From the definition of project management, it is evident that there are some contributing factors that if well defined may drive a project to success. However, Munns and Bjeirmi (1996) assert that there are some factors that may lead to a project failure. They include but are not limited to, inadequate directions on how the project should be managed, unskilled personnel within the project’s team, lack of commitment or support from team members and top management and poor project planning. These factors suggest that if successful project management is to be achieved, there must be a competent project manager, clearly defined goals and objectives, adequate resources and commitment from all parties involved (Mason Harvey, 2006). Fong (2003), states that for project management to be successful, there are various techniques and tools that should be used to facilitate this. For example, he suggests that all projects should have work schedules, execution plans and effective communication channels. These factors enable the project team to avoid under-costing, overspending and delays. These are the most renowned causes of project failures. In addition, Gido Clements, 2009) reiterate that the success of a project is hinged on the belief that individuals involved in the project will execute their responsibilities accordingly. As such, project management entails defining the roles and responsibilities of each party involved in project activities. Failure to do so may lead to a situation where decisions are made slowly and there are many conflicts during the execution of the project. Conclusion From the discussion presented herein, it is evident that establishing a strong interpersonal bond amongst members of a group is of great importance if an organization is to re main successful. In this report, a definition and description of group process has been provided. Similarly, issues such as discrimination, conflict and miscommunication have been cited as being among the most prevalent factors that can influence the effectiveness of a group. In addition, the impact of group process on individual’s performance and commitment levels has also been discussed. Arguably, understanding group process gives leaders a chance to avert most of the common shortcomings that lead to organizational failures. As such, business leaders should ensure that they take time to understand various group dynamics because the future of their businesses may rely on such knowledge and understanding. References Adair, J. 2009, Effective Communication: The Most Important Management Skill of All, Pan Macmillan, New York. Brown, D. Harvey, D. 2006, An experiential approach to organizational development, 7th edn, Pearson Education. Brown, R. 2000, Group processes: dynamics within and between groups, Wiley-Blackwell, New Jersey. Christenson, D. Walker, D. 2004, ‘Understanding the Role of Vision in Project Success’, Project Management Journal, vol. 35, no. 3, pp. 39-52. 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S. 1993, ‘The Effects of Conflict, Trust and Task Commitment on Project Team Performance’, International Journal of Conflict Management vol. 7 no. 4 pp. 361-376. Shenhar, A. J., Dvir, D., Levy, O. Maltz, A. C. 2001, ‘Project Success: A Multidimensional Strategic Concept’, Long Range Planning, vol. 34, pp. 699 – 725. Schneider, M. et al 2008, Groups: process and practice, Cengage Learning, New York. Standish Group 1995, Chaos (Application Project Failure and Success). Web. Turner, J. R. 2009, The Handbook of Project-Based Management: Leading Strategic Change in Organizations, 3rd edn, McGraw-Hill, New York. Webne-Behrman, H. 2008, The Practice of Facilitation: Managing Group Process and Solving Problems, IAP, USA.