The Art of Projects
Brenda J Teplitsky
BUS 611: Project Planning and Management
Instructor: Temeka Bradshaw
August 6, 2012
The Art of Projects
When asked to think about a ‘project process”, a person often takes a step back and thinks, “well, I have never really been involved in a project”, but this is far from reality. Everything is a project, in some way or another, and requires a thought process, a plan, a resource (or two), and even a project sponsor and manager. From planning a wedding to building a house addition, or taking over a small business competitor, creating ...view middle of the document...
The partnership between the sponsor and the PM is the most important relationship determinant of a project's success potential. “Both the sponsor and the PM need to be acutely aware of the relationship and recognize the necessity of working together to better secure a successful outcome and provide value back to the organization”(West, 2010, p. 12). Communication, trust, and mutual respect is imperative between the two key players and this unity needs to be the highly visible to all team members throughout the entire process.
Team building is a strong component of the project process. A strong team should become a foundation for every project initiative. “A team shares responsibility, authority, and resources to achieve their collective mission” (Barkley, 2006, p. 134). There are several techniques used to build a strong team, but specifically for the project process, understanding the team dynamic and building individual self-esteem is especially important. Similar the to sponsor/PM relationship, teams require mutual trust, open communication, and respect; however, the ability to manage conflict is imperative for team leaders. When there are multiple personalities involved, unless the leadership and guidance is strong, there will be conflict. Concentration on roles and responsibilities will keep not only the teams on task but will establish accountability and focus on the “bigger picture”.
Project scope is the true foundation of any project process. The question “ what are we trying to accomplish here” will be answered within this project component. When it comes to project planning, defining the project scope is the most critical step. Knowing what it is you are supposed to be delivering and the boundaries of this action create an organized approach to project management and a better chance at the overall success of it. According to Barkley, (2006), the scope “documents the product requirements and characteristics that the project will undertake to create” (p. 16). Think of the project scope as a “box”, and all of the elements (human and technical) will fill this box completely. This box is the first building block, and the anchor piece of the entire project process.
Managing this piece is not an easy task. Think of the project management process as the “application of knowledge and expertise to the development of Project Scope and a Project Plan, which meets or exceeds stakeholder requirements”(Stanleigh, 2010, para 3). Knowledge and expertise are the two words used the most to describe this project process. Although one would think that this process, and because of the strong words used to describe this process would be a human function, and although technically this is true, project management begins with a documented plan.
“ The project plan is a management document dealing with how resources are to be used, how project progress is to be monitored, how reporting will occur, and...