Project Manager Goals Homework Help

Project Manager Goals

All the more regularly conflict emerges inside a group is fundamentally because of destinations or normal built up objectives are not obviously indicated/imparted/immaterial to the colleagues explicit range of abilities. In the event that objectives are distinctive among the colleagues, at that point there are more possibilities where an undertaking administrator needs to confront this sort of an issue at each action or procedures.

The real job of a project manager r here is to define a shared objective for all the colleagues at that point set people undertakings or sub-assignments or auxiliary objectives can be given to them. Different methodologies can be sent to do this, yet there are no immovable principles.

Briefing and de-briefing session:

All the more regularly conflict emerges inside a group is fundamentally because of destinations or normal built up objectives are not obviously indicated/imparted/immaterial to the colleagues explicit range of abilities. In the event that objectives are distinctive among the colleagues, at that point there are more possibilities where an undertaking administrator needs to confront this sort of an issue at each action or procedures.

The real job of a project manager here is to define a shared objective for all the colleagues at that point set people undertakings or sub-assignments or auxiliary objectives can be given to them. Different methodologies can be sent to do this, yet there are no immovable principles.

Key Results Area (KRA) / Key Performance Indicators (KPI):

This is most suitable for a larger project-based organization where more than 100+ members are involved in a project. KRA / KPI further will be divided into four categories:

1. Finance

2. Customer

3. Process

4. Employee

Any organization finally looks at the bottom line of the balance sheet to be on the positive side. Hence finance section is very important for all the members. Customer section will be assigned specifically to the front-end team who are directly in touch with customer. Sometimes a project manager can assign a back-end team to support front team as an internal customer. Process and employee are equally important where team members can be assigned for improvements, training to the fellow team members etc.

Each section will have target scores (mostly 100 if put together all the section scores) and the scores can be arrived at by importance of member role, function criticality and result orientation. So project manager and team members will be clear on the goals. Further project manager can decided the review period depend upon on the size of the project.

Work breakdown structure:

Best apparatus a task chief can use for an undertaking execution. Here venture director can breakdown the objectives into errands, action and sub-action further it can't be partitioned. A basic graph with obligations, courses of events and assets can be doled out toward the beginning of a task. Consequently, all colleagues will have clearness in what they will do and what is normal from them.

With all the previously mentioned methodologies can be sent by an undertaking director proactively to keep away from the contention in introductory stage. As the venture pushes forward, venture survey can be held among the colleagues to determine the contentions during execution.

Resolving a personality conflict within a team?

One of the most difficult area where a project manager has to handle this kind of a conflict subtlety. First step is to differentiate personality conflict,

1. Knowledge based

2. Behavioral (stereotypic)

3. Attitudinal

Knowledge based:

Most of the time a team member could not understand the repercussion of the activities which are linked to one another unless there is no proper knowledge orientation given to them, technical or non-technical. A project manager should know the skill sets, strength and weakness of the team members before assigning them the roles and responsibilities. This gap can be easily bridged by providing trainings, proper induction etc., Establishing a proper communication protocol or hierarchy of communication channel would be right way to resolve this.

Behavioral (stereotypic)

Handling teams among the team, generally a common problem for a project manager where one sub-team does not support others. This will be very difficult to identify at the initial stage. A team building exercise would be better option to allow members to interact with each other and developing a rapport between them. In recent times, organization allowing project managers to take their team members for a picnic, lunch / dinner, games etc. to create a better platform to understand each other.

Attitudinal:

A critical conflict to be handled by a project manager where it is mainly depends upon an individual. A team member can be highly knowledgeable or result oriented if the member has an attitudinal issue it will dampens the spirit of the team. A project manager can hold one to one discussion with the member to resolve the conflict by explaining the difficulties aroused out of his action. It is the responsibility of project manager to motivate without demoralizing the member.

It is the ultimate desertion of a project manager to let go off the member if the positive results are not seen after the discussion.

The three goals of the projects are

• Completion of the project in the defined budget
• Timely completion of the project
• Meeting the required quality criteria for the project

A manager achieves all these project criteria by following the project management plan which includes time plans, budget management and control plan and adherence to quality plan. By following and monitoring these plans on frequent basis as project manager is able to meet the broad goals.

A over determined project is one where time, budget and quality is fixed and has no flexibility to change