Group Effectiveness Of Project Management

Published Date: 02 Nov 2017

Planning is an essential element of project management. The use of programmes such as Gantt charts is very helpful. This process allows planning and enables report progress monitoring. ( www.projectsmart.co.uk ). A project schedule is the framework with which lists of resources, plans and cost breakdowns can be mapped. This breakdown of activities at each stage enables form of the entire project. This framework also encourages time reports and analysis from different perspectives

It is vital to plan the management of projects and it allows managers to gather information. Various project stakeholders working in projects can also see through documented project management where risks might be and this in turn enables better management and informs more strategic planning. Project planning is fundamental so in order to avoid failure and disappointment effective planning requires delivering a finished project on time and within budget.

The role of a project manager is to define and review the project to ensure that the client receives their needs and wants. The project manager manages the project staff and controls the environment in the most cost-effective way. It is vital that managers are able to manage people and change in order to achieve goals, reach targets and to the project and time within budget ( www.pearsonhighered.com ). Hudson (2002) explains that in management, structures need to be flexible enough to respond with frequent changes of roles to reflect changing circumstances.

As the group experienced a challenge.....................................

Wenger (2000) explained that learning grouped, firstly, all come together to share their knowledge and experiences to a common aim to learn from each other and develop. PBL is the learning process rather than the learning outcome, because the goal is to acquire an answer for a problem or to memorise the content matter for the course (Kiley et al. 2000).

Originally, the group was formed with six members but finished with three members. The aims of forming are to identify the boundaries on both interpersonal and task behaviours. The standards and norms of behaviour were established within the group; each of group members agreed to abide by ground rules like time keeping, listening to each other without interruption and keeping to time for the tasks decided on by the group.

These roles were taken in turns. Storming was a successful stage during the group process because of each member came of their comfort zone, fulfilled their task and reported back. Norming allows group members to ideas, allow one’s weaknesses or strengths to build positively and take over the roles of communicator, educator or a humanist (Baden et al, 2004).

Thompson put forward the idea that groups should work together on issues of inequality, discrimination and oppression; his PCS (personal, cultural and structural) model is to identify and change discrimination and oppression in groups

Dalrymple et al, (1995) defines the anti-oppressive practice as a process of change, which leads the group from feeling powerless to powerful. Empowerment links with anti-oppressive practice, in that the social worker can work with learners enabling them to overcome barriers to solving problems.

I am now able to relate my experience in the group and theory examples to the youth and community development work that I do.

I am now able to relate my experience in the group and theory examples to the youth and community development work that I do. In the future, at the forming stage of groups, I work with; I would be aware of my problems and put strategies in place, such as icebreakers and agendas to remain focused. I would voice my opinions and challenge disruptive behaviour and negative behaviour as well as time management.

Part of my job is to facilitate key worker sessions with challenging young people. Thompson’s PCS model, I can now look at the individual knowing that their values could be different, and it is important because their voice is heard without the young person feeling oppression or discrimination. If I can use PBL for this, then we openly discuss and debate issues within a safe environment and focus on building one’s confidence and reassurance within a group, as well as maintaining the learner’s concentration, particularly with sensitive issues such as race and gender.

Using the developmental theories of group processes is useful when developing any group. Tuckman’s (1965) theory in the workplace has helped to identify leadership within a four stage group development. Identifying the four stages has helped me to be non-judgmental with clients. I now understand when not to be reserved or take feedback, but not personally, and this will build esteem and confidence and help establish the rapport of a good working relationship.

There were problems within the group when members did not contribute effectively. The PBL process is clear to me now, and its aims are to share ideas together and consult within the group as a whole. I had suffered a personal bereavement early in the group forming, which resulted in a communication breakdown. I could not attend the group to complete tasks, and on reflection, I now recognise that my bereavement caused me problems with concentration, motivation and self-esteem.

In particular, my dyslexia became worse, and I was concerned with the quality of my work also I experienced problems in expressing myself due to my grief. There was no personal interaction, or strategies to help this process and develop skills to be put in place. I did send emails but felt excluded and so this in turn results in some discrimination and feelings of rejection from the group. In the future in practice, I would be aware of this and make allowances include all members of the group.

There were other members within the group who could not attend the meetings due to lack of childcare during half term. This has caused problems in completing the task at the deadline so the groups were split and had to be a reviewed by a tutor to repeat the task. Taking turns in leadership was meant to improve on leadership skills, confidence and motivation. The group failed because of communication problems, failure to support each other and time management. On reflection, these problems could have been solved with better communications between individual members.

How the group addressed it………………………………………………….

The role that I play......................

William Bridges (2003:3) explains the difference featuring change and transition with the way things will be different and transition itself of people from stages to make change work. The group aims at the outcome to achieve; position is hard to get there and to manage things as part of the process.

Getting people to read the transition is an essential way if the change is actually to work as planned. For an example,

Working with others

A project schedule provides an outline of detailed activities to minimise risk to the final result. This includes how long the project will take and a good schedule is accountable and should pinpoint exact timing of key decisions and points to review. For organisations to flourish and to keep up with competition, project planning establishes strategic goals. Careful planning ensures that projects will not overrun deadlines. The project schedule is the framework on which the list of resources plans and cost breakdowns are mapped. This breakdown at each stage is the activities which combine to form the entire project. This framework encourages time reports and analysis from different perspectives.

The importance is planning when managing projects

The important things to consider when project planning are .....................

The challenges may project manager’s experience.

As the group experienced a challenge.....................................

How the group addressed it.

The role that I play.....................

When managing projects the key components of managing teams and handling conflicts are………

The team dynamics in the group are........................................................

To ensure quality and measuring outcomes to constitute quality project.

The key issues in relation to measuring outcomes

As a group, we attempt to ensure quality measure outcomes

When managing projects what are the key components of managing teams and handling conflict…?

As a group made up of the individual team members we interact within the process of completing the tasks and responsibilities. However, there is always the potential for conflict for people with diverse background, skills and knowledge to work together and make a decision. We tried to meet project goals and objectives without conflict because breakdown in communication affects respect, trust and effective listening skills. This can lead to serious communication problems.

Roles

Clarify roles, responsibilities, and reporting relationships from the beginning of the project………………………………….

Plant - very creative, the ideas person

Resource Investigator - extrovert, good at making outside contacts and developing ideas

Monitor Evaluator - shrewd and prudent, analytical

Shaper - dynamic and challenging

Co-ordinator - respected, mature and good at ensuring that talents are used effectively

Implementer - practical, loyal and task orientated

Completer Finisher - meticulous and with attention to detail also full of nervous energy

Team Worker - caring and very person orientated

Specialist - high technical skill and professional as opposed to organisational prime loyalties (ref)

Project managers may be keen to push for new ideas. Project managers should play devil's advocate to develop and clarify opposing points of view. This approach is designed to factor in conflict in the process of planning decision making and risk analysis. Cultural diversity among team members plays a significant role in communication and negotiation. This has been required by Drucker (2008) who argues that a manager should be aware of their own strengths, weaknesses, values, learning styles, how they manage their time, relationships and where they can make the maximum contribution. Daft et al (2009) argues that managers are role models whose actions influence the culture of an organisation. As a project manager most evaluate the implication of culture differences and resolve conflicts among team members.

Conclusion

Project participants have to learn to resolve project conflicts effectively. Good conflict managers work to resolve it and address the cause of the conflict by preparing action plans to handle the situation. The key is to resolve conflict with a positive outcome, striving for a win-win situation by using effective negotiation and communication and appreciating cultural differences among project stakeholders.

A project schedule provides an outline of detailed activities to minimise risk to the final outcomes. This includes how long the project will take. Careful planning also helps projects identify where budgets may be exceeded and where deadlines might overrun. A good schedule is accountable and pinpoints the exact timing of key decisions and incorporates review times. Good planning allows projects to flourish and to keep up with competition and deliver strategic goals.