Peer Responses- Project Mngmt

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Peer Responses- Project Mngmt

Peer Responses- Project Mngmt

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Respond to two students discussion post. Just type the paragraph under the discussion. It doesn’t have to be in essay form. Peer Responses- Project Mngmt

Also, make sure that your response(s) are substantial and at least 100 words.  In your responses, you must include connections to course learning objectives.

Discussion Post #1

Vanessa Calhoun

Chapter 12 introduces us to those pertinent aspects of building and managing the project team. Heagney, in true form, approaches team building and management in a more humanistic manner as opposed to assuming a more “macho” role. He notes the importance of creating an atmosphere in which the team members feel valued within their roles and the work performed.

In building a team, Heagney points out the importance of having committed team members. He points out the fact that commitment is much better than involvement and many project managers struggle with having committed team members. Once team members are committed to a common goal, they tend to work more as a single unit.

Some key aspects of team building that Heagney discusses include Planning, Clarifying the Team’s Mission, Goals, and Objectives, Conflict Resolutions, and Work Procedures.  Although it is clear to see how each of these factors contribute to building a great team, I see more importance in ensuring the team members are part of the planning phase.  This also happens to be my favorite key point to remember. It is my opinion that people become more vested in a project that they have helped plan. Their input has been considered and they are watching their ideas and suggestions come into fruition. People take ownership of their work product and are more aligned with the goals and mission of the team.

Even though I touched on the importance of the planning process, I do not wish to discount the importance of a project manager having excellent conflict resolution skills. In Chapter 12, Heagney expertly points out the fact that team members are most committed when their individual needs are met. However, it is important to note when one’s individual need contradicts the needs of the team. Those who have hidden agendas are normally a detriment to the overall team structure. He also points out the need for a project manager to display vulnerability when it comes to creating an environment that welcomes questions when a particular member is not clear on their objectives. Heagney feels that displaying vulnerability in this manner makes the individual team member less intimidated about asking questions or displaying doubt. Again, Heagney creates a more humanistic atmosphere that works to counteract issues before they are even presented. The video on Conflict Resolution Training speaks more on dealing with conflicts as they arise, whereas Heagney speaks more on conflict prevention. However, both resources discuss the importance of forming open lines of communication when conflicts form.

In Chapter 13, Heagney segues into the characteristics of a leader and the importance of laying the proper foundation by understanding leadership characteristics and styles.  In discussing the varying styles of leadership, Heagney notes that it is important for the project manager to display a sense of “agility” to be able to align with the varying styles of the stakeholders as opposed to demanding the stakeholders adhere to the manager’s style. He states, “Just as a chameleon changes skin color to maximize survival, so should you adjust your approach to people, situations, and circumstances to ensure project efficiency.” This also aligns with my most notable Key Point to Remember in Chapter 13, “The more agile you become in leading others, the greater chance for project success”. Being able to “shift” when necessary to accommodate the varying styles of stakeholders relays the notion that you’re open to their input and that they are valued. People tend to work harder when they are valued. Heagney’s approach to management provides an atmosphere where people are motivated to manage themselves.

Discussion #2

By: Jaeda

While reading this week’s lecture I was able to learn about how important it is to have the role to manage a project team and become the project manager leader. Having the role to manage a project team is important and essential to complete any project efficiently. In our book “The Fundamentals of Project Management” by Joseph Heagney; chapter 12 goes into detail about managing a project team. Managing the project team consist of team building, promoting your team through planning, clarifying the team’s mission, goals, and objectives, handling conflicts between Individual goals and the team’s mission, team issues, working out procedures, stages in team development, leading a team through the various stages, developing commitment to a team, and giving final suggestions. Important key points to remember would be that it is that a team must be built, they can’t just happen how you think they will. Also, another important key point to remember is “Deal with goals, roles and responsibilities, procedures, and relationships, in that order.” (pg. 167. Heagney).

If you’re the project manager you’re considered the leader. In our book “The Fundamentals of Project Management” by Joseph Heagney; chapter 13 goes into detail about a project manager as a leader. Becoming the project manager and being the leader is necessary and a crucial role to have. This chapter breaks down what it takes to be a project leader, understanding strengths and weaknesses, creating constituents, and understanding that there is a higher likelihood that things will unintentionally go wrong in a project compared to them going right. When becoming a project manager and taking the role as a leader it’s vital to know how to lay the foundation, understanding leadership characteristics, understanding leadership styles, creating project constituents, creating consistency in working relationships, encouraging risk-taking, and the elimination of fear of failure, motivation, project leadership, and the team environment. Key points to remember from this chapter are “It is your job to keep the momentum going by knowing your team and ensuring high morale. As a project leader, you need to be able to identify and develop team member roles, determine the appropriate approach to conflict resolution, lead project status meetings, and work with virtual teams.” Pg.179. Heagney). Overall, this week’s chapter went in-depth about explaining what it takes to manage a project team and become the project manager leader which is all essential and fundamental while working in the public sector.

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