running head: decision-making in project management 1 · buede and powell (2009), however, note...

Running Head: DECISION-MAKING IN PROJECT MANAGEMENT 1

Decision-Making in Project Management

Reginald Scott Hawkins

Arizona State University

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DECISION-MAKING IN PROJECT MANAGEMENT

All people, trained or untrained in project management, undertake tasks that are project

oriented at some point in their lives. Be it constructing a home, trimming the yard for children to

play, introducing a new product to market, or organizing and overseeing a fundraiser, individuals

require sound project management skills to complete the job. Project management is one of

many disciplines that rely on triple constraints, such as: cost, time, and scope. The term project

management refers to the application of methods, processes, knowledge, experience, and

utilization of certain skills to obtain specific objectives for an endeavor (Kerzner, 2014). In most

cases, failures in a project are assumed to originate from deficiencies in one of the constraints.

Decision-making skills are also a main part of the essential assets of successful project

management, as they allow the project managers to focus on steps necessary for responding to

specific situations that arise during the process. Various scholars and writers have spent

countless hours in highlighting the significance of decision-making in project management.

Some emphasize knowledge, while others provide new insights concerning decision-making.

Some of the reinforcements and new concepts, as highlighted by project management book

authors and blog writers, will form subsequent sections of this paper.

When risks associated with a project cause its failure, the project managers, and their

team, are likely to blame the breakdown on insufficient funds, unforeseen costs, or scope

misdirection. Buede and Powell (2009), however, note that it is not always the materials used, or

cost disparities, but bad decisions that project managers and other key people make during the

process that most likely caused the project to end unsuccessfully. Good quality decisions are

therefore essential to great project management.

It is not uncommon to see project managers incorporating key decisions after laying out

the projects framework. Whether it’s for assertion, or clarification, of some management issues,

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this aspect of decision-making should not be a last result or function as a consultation tool.

According to Jenkins (2016), a particular project lasted for two years, even though it had the

potential to be complete in less than five weeks. Due to the prolonged project, the managers and

team members were exhausted and demoralized, not to mention the costs incurred. Although

Jenkins (2006) notes that there was a lack of sufficient, and efficient, communication, he notes

that the real problem was a lack of quality decision-making. Insights offered by Jenkins confirm

that decision-making is an important element in project management, and should be incorporated

from the start of the project. Actually, the decision process should begin in the planning phase.

Another perspective of the right time to incorporate decision-making in projects is

offered by Buede and Powell (2009) who note that good decision-making starts with a decision

context. A decision context is the surroundings in which decisions arise (Buede & Powell, 2009).

Opportunities, resources, duties, and obligations are part of the surroundings that decision-

makers face. The ‘project manager's guide to making successful decisions’ authors specify that

the noted settings could also involve the desires and obligations of business associates, family,

and friends (Buede & Powell, 2009).

Although decision-making is considered part of the whole project undertaking, it is a

project of its own, because it has other specifics that also determine the success of the project.

The details, which Buede and Powell term as the cornerstones, include: the decision, the decision

process, and the decision makers (2009). A decision, in this case, is the actions that the project

managers undertake that consume resources besides affecting other individuals. The affected

individuals could be stakeholders in the project such as team members and the people to which

the project is directed. The process, on the other hand, is the planned procedure that should be

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followed while implementing the decision. Lastly, the decision maker is the individual who takes

part in the decision-making process.

A blogger at UpWork notes that a project manager is an essential person in the decision-

making and entire project’s process because he/she adds value to the process and helps reduce

risks (2011). Concerning the process, many projects fail due to failures in articulating the

objectives, implementing and making a follow-up or evaluation. During last summer, I took part

in an event planning process that was tasked with planning and overseeing a wedding. Although

the project was partly a success, many failures got in the way of a smooth event. For instance,

the attires for the bridal party were not made on time, the decors, and venue arrangements were

also finalized at the last moment, precisely the wedding day. The main issue was a lack of an

adequate and elaborate planning process that seemed to have been a failure from the start of the

project. For example, some objectives that were stipulated lacked alternatives. For instance, the

team did not set options for floral arrangements and venue. Moreover, uncertainties such as price

escalations were not projected. As a result, the planning process was halted by suppliers who

would not compromise on the budget at hand and unavailability of the exact floral and venue

specifications. The project management part could be termed a failure because the planned

arrangements were substituted for what was available. What the team failed to understand was

that the decision-making process was essential in the event planning and that all the steps in the

process had an impact. As Buede and Powell (2009) note, identification of alternatives and

uncertainties is an important aspect of the decision-making process besides the other phases such

as assessing the alternatives, implementing, and monitoring the process.

Ultimately, decision-making is an important aspect of project management because it

allows for the identification of objectives, establishment of uncertainties and alternatives, and

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evaluation of the alternatives before implementing the objective, monitoring, and evaluating the

project.

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References

Jenkins, Toby. (2016). 10 Minutes that can transform your remote projects. UpWork. Retrieved

22 May 2016 from https://www.upwork.com/blog/2014/05/10-minutes-can-transform-

remote-projects/

Kerzner, H. (2014). Project management best practices: Achieving global excellence. Hoboken:

Wiley.

Powell, R. A., & Buede, D. M. (2009). The project manager's guide to making successful

decisions. Vienna, VA: Management Concepts.

Why You Need a Project Manager (2011). UpWork. Retrieved 22 May 2016 from

https://www.upwork.com/blog/2010/12/why-you-need-a-project-manager/

Running head: RESPONDING TO A MID-PROJECT STAFFING CRISIS 1

Responding to a Mid-Project Staffing Crisis

Name: Reginald Hawkins

Course: OGL 321

Institution: Arizona State University

Date: 06/02/201

RESPONDING TO A MID-PROJECT STAFFING CRISIS 2

Project management is a deep topic that explains how projects should be handled, but

cannot anticipate how to manage every possible crisis. Unforeseen events occur all the time

during projects, and it’s not possible to complete a project without small deviations. A project

manager must expect that crisis is possible, and make preparations at the forefront of the project

to mitigate the impact of the unplanned event. First, knowing that there are two types of

leadership styles that play a critical role in ensuring whether a project will be a success, or

failure, is the first step, and each style handles crisis differently. Next, a project manager should

understand what is expected of him or her during a crisis, and do everything possible to fit that

mold. Lastly, crisis can be a tension filled situation, the leader should expect this phenomenon to

occur, and anticipate ways to handle this situation. Crisis in project management can be difficult,

but if handled well, it can make the leader and the team stronger than ever.

There are two main types of leadership: traditional and situational. The first style,

traditional, consists of the manager playing a commanding role, to ensure goals are met. It is

mostly applicable to the line managers, who are in most cases, found in companies and employed

on a permanent basis. Crisis with staff from this style of leadership can be experienced often,

with great magnitude, since there is frequent contact with team members while giving commands

on day to day work. It is therefore not commonly recommended for a project that is contractual

based. (Smallwood, 2013) The second option, situational, involves leadership when a need

arises. Personality and leadership go hand in hand. Personality comes first because you have to

dealing with diverse teams of people make it a necessity for success. This type of leadership is

most common amongst project managers because they are the ones that deal with people of

various roles and talents. These leaders are usually not interested in how the project is being run,

and possess a heightened focus of how the project is progressing. Crisis of amongst team


members is very limited with this order of leadership. (Norrie, 2008) Choosing a style of

leadership is the first step in mitigating the possibility of crisis within a project.

Secondly, a leader should know what’s expected of them during a crisis. Project

Managers are expected to exhibit tolerance, trust, respect, communications skills, and a sense of

accountability during a critical situation. Tolerance is a vital virtue that each manager ought to

possess. Tolerance of people's personalities, and external events, is very important in project

management. It reflects directly to the morale of the staff. If you don't let people be who they are,

they will be less productive in what they do, and that is why you have to tolerate slow thinkers,

jokers, even the fast minded, with more ideas people. (Norrie, 2008) Morale is important during

a crisis, and tolerance is a vehicle for maintaining a high level. Project managers should also be

trustworthy. They should be someone that people feel comfortable sharing thoughts with when

problems arise. These leaders should also be someone in which staff feels confident with sharing

ideas for improvement of the project. Trust is a virtue even the bosses expect from them, because

they are the intermediaries between the people in the line of work and office policies. (Nicholas,

2008) Project managers should share their decision making with subordinates. This element is

vital because sometimes the team members in line of duty are the ones having the primary

experience, and can have ideas that can change the crisis for the better. (Kerzner, 2013) It’s

almost impossible to overcome a crisis without trust. Respect is another virtue a project manager

should possess during a crisis. As a leader, you should respect other people, so that you too get

that respect in return. A lack of respect for your colleagues, will prove to be very difficult, and

hence, productivity will be low; which might affect the time frame of crisis resolution. (Nicholas,

2008) Next, communication skills are a vital characteristic for project managers during a critical

situation. Communication should be clear from top to bottom, for confusion avoidance.


(Nicholas, 2008) Project managers should maintain a sense of accountability for their team, in

addition to, their actions. This ensures that there is competency involved with solving a crisis,

and that everything is completed in a professional manner to avoid delays. This should

encourage them to have the virtues as discussed above, and ensure team members give their best

even when the odds are against the team. Knowing what’s expected of a leader during a crisis

can provide an extra boost toward solving a critical situation.

Lastly, understanding tension will be a part of a crisis, unavoidable, yet manageable.

Tension most likely arises from conflict, and project managers need to play a vital role in solving

the conflict between people or departmental conflicts. The ability to handle conflict requires an

understanding of why the conflict occurred. Therefore, project managers should be good judges

and listeners to ensure they give a fair judgment, especially during crisis. They should avoid a

scenario where they give contradicting commands that might lead to conflict. Beneficial conflict

is helpful to the project and should be encouraged, if it does not apply a constraint to the progress

of the project, or its productivity. (Kerzner, 2013) They also should be team leaders. By this,

they should lead as an example. Everything they do they should consider professionalism

because other members are looking and learning from him or her. (Nicholas, 2008)

In conclusion, managing crisis during a project can be an enormous challenge, but it does

not have to consume you. As project managers, we should set reasonable expectations, and

remain resilient when faced with a challenge. Crisis during projects are unavoidable, but

planning ahead for how to handle an unforeseen situation is the best mitigation tactic to keep

critical situations at a minimum during a projects life cycle.


References

In Smallwood, C., Kuhl, J., & In Fraser, L. (2013). Time and project management strategies for

librarians.

Norrie, J. (2008). Breaking through the project fog: How smart organizations achieve success by

creating, selecting and executing on-strategy projects. Mississauga, Ont: J. Wiley & Sons

Canada.

Nicholas, J. M., & Steyn, H. (2008). Project management for business, engineering, and

technology: Principles and practice. Amsterdam: Elsevier Butterworth Heinemann.

Kerzner, H. R., & Learning, I. I. (2013). Project management - best practices: Achieving global

excellence. Hoboken, N.J: Wiley.

Running head: UNCERTAINTY IN PROJECT MANAGEMENT: YOU SHOULD CARE 1

Uncertainty in Project Management: You Should Care

Name: Reginald Hawkins

Course: OGL 321

Institution: Arizona State University

Date: 06/10/2016

UNCERTAINTY IN PROJECT MANAGEMENT: YOU SHOULD CARE 2

Projects are similar to super hero movies; they both possess an antagonist, protagonist,

and each will not give way until the other has admitted defeat. In the field of project

management, the manager is the protagonist, and the antagonist is this horrible enemy known as

“uncertainty”. This paper will focus on this nemesis we call “uncertainty”, and shine a light on

solutions to combat this foe. First, I will analyze how to prepare for “uncertainty”, and the

various factors that can affect that preparation. Next, I will examine the multiple approaches to

uncertainty preparation that exist today. Lastly, I will analyze how “knowledge” plays a key role

in preparing for “uncertainty” within the world of project management. “Uncertainty” can bring

a project to a screeching halt if ignored, but this paper will demonstrate, that with the right tools,

this demon can be dominated.

David Bakke said it best, “An architect doesn’t build a skyscraper without a blueprint.”

(2013) There are numerous ways to plan for uncertainty in project management, and the process

begins with analyzing the five key factors that could influence an approach to unpredictability:

novelty, complexity, affordability, structure, and capacity. (Cleden, 2012, p. 38) First is

“novelty”, does the project involve venturing into uncharted waters. If so, that somewhat

removes the idea of possible fixes from a “been there, done that” perspective. When you’re

starting fresh, the plan going forward has to be as unique as the project itself. Next, how complex

is the project from a manager’s perspective. Essentially, does the project have a lot of

intertwined parts, where if one branch is severed creates a ripple effect of disaster. Third, does an

investment in uncertainty preparation exceed the cost of the possibility itself? If so, it may not be

worth the resource allocation. Another factor, does the structure of the project increase the

chance of uncertainty during the process. The design of the project greatly effects the possibility

of discovering potential uncertainty entry points, and ways to eradicate those entries. Lastly, is


their wiggle room in the project for failure? Projects that have the ability to endure miscues, and

carry-on with the next phase, are more vulnerable to uncertainty because the plan is built more

relaxed than one that cannot tolerate a misstep. Lets’ use this week’s scenario as an example; it

contained high novelty and lacked affordability because, planning for uncertainty early on would

have entailed adding extra team members to early, which would have amounted to extra costs to

prep for an unforeseen circumstance. A project manager needs to be able to observe each factor,

provide a tentative grade to all five, and utilize that data to formulate a tactical approach for

handling uncertainty within the project.

Once we’ve evaluated the possible factors that can play a part in uncertainty probability,

we can decide on an approach to handling this problem before it occurs. There are four paths to

tackling uncertainty: adapt, reorient, detour, or suppress. (Cleden, 2012, p. 38) Adapting is an

approach that involves the acceptance that uncertainty is possible, and instead of avoiding this

concern, devise ways to plow right through uncertainty before problems occur that cannot be

overcome for project progression. This philosophy requires a team with the ability to move

rapidly, and act quickly. The next approach is considered reorientation, and the name alone

provides an excellent description of what the philosophy entails. This plan of attack is most

commonly used when any uncertainty can be detrimental to the progress of the project, and

involves cancelling the initial path to a troubled goal, in addition to, redirecting around the

uncertainty. This is a very time consuming approach, and is more commonly used in projects

with high novelty. Another plan of attack against possible uncertainty is the utilization of a

detour mechanism. This tactic possesses close similarities to the art of reorientation, except

changing the final objective is not an option. Basically, when project managers plan to utilize

this philosophy, they are expecting uncertainty, and have decided to devise ways around those


unforeseen situations while remaining on track toward the same goal. Lastly, the talent of

suppression is a capable form of uncertainty repellent. This form of defense is another method

that accepts uncertainty in projects is unavoidable, but may be possible to shrink its magnitude,

and reduce devastation before the occurrence. Suppression is one of the most commonly used

approaches, but should be avoided if its cost exceeds the consequences of uncertainty within the

project. Each approach provides great tactics for tackling uncertainty, in addition to, all possess

strengths, and weaknesses. The strategy utilized should only be determined after a careful

evaluation of the five confrontation modes described earlier. (Cleden, 2012, p. 38) Without that

guidance, the wrong approach could be chosen, and additional uncertainty could arise from such

a misstep. Also, it is possible to combine more than one approach to form a sort of hybrid attack

against uncertainty. The same amount of caution should be utilized with such a tactic. The right

approach to uncertainty can save a project. In this week’s scenario, I lacked the right approach to

an unforeseen event during my first attempt of the simulation and suffered with a horrible score.

Changing that approach turned my score around in future attempts, but in a real project there

may be no chance for a second try; so it’s best to get it right the first time with careful planning.

Lastly, what I believe to be the final step in preparing for uncertainty in projects, build

strategies around gathered knowledge. Stowe Boyd once said, “We’re now in a time of

overwhelming volatility, uncertainty, complexity, and ambiguity, where forecasting becomes

nearly impossible, and even determining which of the risks confronting us are most significant is

almost unimaginable.” (2013) I feel that statement is enshrouded in some truth, but that in no

way means an attempt should not be made. Gathering knowledge from forecasting models can be

very helpful in planning a stronger approach to uncertainty in project management. This may not


be possible in novelty attempts, but beyond that factor should see some resources allocated in

this area.

Uncertainty in project management and the various approaches to handling this enemy is

such a loaded subject that an entire book can be based on this topic alone. I feel that if I had read

the two chapters utilized for this paper before attempting this week’s simulation, my first attempt

would have ended with a higher score. My advice, always plan for uncertainty, and hope for

certainty.


References

Cleden, David. "Chapter(s) 3 & 4." Managing Project Uncertainty. Farnham, England: Gower,

2012. 37-70. Print.

Bakke, David. "Navigating Through Unpredictable Income: Tools for Financial Planning."

Upwork. Upwork Global, 19 Mar. 2013. Web. 09 June 2016.

Boyd, Stowe. "Futurist Stowe Boyd on the Dawn of Work Placeforms." Upwork. Upwork

Global, 09 Aug. 2013. Web. 09 June 2016.

Running head: STAYING ON SCHEDULE 1

Staying on Schedule



OGL 321

June 17, 2016

STAYING ON SCHEDULE 2

Typically, project management entails the process of formulating, implementing and

monitoring the work of a team to attain specific objectives as well as surpass a particular success

criteria. The success or failure of projects is pegged on numerous factors and strategies that must

be adhered to. This paper seeks to provide an extensive reflection on the PMI pulse of the

profession the high cost of low performance, preventing scope and schedule risks, and two blogs

specifically; the ‘Easy in Theory, Difficult in Practice’ by Bondale Kiron and ‘Back from Red’

by Todd Williams’. This paper will specifically place much precedence on the information

gained from the previously mentioned readings and blogs.

I gained a lot of insight from the high cost of low-performance reading. I learned that the

best performing business organizations have a unique approach to different projects as compared

to their peers. They focus on creating efficiencies to drive their success; they employ project

management systems strategically, and they also place a lot of precedence on talent management

as well as improving their role in project management. Furthermore, these organizations engage

active executive sponsors on their projects and focus on using a consistent and standardized

project management processes. Their primary goal in implementing these strategies is to

maximize their organizational value. Also, highlighted in the blogs, business organizations lose

market share and a lot of money when projects fail as a result of failing to implement effective

strategies or poor leadership. Due to the high cost incurred by a failure of a project, organizations

employ effective and efficient strategies to ensure the success of their projects (Mark, 2014).

From the reading, I learned that some of the strategies employed included training and

developing the project management team and driving efficiency by doing more with less. To do

more with limited available resources, includes expanding into emerging and new markets,

localizing skills, as well as, supporting standardized project management. Overall, I learned that


business organizations that have an effective project manager had a higher likelihood of project

success as well as having less money lost as a result of project failure.

From the readings, I also learned that scope and schedule risks have also impeded the

success of a project. With scope, I was able to realize that project managers make mistakes

during the development of goals, the requirements, and the deliverables of the project. I saw an

example of this within this week’s project management simulation. My first attempt consisted of

a costly mistake with personnel quantity, and quality for the allotted schedule. In most cases, if

the scope is not well defined, there is a higher likelihood of it negatively influencing the success

of the project. Similarly, scheduled risks are linked to elements such as inadequate resources,

unqualified personnel, or incorrect estimates. Despite project schedule and scope being essential

in project management, I felt that proper planning, as well as, proper budgeting, are key to a

project success. In contradiction with the reading on the necessity of project scope and schedule

instead I think planning is more important. This is because a project schedule and scope tend to

fluctuate as the project progresses thus having a solid change management plan are important to

conform and be ready for the changes in the project schedule and scope. However, from the

readings, I also learned some of the success factors that can be employed to reduce the risks

associated with scope and schedule (Kerzner, 2013). Some of the factors included the use of

good project management methodologies, proper communication, use of change control

processes and estimating activities.

The blog ‘Easy in Theory, Difficult in Practice’ was very instrumental in enhancing my

knowledge of project management. I learned some of the bad habits that project management do

unknowingly and which might have long-term effects on the organizations. The habits included

aggressively pushing for project closure, or pushing for deliverables even, is the consumers are


not contented with what is being delivered, having regular conflicts with peer project managers

or team members over the availability or allocation of shared resources, being single minded and

avoid scope changes and also consistent escalation of conflicts with the functional managers or

team members (Walker & Garrett, 2016). Such habits are mostly ignored and taken as minute.

However, there can be dire consequences that can be accrued from such habits. Some of the

consequences include; a reduction in the overall or individual morale which is caused by bruised

egos, it might also result in a strained relationship with team members and functional managers

(Walker & Garrett, 2016). There is a possibility of reduced customer satisfaction as a result of

contractual correctness, thus possibly losing loyal clients. Therefore, a lot of focus should be

placed on mitigating or reducing the severity of these habits.

Similarly, I also learned that the inability of project managers to multitask and manage

resistance can also impede the success of projects. The blog on manager’s inability to tie shoe

fathoms that managers need to look at the pattern of the work to identify the inherently

inefficient while reflecting on project methodologies such as critical chain and agility.

Furthermore, the blog encourages the allocation of duties to avoid the ripple effects of

multitasking. Moreover, they must also be smart in task switching and also be able to manage

resistance (Kogon, Blakemore & Wood, 2015). Resistance to change can be mitigated by

engaging the team in decision making process and having effective communication strategies

(Barker & Cole, 2012).


References

Barker, S., & Cole, R. (2012). Brilliant project management: What the best project managers

know, do and say.

Kerzner, H. R. (2013). Project management: a systems approach to planning, scheduling, and

controlling. John Wiley & Sons.

Kogon, K., Blakemore, S., & Wood, J. (2015). Project Management for the Unofficial Project

Manager: A FranklinCovey Title. Dallas, Texas: BenBella Books, Inc.

Mark, A. L. (2014). PMI’s Pulse of the Profession: The High Cost of Low Performance. A Core

Competency for Project and Program Success. In Project Management Institute.

Walker, D., & Garrett, D. (2016). Inside the Project Management Institute. Strategic Integration

of Social Media into Project Management Practice, 298.

Managers' Inability to Tie Shoes and Their Resistance to Change. (2016). Ecaminc.com.

Retrieved 2 June 2016, from http://ecaminc.com/index.php/blog/item/304-managers-

inability-to-tie-shoes-and-their-resistance-to-change

Project Managers need to play the long game. (2013). Easy in theory, difficult in practice.

Retrieved 2 June 2016, from https://kbondale.wordpress.com/2013/10/06/project-

managers-need-to-play-the-long-game/

http://ecaminc.com/index.php/blog/item/304-managers-inability-to-tie-shoes-and-their-resistance-to-change

http://ecaminc.com/index.php/blog/item/304-managers-inability-to-tie-shoes-and-their-resistance-to-change

https://kbondale.wordpress.com/2013/10/06/project-managers-need-to-play-the-long-game/

https://kbondale.wordpress.com/2013/10/06/project-managers-need-to-play-the-long-game/

Running head: SCOPE COMPLIANCE AND ETHICS 1

Scope Compliance and Ethics



OGL 321

June 20, 2016

SCOPE COMPLIANCE AND ETHICS 2

Ethics is a powerful weapon for project managers to uphold, as they have the hardest job

to accomplish and ensure success. Project management is unique in terms of specialization where

there is a likelihood of being surrounded by individuals in a disciplinary focus, which is narrow,

meaning that management must have a wider perspective on how to handle employees. In project

management, managers work in unique circumstances because of the existence of individuals

that have an indirect or direct interest in the organization. This means the management should be

able to incorporate both external and internal demands. Project managers may work with vendors

or other managers from the same organization but with significant influence, leading to a conflict

of interests. In that regard, matters of ethics are of much importance to project managers for

enabling them avoid the ethical dilemmas that may occur. Some of the ethical issues that should

be taken care of by the project managers include communication, competing priorities,

performance pressure, dysfunctional motivation, extreme behavior, and accountability. Conflicts

of interest can become a challenge to an employee’s allegiance because they can lead a breach in

employment contracts. Therefore, in the book, Ethics and project management, Kliem (2012)

explains that inadequate employee health and safety, lack of employee rights, arbitrary

employment at will, no due diligence and care, and legal noncompliance can lead to

dissatisfaction and poor performance. In that case, this topic will entirely focus on reasons as to

why project managers should abide by ethical issues.

Communication is one of the ethical issues that should be prevalently taken care of by

project managers in order to avoid hurting their credibility. Project managers take 90 percent of

their time to communicate with stakeholders. That is why they should be responsive and open to

insights and questions. Also, they should always speak the truth to avoid losing their credibility

becsuse if this happens, the possibility of a successful completion of projects will be minimal.


Therefore, it is advisable for Project managers to adapt an open and honest, horizontal and

vertical communications philosophy, as one way of abiding with the matters of ethics. In the

article, voices on project management Skrabak (2016) explains the importance of focusing on

project execution instead of bureaucracy. Therefore, it is necessary to maintain good

communication during the implementation phase to ensure that everything has been done as

expected. This strategy can be used to maintain good relations between the project managers and

employees, thus ensuring that everything has been done as per the required standards, and on

time.

Stakeholders have competing priorities that bring confusion to the project managers,

leading them to make unfair decisions that could impact the stakeholders’ expectations during

the priority resolution process. Therefore, the level of integrity and trust towards the project

manager is negatively affected. In such terms, project managers are required to make decisions

that favor the customer. Performance pressure is another ethical issue that should be taken into

consideration by project managers to avoid problems. In addition, dysfunctional motivation is

one of the moral issues that should be carefully handled. In the article, easy in theory, difficult in

practice, Bondale (2016) explains the need to incorporate the views of key stakeholders in

project management. The stakeholders should be engaged in the project execution phase because

any form of dissatisfaction can result in a descent from a section of them, hindering the timely

achievement of results. Project managers are one way of being ethically upright, and should not

show extreme behavior. Project professionals and managers need to consider a repressive culture

keenly to shun ethical precarious. Accountability, responsibility, and commitment are other

ethical issues that project managers should uphold. In that case, project managers are required to

be responsible for the achieved results, carry out the commitment, and follow the promise.


Project managers should have a balanced perception on how work should be handled to

avoid trouble. In addition, they should ensure that there is a fair competitive advantage and

accurate reporting. Furthermore, they should make sure that there is no low-balling, padding, be

careful with insider trading, safeguard the standard quality, and avoid circumvention. If they

want to maintain their levels of professionalism, it is necessary for them to shun away

mischarging deals, conflict of interest, kickbacks, and bribes. Breach of contract in a relationship

should be terminated, ensure adequate safety and health of the employee, their rights and

employment should be arbitrary at will. Project managers should comply with regulations and

laws to prevent civil and criminal penalties. Also, observe due diligence by responsibilities,

procedures, and standards to avoid the unethical and illegal behavior. If project managers fail to

comply with such ethical issues, severe consequences will automatically occur. Some of these

consequences include legal implications; this will take place if they cannot rectify ethical

transgressions or situations that have already occurred. Another one is the hindering of career

development, credibility, and reputation because people have lost faith in the organization. The

article, Code of Ethics and Professional Conduct, the Project management institute (2016)

explains the necessity of maintaining professionalism by doing what is considered honorable and

right. In that regard, ethics matters a lot in project management; therefore project managers need

to observe and take care of ethical issues keenly to avoid unnecessary dilemma in an

organization. Thus, according to the professional conduct and the code of ethics, it is the duty of

a project manager to uphold respect, fairness, honesty, and responsibility.


References

Bondale, K. (2016, June 12). Easy in theory, difficult in practice | Thoughts on project portfolio

and change management challenges from Kiron Bondale. Retrieved from

https://kbondale.wordpress.com/

Kliem, R. L. (2012). Ethics and project management. Boca Raton, FL: CRC Press.

Project management institute. (2016). Code of Ethics and Professional Conduct.

Skrabak, J. L. (2016). Project Management.com - Voices on Project Management. Retrieved

from http://www.projectmanagement.com/blogs/286796/Voices-on-Project-Management

Running Head: OGL 321 - FINAL PAPER 1

OGL 321 - Final Paper

By Reginald Scott Hawkins


June 24, 2016

OGL 321 - FINAL PAPER 2

Introduction

In project management, one has to apply certain experience, methods, processes and

utilize required skills to attain the set objective in an endeavour. This discipline relies majorly

on triple constraints such as time, cost, and scope. Any failure a project manager encounters

can be traced to a deficiency in any one or all of the constraints. Besides, following my

previous test, I came to realize that decision-making skill is critical for a successful project

managemer. Moreover, I came to understand that the power of decision-making is embedded

in other project management principles like scope and scheduling (Powell &Buede, 2009). It

has also broadened my knowledge about the impact and pillars of leadership in this

discipline. Therefore, since leadership in project management starts from the planning stage,

apparently, I tend to give more consideration to scheduling and scope as one of the key

elements that determine the success or failure of any project.

Scope and Schedule

Balancing the triple constraints of scope and schedule has been my concern. It is

because I have learned that as a leader, one must identify a clearly defined scope before

embarking on a project. Therefore, I use scope as a work breakdown structure. Moreover, by

identifying various segments of a project, I can understand the entire assignment. Besides,

having a sound knowledge of a project enhances one's leadership as a project manager.

Hence, I think an objective has a direct effect on a project. The broader the scope, the more

expensive a project becomes and vice versa. Also, since a project has a set timeline for

completion, the element of time plays another critical role in project management (Wysocki,

2011). I have also realized that scope and time are correlative. That is, if I have to reduce

completion time then scope must be streamlined. On the other hand, if the scope is not

reduced, the cost of the assignment rises. Therefore, the three constraints combined can


determine the end quality of the venture. Besides, scope and schedule do fluctuate in the

course of the project and resistance to their changes may compromise the success of the

undertakings (Walker & Garrett, 2016). Therefore, by focusing on scope and schedule, I can

monitor their changes and adapt to them through proper decision-making processes. Hence, I

have acquired a lot of knowledge regarding leadership in project management. I have also

increased my emphasis on planning based on scope and schedule.

My Personal Approach to Project Management

Following my previous experience, I would define my personal approach to project

management as a process of formulating, executing and monitoring a workforce with the

objective of attaining certain goals. Unfortunately, such a definition did not bear in mind that

project management involves different strategies, of which, are affected by several factors.

However, after some interactions with the Harvard Simulation scenarios, I feel that my entire

perception of project management has changed. Therefore, I would define project

management as a process of creating efficiency; such as strategically employing management

systems and managing the available talent with the aim of completing a project successfully

(Wysocki, 2011).

On the other hand, leadership is the principal area I intend to focus on when managing

projects where a crisis is inevitable. Interestingly, project management has a tendency of

pushing for a project closure, pitting project managers against each other regarding resource

allocation and sometimes making the manager act alone as a way of ignoring the fluctuating

scope. I also understand that engaging in persistent conflict with a management team

negatively affects the quality of a project because it reduces the morale of those involved in

the project (Kerzner, 2010). By focusing on decision-making and decision processes, I will

strengthen my leadership skills for project management. The principle of decision-making


will make me sensible to my management team during a conflict (Meredith & Mantel, 2011).

Another key area I am focusing on is planning. Despite the conflict, planning has a way of

holding things together. Since planning is done during the initial stage, the conflicting parties

can be brought on board as a way of ironing out outstanding issues. Other areas include ethics

and communication skills. Ethics in project management has a way of wading off adverse

interests. It also brings about accountability while good communication skills are the best

way of resolving conflicts that may undermine a successful completion of a project (Powell

& Buede, 2009).

However, despite my reliance on using a systematic approach to project management,

I find my biggest challenges in areas of balancing the triple constraints. The challenge is that,

since they fluctuate after a specified duration, the prevailing factor does hinder the choice for

a perfect decision when adapting to changes. Hence, uncertainties in the project management

may be difficult to manage (Meredith & Mantel, 2011).

The Relevance of Project Management to a Senior Client Officer

Planning in project management is directly relevant to my profession. In my job as a

Senior Client Officer, I have a duty to organize and prioritize my activities as a general

supervisor of the operations teams. Just like in project management, as a Senior Client

Officer, I have a duty to direct the activities in line with the branch objectives. Hence, I find

the principle of scope in project management as very critical in my every activity (Kerzner,

2010). Moreover, since its intended objective measures the success of a project, I find

planning compounded with scope to be entirely relevant to my profession as a Senior Client

Officer. The principle of decision-making is another principle that holds great relevance to

my job (Wysocki, 2011). Just like in project management, complex issues are handled.

Hence, excellent decision-making skills are needed for one not to hurt the success of the


entire project. It is because; the decision made in both cases can significantly affect the

outcome of a venture (Powell & Buede, 2009).

On the other hand, since I directly interact with clients and colleagues, I am

responsible for upholding the credibility of my team. Such scenarios apply in project

management too. It is imperative to state that any negative perception a client may hold

regarding my team and the manner we undertake a project may negatively damage

everyone’s credibility. The effects may result in a reduced morale, less trust and eventually a

lower quality of delivered service. Therefore, the principle of communication in project

management is relevant to my profession. Good communication skills are the only way of

creating a better relationship between the operation team, the key stakeholders, and myself

(Skrabak, 2016). It also brings about a good leadership skill that can steer an operation to its

successful completion. More importantly, it helps in time of crisis. Hence, the systematic

strategies of project management, its principles of triple constraint, decision-making,

communication skills and leadership are very relevant to my profession as a client manager.

Just like in project management, as a client manager, I supervise an operation team and

handle complex issues that require excellent decision-making skills. I also act as a link

between stakeholders.

In conclusion, the principle of decision-making skills has broadened my knowledge

regarding project management. On the other hand, I am focusing on schedule and scope since

I believe that they are the bedrock for a successful project. I also believe that by placing more

considerations on decision-making skills, I will be able to contain or solve the unavoidable

conflicts in project management. However, it is tough to balance the triple constraint in this

discipline. Interestingly, I find that all principles of project management are relevant to my

position as a client manager.


Harvard Project Management Simulation Advice

Over the last six weeks, I’ve been exposed to a great learning tool called the ‘Harvard

Project Management Simulation’. This apparatus has been instrumental to my growth and

success during this online course. For the students of this course that follow me, I have

numerous tips to share, that I feel will help them immensely with championing this software.

First, I will provide some useful information on how to maintain the three levers of project

management (scope, resources, and schedule). Next, I will examine habits and tendencies

discovered during my time with the simulation, that if I had the knowledge of before

beginning this course, could have provided a competitive advantage going into each week’s

module. Lastly, I will provide an example of my own personal model that existed during

these projects. Here is my advice:

1) Suggestions on how to manage the three most visible levers of project management

(scope, resources, and schedule).

a) When it comes to scope, do not deviate from the model the key stakeholders are

requesting. If management is requesting a multifunctional printer; that is what you

should deliver. You get maximum points for the scope category; just for delivering

the product they are requesting, so don’t deviate.

b) In the project management world, smaller teams are better than larger teams. For

these simulations a similar philosophy should be adopted. Small teams are easier to

control, usually have greater cohesion, and most importantly for these simulations,

they reduce the weekly amount utilized from the budget for team members. I do

understand there are certain projects within this apparatus that require an increased

team size, but when possible try to maintain smaller teams for as long as possible.

c) When plotting your schedule for a project, key stakeholders will set an expectation for

you, but as the project manager, you set the bar for your team. For example, there will


certain scenarios where upper management sets an anticipated deadline for an

intensive project that you just know is unrealistic. In those situations, the project

manager needs to step up, take ownership, and guide his team into the world of

realistic, despite the expectations of the key stakeholders.

d) Always start every project with the objective to aim for balance amongst the three

constraints. Sacrificing any of the three will most likely present a low score, and

attempting to balance all three will usually result in a greater outcome.

2) Critical trends or patterns that you found in the different scenarios.

a) One pattern noticed immediately places a spotlight on the ramifications of

outsourcing too much, for too long. When a project manager executes extensive

outsourcing for too long, team members become bored. It’s best to keep a balance

between how much, and how long you outsource tasks, in an attempt to keep the

members of the team interested in the project.

b) Don’t overuse meetings, and don’t forget they exist. I noticed the longer I used

meetings, team members’ still endured boredom. Contrast, when I removed meetings

and add them back at key moments in the project life cycle, excitement returned to the

team. Essentially, meetings are a part of business, but don’t overuse them in an

attempt to mitigate boredom.

c) When you set your schedule to match the key stakeholder’s expectations, as teams get

closer to the deadline, members become frustrated. So if you exceed your expected

completion date with frustrated members, your morale score takes a hit. When I set

my schedule beyond upper managements anticipated completion date, team members

remained happier because of the extra time.

3) Your own personal “model” of the causal relationships that exist within projects.


a) If I could draw causal loop, it would begin with schedule, point to budget, lastly to

team members, then back to schedule. The schedule controls the status of the budget,

the budget controls the ability to shape the members of the team, and the members of

the team control the productivity of the schedule.

Above are my tips for this simulation, and I believe if I had this advice going into the

class, I would have executed much better right out of the gate. The ‘Harvard Project

Management Simulation’ can be mastered, but it takes time, careful planning, and like any

simulation, a little luck.


References

Kerzner, H. R. (2010). Project Management-Best Practices: Achieving Global

Excellence (Vol. 14). John Wiley & Sons.

Meredith, J. R., & Mantel Jr, S. J. (2011). Project management: a managerial approach.

John Wiley & Sons.

Powell, R. A., & Buede, D. M. (2009). The project manager's guide to making successful

Decisions. Vienna, VA: Management Concepts.

Skrabak, J. L. (2016). Project Management.com - Voices on Project Management. Retrieved

from http://www.projectmanagement.com/blogs/286796/Voices-on-Project-Management

Walker, D., & Garrett, D. (2016). Inside the Project Management Institute. Strategic

Integration of Social Media into Project Management Practice, 298.

Wysocki, R. K. (2011). Effective Project Management: Traditional, Agile, Extreme. John

Wiley & Sons.

running head: decision-making in project management 1 · buede and powell (2009), however, note...

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