Lack of Characteristics Management Causing Biggest Projects Failure

2019 ◽  
pp. 1339-1350
Author(s):  
Loredana Arana
Keyword(s):  
Cost Management ◽  
Project Manager ◽  
Project Team ◽  
Team Members ◽  
Know How ◽  
Project Plan ◽  
Past Experiences ◽  
Impact Cost ◽  
Looking Back ◽  
The Way

This chapter focuses on recognizing the important resource aspects that can cause disruptions in a project and how to deal with and manage them more effectively to reach desired outcomes. You cannot be successful only by following a project methodology. You will need to be aware of your surroundings and know how to use your resources. In past experiences, diverse resources have been shown to dramatically impact cost management as well as the overall timeline. As a project manager, you will need to be prepared to put challenges on permanent lockdown. The overall approach was to create awareness and guide each project manager in overcoming these challenges. When looking back on previously unsuccessful projects, it was not the methodology that was deficient or the project plan but the way that the group came together as a team. There are many complications that come into play when managing difficult project team members. Therefore, get to know your audience as well as your team; it will make a world of difference.

Lack of Characteristics Management Causing Biggest Projects Failure

2018 ◽  
pp. 5650-5659
Author(s):  
Loredana Arana
Keyword(s):  
Cost Management ◽  
Project Manager ◽  
Project Team ◽  
Team Members ◽  
Know How ◽  
Important Resource ◽  
Project Plan ◽  
Past Experiences ◽  
Looking Back ◽  
The Way

This chapter focuses on recognizing important resource aspects that can cause disruptions in a project and how to deal and manage them more effectively to reach desired outcomes. You cannot be successful only by following a project methodology, you will need to be aware of your surroundings and know how to use your resources that will be available to you. In past experiences, diverse resources have shown dramatically impact in cost management as well as the overall timeline. As a project manager you will need to be prepared to put challenges on permanent lockdown. Our overall approach was to create awareness and guide each project manager in overcoming these challenges. When looking back on previous unsuccessful projects, it was not the methodology that was deficient or the project plan but in the way that the group came together as a team. There are many complications that come into play when managing difficult project team members. Therefore, get to know your audience as well as your team; it will make a world of difference.

Selecting the Project Teams’ Members. A Challenging Human Resources Management Process for Laboratory Research

2011 ◽  
Vol 495 ◽  
pp. 159-162 ◽  
Author(s):  
Evangelia N. Markaki ◽  
Damianos P. Sakas ◽  
Theodoros Chadjipantelis
Keyword(s):  
Human Resources ◽  
Human Resources Management ◽  
Project Manager ◽  
Project Team ◽  
Project Teams ◽  
Laboratory Research ◽  
Management Process ◽  
Team Members ◽  
Resources Management ◽  
The Way

The aim of our paper is to focus on the way a project manager chooses the appropriate members of his team in order to develop hi - technological project for a laboratory research in different sectors (business, hi-technological, financial, societal, political). Our aim is to focus on the differences and the challenges that hi - technological project team members have in laboratory research.

PEOPLE – THE MOST IMPORTANT PROJECT’S VALUE

2012 ◽  
Vol 166 (4) ◽  
pp. 159-176
Author(s):  
Jan BETTA
Keyword(s):  
Human Factor ◽  
Project Manager ◽  
Project Team ◽  
Personality Characteristics ◽  
Main Role ◽  
Know How ◽  
Main Influence

The objective of this paper is to present the main role of stakeholders in the success or failure of a project, in particular that of the Project Manager and the project team. After the period of enthusiasm with IT tools as the panacea for solving problems while initiating, planning realising, controlling and completing projects, the time has come to reflect on human importance in this issue. All PMs agree on the main influence of the human factor on the project’s final result. The most significant are the Project Manager and his/her team. The PM’s personality, characteristics, knowledge and know-how allow him/her to create a valuable team which in turn “creates” a project product that is valuable and conforms to the plan.

Experience and Working Conditions of Project Managersin Poland – Research Report

2011 ◽  
Vol 22 (4) ◽  
pp. 0-0
Author(s):  
Rafał Łabędzki
Keyword(s):  
Project Management ◽  
Working Conditions ◽  
Project Manager ◽  
Project Team ◽  
International Project ◽  
Research Report ◽  
Team Members ◽  
Management Association

This paper reveals the project management reality in Polish organizations . Two groups of factors referring to the project manager are presented . The first one contains direct factors, i .e . these that can be influenced by the project manager himself: experience in project management (in years), level of certificate, sector of the economy . The second one comprises the indirect factors, which cannot be controlled by the project manager: number of projects carried out in the organization yearly, number of concurrent projects carried out in the organization, average project budget in the organization, average number of project team members . Conclusions are based on the research carried out in 2011 in cooperation with the International Project Management Association . Moreover, two hypotheses are verified, both refer to the Polish project management conditions .

scholarly journals Intellectual intelligence and emotional intelligence of project manager

2021 ◽  
Vol 907 (1) ◽  
pp. 012022
Author(s):  
G Reinaldo ◽  
A Andi ◽  
V Ong
Keyword(s):  
Emotional Intelligence ◽  
Analytical Hierarchy Process ◽  
Construction Project ◽  
General Information ◽  
Project Managers ◽  
Project Manager ◽  
Project Team ◽  
Mean Values ◽  
Team Members ◽  
Hierarchy Process

Abstract Intellectual and emotional intelligences are two important competences of project managers for the success or failure of a construction project. This study aims to investigate how often project managers utilize these two intelligences in running their project. It will also take a look the intelligence that construction personnel expect more from their project manager. The research was conducted by distributing questionnaires to construction personnel that were working on ongoing projects. The results show that the project managers use both intellectual and emotional intelligences, with mean values of 4.20 and 4.12 respectively. Meanwhile, results from analytical hierarchy process analyses portray that the project team members expect the project managers to exhibit emotional intelligence more than intellectual intelligence with weight of 66.40% and 33.60% respectively. The study also conducts several analyses by using respondents’ and project managers’ general information.

scholarly journals Proactive Planning of Project Team Members’ Competences

2020 ◽  
Vol 12 (1) ◽  
pp. 71-84 ◽  
Author(s):  
Eryk Szwarc ◽  
Jarosław Wikarek
Keyword(s):  
Human Resources ◽  
Project Team ◽  
Team Members ◽  
Proactive Approach ◽  
Project Plan ◽  
Employee Absenteeism ◽  
Proactive Planning ◽  
The Many ◽  
Continue Work ◽  
Project Delays

AbstractAmong the many factors that cause project delays or cancellations are disruptions, that is, unforeseen events occurring during the implementation of a project, which postpone or interrupt the performance of project activities. Examples of disruptions include employee absenteeism, addition of new activities, and others. One way to deal with this type of events is to predict potential disruptions and prepare redundant resources to be used should a disruption occur (proactive approach). The focus of the present paper are human resources, in particular redundant project team competence frameworks, which allow to continue work on a project in the event of a disruption. Previous studies on planning competence frameworks regard insensitivity (robustness) to one type of disruption, caused by employee absenteeism (an absence of one, two, or three employees). The goal of this article is to present a proactive procedure that allows to seek competence frameworks robust to two types of disruptions: absence of one employee and addition of new activities not included in the project plan. Examples are provided to illustrate how the proposed approach can be used in practice.

scholarly journals Agile method in project management: method implementation, competencies of team members and project manager

2020 ◽  
Vol 2020 (4) ◽  
pp. 15-24
Author(s):  
Irina Olegovna Naydis
Keyword(s):  
Project Management ◽  
Communication Skills ◽  
Personal Characteristics ◽  
Project Manager ◽  
Project Team ◽  
Management Approach ◽  
Leadership Qualities ◽  
Team Members ◽  
Stage Of Development ◽  
Professional Field

The article outlines the study of approaches to project management: classical or traditional project management and flexible project management methods. Agile project management is analyzed using the Scrum methodology, which is a variety of Agile approach. The main stages of the above approaches are presented, their features, scope and advantages are revealed. The features of team management in traditional and flexible projects are considered. There has been developed an algorithm for choosing and actualizing a project management approach, which reflects the essence of flexible and traditional project management. At the present stage of development, the external environment is characterized by high variability, so the flexible project management becomes a factor in the competitiveness of the organization. There have been analyzed the competencies of the project manager and team members, which are necessary for efficiency of Agile methodology. It has been defined that the members of the project team must have flexible competencies. Flexible competencies are understood as a set of knowledge, abilities, skills, personal characteristics, motivational and value aspects that contribute to the effective operation of the employee within the flexible project team. The flexible competencies of the team members are: creativity, adaptability, ability to self-government and self-organization, openness to new things, learnability, self-criticism, involvement, tolerance to other positions, broad specialization and versatility, trust and openness, stress resistance, communication skills, etc. The requirements for the head of a flexible project are: T-Shaped competence type (the expert level in one's professional field and the extensive knowledge in the related fields), temporary competence, emotional intelligence, leadership qualities and developed communication skills

scholarly journals THE EMOTIONAL INFECTION OF THE VIRTUAL INNOVATION PROJECT TEAM

2020 ◽  
pp. 35-50
Author(s):  
S Bushuyev ◽  
N Bushuyeva ◽  
V Bushuieva
Keyword(s):  
Virtual Team ◽  
Mental States ◽  
Project Manager ◽  
Project Team ◽  
Emotional Behavior ◽  
Infection Model ◽  
Emotional Impact ◽  
Team Members ◽  
Innovation Project ◽  
The Impact

Emotional infection is considered as a social and psychological mechanism of transferring the mental mood of the manager to the virtual project team and stakeholders of the projects. Emotional impact in the face of direct contact and the inclusion of the virtual team members in certain mental states have an impact on the effectiveness of project management. The main objective of emotional infection analysis is educated and creates the organization of new behavior in adverse, deadly, and aggressive external conditions the manager or virtual team. In times of global crisis and depression 2.0, the emotional behavior of the innovation project manager and his infection with the project team is exacerbated by external uncertainty. The stakeholder infection model is based on an understanding of the life cycle of the project manager, which is presented as a curve for personal changes of the manager of innovative communication projects and programs. Emotions are considered in content, reflecting the various aspects and meanings that caused them. To apply the psychophysiological formula for assessing the impact of the emotional state of the virtual team of innovative projects, these influences have been transformed into a competent model for managing these projects.

scholarly journals PROJECT TEAM FORMATION AND DEVELOPMENT BASED ON THE IMPOVED COMPETENCE METHOD

2018 ◽  
Vol 6 (5) ◽  
pp. 334-339
Author(s):  
G. D. Kostina ◽  
A. V. Torgasheva
Keyword(s):  
Project Success ◽  
Simple Algorithm ◽  
Project Manager ◽  
Project Team ◽  
Team Formation ◽  
Team Members ◽  
Project Area ◽  
Mathematical Background ◽  
Optimization Task ◽  
Team Types

Creation of a project team is the first stage in the long sequence of all works which are related to the desired project. At this stage, a group of participants should be carefully chosen, based not only on their experience in the project area, but also on their compatibility and willingness to work together in a mutually helping way. In the paper, after a survey of related publications, project team types and characteristics are considered and arising problems are identified. These problems are related mainly to badly specified duties of team members, weak information links between them, fuzzy project goal and competition for dominance between members, It is found, that the project team formation can be viewed as a mathematically complex multi-criteria optimization task. A new method of team formation is proposed, which does not require deep mathematical background from the project manager. The method is based on the use of the competence technique. However, in contrast with the use of this technique in human resource management, the proposed method takes into account the important aspect of psychological compatibility of team members, which can appear to be the decisive factor in the project success. The method is presented as a simple algorithm which can be used by the project manager in the team formation.

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