Table of Contents
Project management has the most significant role to play in the context of succeeding organizational project and enhance profits at the same time. Behavior of a leader and the team mates help in determining the approach of the management team towards the project situation and also contribute as a developer of the scope for understanding the requirements at the same time (Creasy and Anantatmula, 2013). Here, the project completion and success mostly depends on the approach of the leader or the team members towards the process. In this report, the influence of different behavior of project management and their impact on project outcomes could be discussed. The aim of this report is to explain and critically evaluate three different situations of project management in which good, bad and ugly behavior have been recorded on the part of the project manager. Hence, in the context of explaining the situation, three different case studies have been stated and critically reflect on their influence (Emond, 2010). In this manner, the idea regarding different situations and its impact could be accumulated and learned at the same time. Thus, the aspects are discussed in the below sections with relevant examples and evidence.
Project management is not only the combination of schedules, budgets and managing project process, but it also involves the intention and characteristics influence of the project management team or the leader in terms of gaining success in the course of project completion. Here, the case of a situation where the influence of project leader’s generosity and humble behavior has made the project close to success and also enhances the ability to deliver future scope for the project outcomes at the same time (Fabricius and Büttgen, 2015). The exemplary behavior of a project management team involving its team members and the leader as well would contribute to generating success along with exceptional circumstances at the same time.
The case could be introduced in this regard in terms of a situation collected from a reliable source in which an event of one day PMI workshop had been held and hosted by Charles J. Pellerin, as a leader of that one day project. In this event, Charles J. Pellerin supposes to lead other based on his book called “How NASA Builds Teams: Mission Critical Soft Skills for Scientists, Engineers, and Project Teams” (Emond, 2010). Here, the leadership qualities mixed with generosity and humbleness has been recorded. In accordance with Pellerin, the project could be managed with two aspects of leadership behavior such as logical emotion mixed decision-making process and decision made by integrated data (Geoghegan and Dulewicz, 2016). Throughout the workshop, Charles J. Pellerin discussed how the emotional attachment of a project leader with the project motivates team member to deliver their best and explains the project management process as a journey of human relationships and coordination in order to reach into a better place for all shareholders.
From a critical point of view, if the situation could be analyzed I have realized that the situation delivers good behavior from the leader of the event. As the workshop had been held in order to provide insight into the process of developing a leader and intends to motivate future project leaders through his experiences and observance. Apart from this, I have also observed that the situation was of good behavior as it was intended to motivate future project management teams or leaders and manifest how human emotion could mix with leadership competencies in order to bring success to a certain project (Krane et al. 2012). Therefore, the situation is considered as exemplary behavior delivered by the host as the intention was good and refers to enhance the idea of leadership with wide ideas of application.
In the context of the study, the idea has been collected that leadership is not only about directing people in order to extract certain project outcome or reach to certain conclusion, but it is also an emotional journey for both leaders and the teammate which needs to be shaped with logical-emotional decision making and compassion at the same time. Apart from this, it is also realized that good project management behaviors do not only refer to the exhibition of positive outcomes but also the delivery of positive energy to the other leaders and team members at the same time. Thus, it basically explains the fact that exemplary behavior by the team or the leader is influential in the context of gaining project success.
In this context of the second situation, a poor behavioral solution of a project manager could be discussed in order to manifest the outcomes and influence of poor behavior on the project success rate. Poor project behavior involves several channels of human behavior that might influence project success or process at the same time. Here, the context of discussion could be delivered in terms of poor behavior of the project manager which has resulted in delivering positive project outcomes (McClory et al. 2017). Therefore, the context could be highlighted by explaining how overconfidence of a project manager could lead the project in a negative direction. Therefore, the case has been discussed in the below section for getting better ideas about the situation.
The case has been identified based on a company that produces toys for children and the project manager has the overconfidence in relation to conduct product development. After receiving the project details and post review of the requirements, the project manager all of a sudden developed a work breakdown structure in which the tasks are divided into six stages and four sections. Most importantly, the manager has skipped project related budgets and schedules. Though the project as estimated by the teammates based on its required time for completion, due to the overconfidence of the project manager the project may not be completed within time (Creasy and Anantatmula, 2013). Hence, it is realized that the case has manifested the results of poor project management behavior that also involves a bit of ignorance and lack of knowledge at the same time.
In order to provide a critical reflection regarding the case study selected in this regard, I could state that it has delivered a clear example of how poor project management practices could lead to the complex situation within a project. Apart from this, it has also realized that a project manager should have the competence to understand the ways in which all the requirements of a project could be attended and understood by teammates at the same time (McClory et al. 2017). Hence, in my belief project manager’s competencies need to be assessed along with the project requirements and demands. Moreover, such situation within the project management team or delivered by the project manager could enhance the risk related to project and also results in project failure at times.
Thus, from the above case study, it has been learned that project management process and activities require certain competencies that would help project managers in understanding the project requirements and outcome scope as well. Hence, it is quite evident that poor project behavior could result in negative project impact and at the same time possible project failure as well.
In this context of the case study the ugly project management behavior could be explained and evaluated in order to manifest what ugly behaviors could exist within a project management team and how it influences the project team members and at the same time project process as well. Therefore, the context is to explain the unacceptable behavior by the project leader or the teammates that influence project process and outcomes at the same time (Creasy and Anantatmula, 2013). Moreover, in this regard, the issue or managerial behavior involving micromanagement could be discussed and explained that might help in understanding the fact that why the situation is considered to be ugly from the behavioral perspective.
Here, the case could be delivered related to a fast food brand organization in which the marketing team has been bestowed with a new project of product promotion coined by the company in order to attract elderly consumer market. In this team, the project manager has selected six members as team members and divided the responsibility among them including promotion, advertisements, project budget and scheduling, sample survey, and so on. Though the project team has been observed to do a systematic job, in certain phases, the process has become slower due to budget expansion (Fabricius and Büttgen, 2015). The project manager has started acting a micromanagers’ role where he has been encountering each team members regarding their accountabilities and gaining updates of each and every detail. Hence, it is quite evident that in this manner the team members have lost their interest in the project and stopped investing in their innovative ideas as well. As a result, the project progress slowed down and the outcome of the project seemed no reliable as well.
In order to provide a critical reflection in relation to the case, it could be stated that project management is developed with the collaboration between the project leaders and the teammates. In my belief, it is realized as an emotional and cognitive journey of the associated members of the project and manifesting individual skills and creative thinking would be effective for a project to acquire exceptional success. But in this regard, the case has manifested its negative impact on the project process (Fabricius and Büttgen, 2015). As the project leader is performing micromanagement related to the process, the employees might feel suffocated as they are unable to present their opinion in this regard. Hence, the process eventually is deemed in this manner.
Thus, the learning gained from the above case study could be stated in terms of the project leader’s behavior and its significant influence on the team members and project process. It is important to understand the project requirements and also deliver its purpose to the teammates. Apart from this, creating a cordial relationship with the teammates could also help in enhancing the possibility of project success at the same time.
In conclusion, the overall assessment and perspective related to the project learning need to be evaluated based on the facts accumulated from different case studies. Apart from this, I have gained understanding about the fact that the situation was of good behavior as it was intended to motivate future project management teams or leaders and manifest how human emotion could mix with leadership competencies in order to bring success to a certain project. The good and unique behavior of a project management team and its team members and the leader as well would contribute to generating positive along with exceptional circumstances at the same time. Thus, from the case scenarios, I have realized that project management and its activities are not only based on personal competencies and skills but also it is interrelated with the individual emotion and logical decision-making abilities as well. On the other hand, the project management behavior is significant and considered as an element in terms of gaining project success as well. It is also realized that good project management behaviors do not only refer to the exhibition of positive outcomes but also the delivery of positive energy to the other leaders and team members at the same time. Besides, I have also observed that poor behavior like overconfidence in project manager could mislead the team members regarding project schedule and timing. Hence, it is understood that project management competencies and in minute details regarding the process are dependent on the approach of the project management team or the leaders effectively.
- Creasy, T. and Anantatmula, V., 2013. From Every Direction–-How Personality Traits and Dimensions of Project Managers Can Conceptually Affect Project Success. Project Management Journal, 44(6), pp.36-51.
- Emond, C., 2010. The Best Project Managers are Emotion-driven Leaders. [online] Project Smart. Available at: <https://www.projectsmart.co.uk/the-best-project-managers-are-emotion-driven-leaders.php> [Accessed 8 Dec. 2018].
- Fabricius, G. and Büttgen, M., 2015. Project managers’ overconfidence: how is risk reflected in anticipated project success?. Business Research, 8(2), pp.239-263.
- Geoghegan, L. and Dulewicz, V., 2016. Do Project Managers’ Leadership Competencies Contribute to Project Success?. Project Management Journal, 39(4), pp.58-67.
- Krane, H., Rolstadås, A. and Olsson, N., 2012. A Case Study of How Stakeholder Management Influenced Project Uncertainty Regarding Project Benefits. International Journal of Information Technology Project Management, 3(2), pp.21-37.
- McClory, S., Read, M. and Labib, A., 2017. Conceptualising the lessons-learned process in project management: Towards a triple-loop learning framework. International Journal of Project Management, 35(7), pp.1322-1335.
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