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Improving Project Performance Through Partnering and Emotional Intelligence
The value of project management in achieving profitability goals is greatly enhanced when project managers utilize Emotional Intelligence (EI) in their management activities. EI is a great tool for partnering with project leaders and workers because it allows the individual to identify and respond to the sometimes subtle but present emotional needs of colleagues and contractors, which can range from a simple desire for awareness/appreciation to trust, transparency and encouragement. Essentially, Cacamis and Asmar (2013) find that EI is highly effective in allowing project managers to coordinate with contracting partners from the beginning stages of a project to the conclusion.
That EI assists project managers to achieve profitability goals is based on the empirical evidence provided by Cacamis and Asmar (2013) who measured the EI scores of "managers of successful projects" and correlated this finding with the assessment of utilizing EI to foster and strengthen relationships (p. 50). Strong, productive relationships thus lead to profitability as the completion of projects is supported by the healthy and satisfying nature of the relationship between workers, managers and contractors. Everyone feels respected, appreciated, helpful and a sense of reciprocation that stems from the sense of emotionally...
EI allows managers to come out of their departmental shell and connect with contractors/co-workers on a human level as well as to "partner" with other, potentially more experienced workers who can help pave the way to success. In this sense, hindrances are those which de-humanize the workplace environment/structure -- and EI is the antidote or foundational support that can allow the structure to be overhauled towards better attainment of profitability.
Topic 2: Risks in Project Execution
An objective risk that could occur in a software development project is with the functionality of the software. If the software does not function as desired, as it should, or as expected, the likelihood of the software having a successful run/launch is not very high. Therefore, in order to mitigate risk of failure in functionality, the project manager should instigate the risk management practice off identifying the risk (functionality), analyzing the risk (what happens if ... ), planning a response, and…
References
Cacamis, M. E., & El Asmar, M. (2014). Improving project performance through partnering and emotional intelligence. Practice Periodical on Structural Design & Construction, 19(1), 50-56.
DiDraga, O. (2013). The role and the effects of risk management in IT projects success.
Informatica Economica, 17(1), 86-98.
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