Project Control. Some Involve Teams, Involves Multiple

¶ … project control. Some involve teams, involves multiple sites time zones, draws analogies "The Great Escape." You read articles background readings. Then a 3 5-page essay, develop a paper deals dimensions aspects control a project managers develop maintain effective project control environment. Project control The final success of a project is pegged to a multitude of elements, including the qualifications and abilities of the team members, the resource capabilities and restrictions of the team developing the project, the available technologies, the leadership style and so on.

Aside from these however, one important key success factor in the final success of projects is represented by the ability to control the project. The control function in projects is essential to ensuring that the strategic efforts developed and implemented are completed in a means in which they support the ultimate attainment of the pre-established objectives.

The specialized literature presents the reader with a wide array of dimensions, aspects and recommendations regarding project management, and it is the role of this current endeavor to present some of the more notable contributions. The NYS Project Management Guidebook points out that pivotal components of project control include the orientation of new team members towards the direction implemented and desired by the completion of the project; the identification and monitoring of risks, as well as the control of the risks.

In other words, the primary component of control management is represented by the limitation of the risks impacting the completion of the project. When managers identify the risks impacting their projects, they have to devise a specific response by which to limit the project's exposure to the respective risk, and the most common direction taken is that of a quick solution (Wideman). Max Wideman argues that there are various escapes that could be implemented by managers in order to address the encountered risks.

These include the following: Unplanned and opportunistic escape from risk Planned escape from risk, used however only once Planned escape from risk by a method previously devised and used several times -- two three times, up to hundreds of times. Ram Garg (2008) however believes that the most important component of project success is represented by the ability of managers to integrate and unite the team members within the overall objectives of the project. The author also argues that this necessity raises the biggest challenge for the project managers.

The study conducted by Garg is developed within the context of outsourced projects, completed through work simultaneously conducted on multiple sites. Economic agents engaging in such types of projects often renounce and return to centralization and one site projects due to failures to control the same project completed on various sites. Still, Garg believes that the key to managing such complex efforts is represented by team integration.

The author recognizes the importance of risk management and other components of project control, but argues that it is essential to recognize and attest cultural and individual differences and to align the goals of the team members with the goals of the project. Communication needs to be enforced and by applying this model, project efficiency and effectiveness are supported.

In other words, the findings of Ram Garg indicate that even in the context of numerous sites to developing a project, the adequate management of the team will ensure that the project and business objectives are adequately met. Bob Prieto (2008) reached a similar conclusion when he assessed the dimensions of project success. Specifically, the findings of this author indicate that the project is best controlled through the lenses of a complex and adequately tailored project management mechanism.

The study conducted by Prieto was centered on the very company where he was activating as Senior Vice President, feature which generates two specific issues. On the one hand, the author might lack objectivity, but on the other hand, he might possess valuable insight lacking in general researchers. Regardless of the standpoint of the author, his conclusions indicate that team building efforts by which teams are consolidated are essential to building project success.

Prieto believes that stronger teams are built through team building efforts, and in turn, these teams, perform at superior levels and better support the company in attaining its overall objectives. In the effort to build these teams, several steps should be implemented by managers.

Among others, some of these steps include the following: The clear identification of the organizational direction, its responsibilities and its goals The strong emphasis on communication The recruitment of potential team members best able to become integrated within the team The recognition of the team strengths and weaknesses The continuous promotion of learning and development, through which the results of the teams increase and the quality of the projects enhances as well.

Debra Lavell and Russ Martinelli (2008) took a somewhat different approach to project control and assessed the matter through the lenses of the time that had passed since the project was completed. Specifically, the two authors believe that the best control to project success is offered by the lessons learned by the team members based on the past projects.

"For a program or project retrospective facilitator, it's exciting when you talk to a team several months after a retrospective is conducted and they tell you they implemented a change that made an impact on their business processes. The excitement doesn't stop there, especially when the learning demonstrates the value obtained from utilizing retrospectives to collaboratively solve problems" (Lavell and Martineli, 2008). The specific point made by the two authors is represented by the fact that projects are best managed and controlled by the individuals who possess expertise, experience and knowledge.

Projects are also best controlled, managed and completed by teams and managers who have the.