Personal learning contract for construction project leadership development

Project Leader

Personal Learning Contract

Learning within organizations is vital to success. It is the lifeblood that grows and sustains human capital (Bassi & McMurrer, 2004; Noe, 2008; Senge, 1990) through human resource development (HRD) and the management of technology which, according to Thamhain (2001), is the key to competitiveness and wealth creation.

In this essay the researcher attempts to explore the challenges he will be facing as a leader and the competencies he will need to handle these challenges. The essay is divided into two parts. Part-I reflects the challenges, difficulties, scope and required competencies to be leader in the organization and how the writer will develop himself to fulfill the requirements of the role. While in Part-II the author has stated how to keep balance among personal and professional life.

Part-I

Contract Title: What I want to work on. The leadership contribution and capability I want to build.

Leadership is "an inherently relational process of working with others to accomplish a goal or to promote change" (Council for the Advancement of Standards in Higher Education, 2006, p.320). Defining what leadership isd certainly differs among individuals or groups. According to Stogdill (1974); "there are almost as many definitions of leadership as there are persons who have attempted to define the concept" (p.259). Examples of the various definitions asserted by leadership scholars provide insight into how leadership is conceptualized, described and articulated. Yukl (2002) states that, "Leadership is the process of influencing others to understand and agree about what needs to be done and how it can be done effectively and the process of facilitating individual and collective efforts to accomplish the shared projects" (p.7). Gardiner (1990) defines leadership as "the process of persuasion or example by which an individual

Self-organization, spontaneous emergence of structures and behaviours (Capra, 1996) is founded upon the interactions among the agents of the system (as cited in McDaniel, 2007) as opposed to being dictated by a central command and control. Self-organization is more spontaneous and takes advantage of the white space (Rummler & Brache, 1995) on the organization chart. It happens in the shadow systems instead of the formal organization. The information used in self-organization passes informally through patterns of communication relationships.

I have selected the role of project manager for myself. "Construction projects have reported a high degree of risk; not being on time, not within budget, and not meeting the expectations of the client" (CMAA, 2004; Post, 1998). Efforts to improve performance have included lean construction, partnering, construction management, and supply chain management (Sullivan et al., 2005). Another solution has been to implement increased project management (PM), direction, and control (Hwang & Liang, 2005; Gordon & Akinci, 2007; Cottrell, 2006).

Many factors involve in the successfulness of a construction project, like project complication, contractual actions, and associations between project participants, the capability of project managers, and the expertise of key project members (Baker et at., 1983; Chua et at., 1999; Mohsini et al., 1992; Jaselskis et al., 1991). The most of current project performance measurement tools centring on financial aspects like the profit on investment and profit per unit (Sanger, 1998) squabble that financial parameters are helpful, but there are insufficiencies, such as lagging metrics (Boynton, Zmund, 1984; Ghalayini, Noble, 1996), a need for strategic focus, and a not succeeding in providing data on quality, relations, and the surroundings (Hayes, Wheelwright, Clark, 1998; Johnson, Kaplan, 1987; Neely, 1999).

Importance and Scope of the Role

Construction industry is one of the most important industries for United States. It has a large contribution to gross domestic product (GDP) of nearly about 8.2% (Simonson, 2007). Construction industry is the second major employer in the country only to the U.S. Government, which comprise the Armed Forces (Engineering Technology, 2004).

These numbers well define the fact that construction industry is an integral part of the country's progress; however, ironically, failure of the industry is also second highest as construction companies have a bankruptcy rate of 95%. Previous research indicate that among one-third and one-half of all projects are out of budget or in the wake of schedule and also that more than one-third of proprietors of main new projects are mixed up in adjudication or litigation of contract claims. Almost three-quarters (72%) expansion has been seen in the number of change orders (Molenaar, 2003).

Since leadership has the ability to increase output, competence, and presentation (Collins, 2001; Liker, 2004) which comes off smart thinking and vision, a large amount of money is being spent on research for development of good winning leadership programs and trainings (Crain, 2007; MIT, 2003). Employers put their employees into leadership trainings and seminars (Toor, Ofori, 2008). The researchers have mostly agreed upon the four factors that cover up the mechanism of real leadership: fair processing, internalized ethical perspective, reasonable clearness and self-awareness (Avolio et al., 2009). A survey of the American Council of Engineering Companies exposed community engineers are not mostly considered as community leaders whilst a large fraction of correspondents professed them as technical consultants (Russell, Stouffler, 2003).

Since early in the 20th century organizations were thought of as machine-like and the people within the organization as replaceable parts (Wheatley, 2006). This metaphor extended to thinking that futures could be predicted and forecasted and still is an important characteristic of organizations and their ability to thrive within a competitive marketplace. The idea that you cannot manage it if you cannot measure it is still valid today (Rummler & Brache, 1995). Measuring performance at the organizational, process, and individual levels of the organization is still a necessary component of the recipe for success in the marketplace. But according to Wheatley (2007); "if we think of organizations as machines, we remain blind to the power of self-organized networks" (p. 63).

Responsibilities

A project manager holds a vital position in every project. The PMI (2004) described project managers as "the chief architects and executives in charge of overseeing the day-to-day project operations." Kerzner (2006b) asserted that the project managers guide the project implementation plan development through collecting the required resources (financial, human, equipment, etc.) to making sure deliverables across all project phases. According to Gido and Clements (2006), "project managers provide leadership to the project team. For instance, in the area of planning, project managers spearhead the development of a plan with the project team and review the plan with the customer; in the area of organizing, they secure the appropriate resources to perform the project; and in the area of controlling, they track actual progress and compare it with planned progress." So, I have focussed on learning, how I will plan and set my schedule to accomplish the goals set.

As a manager, I will be responsible to lead my team as well as managing stakeholders. Hutka (2009) expressed that each project, no matter what its size, requires a single project manager to direct the project team toward the project's objectives. Project managers also are accountable for controlling and fulfilling the stakeholders' expectations (Gido & Clements, 2006; Hedeman et al., 2005; Phillips, 2009; PMI, 2004). Wood (2008) claimed that a well-informed and knowledgeable project manager is a plus point in terms of diminishing costs by using the best practices appropriate for the project, recuperating superiority by lessening delays by pre-ordering required materials' and instruments, and plummeting jeopardy through ongoing re-examines and documentation. As a result, as project managers I will communicate unforeseen developments accurately to the team members and also listen to their suggestions (Hutka, 2009).

Skill Development

Aside from my central role and responsibilities that project managers occupy in every project, I have realized that I need to develop the necessary skills to efficiently incorporate effectual practices inside the project phases and attain winning deliverables. For instance, project managers should be effective communicators (Gido & Clements, 2006). The PMI (2004) asserted that "90% project managers' time is spent communicating the project objectives to the team and presenting progress, technical design, and project status reports to the stakeholders involved in the project."

A second leadership skill as stated by Gido and Clements that project managers must possess good leadership and interpersonal skills, be able to manage stress, have a good sense of humor, and be good delegators. I have focussed on this skill development and my peer partner helped me to develop this skill. Effective delegation, though, requires that the project team members or supervisors being passed on to act must be authorized to agree to full liability on the job and be liable for their actions (Phillips, 2009).

Self-Awareness

As Adam (2009) claimed, creating high-quality teams is not an occurrence but it is developed through encouragement by a determined, goal-orientated participation that promotes better self-awareness. Project teams look up persons who are working next to project managers to deliver the actual work (Huemann, 2010); a group of mutually dependent individuals working together to attain the project purpose (Gido & Clements, 2006); "a collection of individuals who will work together to ensure the success of the project" (Phillips, 2004); "the group that is performing the work of the project" (PMI 2004); or "the group of people working towards a common objective to achieve success."

Decision Making

According to Axson (2007), "ensuring effectiveness requires not only redesigned processes and new technologies but also appropriate skilled and trained practitioners who will make the right decisions; integrate, implement and transform data and information into knowledge and take steps to ensure the achievement of the project goals." The significance of the project team, that is why should not be taken lightly in any given project. As O'Dell, Grayson, and Essaides (1998) claimed, "with technology, organizational problems are half solved, but the other half is not technology; rather, it is people." "Methodologies do not manage projects; people do" (Kerzner, 2006a). Drucker (1954) asserted that all firms say regularly that people are their maximum asset, yet few exercise what they sermonize, let alone truly believe it.

In line with Drucker's claim, Pinto (2007) argued that many organization are focussing on the management of capital assets with no any real capacity to check and "make the most of a company's biggest asset: its people." As a result, Pinto recommended that effectual practices command that people be valued, deliberate, and urbanized since they are lively possessions that can add to in value with time; they stand for the residual assets of a business after everything else has been eliminated, and company and shareholder values often suffer when human capital is mismanaged.

Group Discussion

To take benefit from the most of a company's greatest asset, the project team, Gelbard and Carmeli (2009) expressed that the use of group discussion and role-playing that emphasize critical and integrative thinking can be a vital contribution that opens information possibilities and heartens pioneering ideas within the project team. Huemann (2010) and Wang (2005) asserted that finding pioneering ways to work jointly as a team is the most excellent advance to building enthusiasm and maximizing the team members' involvement while generating enhanced solutions and growing group efficiency. According to Hansson (2007), "decisions made in groups such as committees, task forces, review panels, and study teams have an across-the-board impact on organizational activities and workforce."

Technology

"This is the era of e-business or no business" (Garrett, 2007). Miles (2003) claimed that improving process efficiency could not become realism in anticipation of the growth of the Internet. E-business, according to Garrett, "describes technology-enabled business that focuses on the seamless integration of the key stakeholders, performing organizations, project managers, and team members." This claim recommends that technology is the vehicle that drives business success and that company without having technology may face a higher risk of business failure. According to Schachter (2004), "technology-related projects sometime fail to meet project deadlines." Thus, if performing companies want to be successful, meet project deadlines, and ultimately please their clientele, they require technological tools (Thomas & Fernandez, 2008).

There is an increasing tendency to researching better ways of performing projects efficiently by using project management tools (Axson, 2007; Besner & Hobbs, 2008). The objective is to lessen the breakdown rate of projects. Besner and Hobbs examined the use of 70 at length recognized project management tools and techniques and the level of shore up provided by organizations for their use. They noted that the future of project management practice will become more reliant on the efficient employability of these technological tools. Technology will help faster project delivery (Unruh, 1997).

Effective practices that drive greater profits and product excellence need the addition of technological tools and techniques (Besner & Hobbs, 2008) within the project life cycle. According to Spender (1996), "technology is the master tool that shapes the systematic aspects of organizational systems." However, Starns and Odom (2006) claimed that professional expertise to recognize the best mix of technologies via a combination of using existing technologies, improving current technologies where suitable, and getting new technologies when necessary will be the main factor to obtain project success.

Knowledge Management

In regard to the concealed driver of effectiveness, knowledge management has been widely identified as the main element to obtain project effectiveness (Davenport & Prusak, 2000; Ingasan & Jonasson, 2009; Kerzner, 2004; Morrison & Brown, 2004; Nonaka & Takeuchi, 1995). Davenport and Prusak defined knowledge as "a fluid mix of framed experience, values, contextual information, and expert insight that provides a framework for evaluating and incorporating new experiences and information." For other knowledge management experts like Nonaka and Takeuchi, organizational knowledge expresses the ability of a company to produce and deal out new information all through the company exemplified in its products, services, and systems

"Project management effectiveness increases through knowledge transfer" (Kerzner, 2006) among project stakeholders. As such, knowledge and skills are crucial to capable project managers (Ingasan & Jonasson, 2009; Reich, Gemino, & Sauer, 2008). According to Drucker (1954), "the most valuable asset of a 20th-century company was its production equipment, whereas the most valuable assets of a 21st-century institution, whether business or no business, are its knowledge workers and their productivity. Increasing the productivity of knowledge work and knowledge workers is the most important contribution that management need to make in the 21st century." Drucker claimed that what makes society post capitalist is that knowledge has suit the fundamental driver of effectiveness.

Through this review of research I came to know the significance of technology in management and I have learned use of internet and concept of e-commerce, online marketing and e-shopping that I will use as a leader.

Part-II

Balancing personal life and Professional life

I have also learned that there is a need to keep balance in my professional and personal life. As recreation and family life is also important and there is need to set my schedule of work and other activities. For this purpose I hold meeting with peer partner and did talk to each other discussing personal issues. I also considered that I need to focus my self and set achievable goal. There is no need to loose hope in between any project.

As we met after class and started discussing, at first it was difficult and we asked closed question but as we kept on meeting we opened up with each other and shared things from our childhood until now. We became so close that shared our deepest secrets and fear and the smallest of achievement. Through this exercise my peer partner wanted me to change to be able to keep balance in personal and professional life. It helped me how I will make myself available for my friends and family and just not be involved about work. My partner taught me the value of people as well the value of relation in today's time

In professional matters as a leader I will keep an open mind and to speak whatever is in my mind no matter how the other person feels. According to leadership qualities mentioned above I have started to implement what I think is right and am not scared to express about my thought openly. Also I have developed ability to be totally rational, no matter if it is not important or not interesting to me.

In summary, the competency to develop new knowledge is a key to organizational success (Puddicombe, 2006). Success in the flea market more and more depends on learning (Argyris, 1992; Lloria, 2007). Davenport and Prusak (1998) asserted that organizational knowledge will make a vital input to considerate the foundations of long-term success. However, the importance of knowledge lies in the creativity value that it adds to the organization's assets and in its ability to improve the effectiveness of an organization's intellectual capital (Kridan & Goulding, 2006), which Sullivan (1999) described as the sum of an organization's ideas, inventions, technologies, general knowledge, computer programs, designs, data skills, processes, creativity, and publications.

In conclusion, what I have learned through this contract is that leadership is about putting right people in right spot. It is about alignment of resources which can only be done if the leader is visionary (Olds, 2005). "As a leader one should focus on target (scope), (schedule), be specific within available resources (cost), and ultimately satisfy the customers. As leaders, I understand these challenges so as a result, the subject of increased effectiveness, is important for organization success."

"Leadership identity is developed in six stages: awareness, exploration/engagement, leader identified, leadership differentiated, generatively, integration/synthesis" (Komives, 2005).

I planned to develop leadership skills like Adaptability, Initiative, Innovation, Job Knowledge, Problem Solving and Decision Making, Reliability, and Teamwork. What I have learned through this learned contract is that as a leader I will be responsible for scheduling to achieve project objective. I need to develop skills to manage diverse staff as well as to deal with all the stakeholders like investors, consumers and project team.