Managing Project Teams
Effectively managing a complex information technology project requires a sharp mind adept at prudent planning, a thorough comprehension of the tools and tech needed to succeed, and the ability to adapt seamlessly in the face of adversity. While working in the field of IT project management may initially appear to be a solitary task conducted in a clinical environment, the reality is that the vast majority of IT projects are collaborative efforts involving the combined efforts of several individuals. Learning how to balance competing personalities, resolving interpersonal conflicts, pairing team members according to their competency level, and inspiring a genuine sense of motivation are all integral aspects to managing a project team. Mastering the intricacies of access control, scope verification, and the other intricacies of IT project management represents only half of the proverbial battle, and in order to assure that every project you lead is performing…...

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References

Schwalbe, K. (2011). Information technology project management. (6th ed.). Boston: Course Technology Ptr.

Virtual project teams have become increasingly important, and they deliver many benefits to organization. However, there are difficulties associated with virtual project teams that managers need to be aware of. These revolve around communication issues, including trust, information flow, communication styles and sociological issues such as personal culture and the political nature of communication. It is recommended that managers develop a keen understanding of the differences between virtual team communication and conventional business communication. In addition, managers need to be clearer with respect to responsibilities, time frames, types of information that should flow and other aspects of team management. In general, virtual team management needs to be more regimented than conventional team management in order to be effective and deliver to the organization the benefits that virtual project teams promise.
Background

The information superhighway has allowed for the emergence of virtual project teams as a viable means of bringing together the knowledge…...

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Works Cited:

Bergiel, B., Bergiel, E. & Balsmeier, P. (2008) Nature of virtual teams: A summary of their advantages and disadvantages. Management Research News. Vol. 31 (2) 99-110.

Bryce, T. (2006). Managing virtual project teams. ProjectSmart.co.uk. Retrieved March 21, 2011 from  http://www.projectsmart.co.uk/managing-virtual-project-teams.html 

Chen, T.; Yuh, C. & Hui, C. (2008). Developing a trust evaluation method between co-workers in virtual project teams for enabling resource sharing and collaboration. Computers in Industry. Vol. 59 (6) 565-579.

HBS. (2001). Communicating with virtual project teams. HBS Working Knowledge. Retrieved March 21, 2011 from  http://hbswk.hbs.edu/archive/2122.html

Virtual Project Teams
Managing Virtual Project Teams

The purpose of this project is to present definitive and formal analysis of virtual project teams and their successful management. Additionally, this project will provide evidentiary information from peer review and scholarly research as well as synthesis and conclusions regarding the subject matter.

Successfully initiation and executing a virtual team is increasingly gaining attention in the workplace. From opportunities to integrate multidisciplinary and international teams to the chance to leverage the best possible resources within an organization on a particular project, virtual teams can be transformative and significantly alter the concept of project planning and execution. However, because the concept of virtual teams, virtual team building and the effective and efficient management of virtual teams is in its nascent stage, little guidance is currently available to assist with successful implementation and management of these teams (Chinowsky & Rojas, 2003).

Some of today's companies are large multi-state and…...

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Bibliography

Chinowsky, P., & Rojas, E. (2003). Virtual teams: Guide to successful implementation.

Journal of Management in Engineering, 19(3), 98-108.

Elkins, T. (2000). Virtual teams. IIE Solutions, 32(4), 26-34.

Fink, A. (2005). Conducting research literature reviews -- from the Internet to paper.

Conflict, Trust and Task Commitment on Project Team Performance by Porter and Lilly (1996). This article discusses the role that conflict plays in project team performance. The authors work with the hypothesis that conflict is a hindrance to project teams, even though it is sometimes felt to be a benefit to strategic teams. The underlying theory here is that project teams must quickly come to together and work towards a common goal. In many cases, the goal is already established, and the conflict therefore serves as little more than a distraction. Furthermore, there is less time to resolve a conflict in a project situation, and with a relatively short-term time horizon, there is less opportunity to resolve conflict via trade-offs or other forms of compromise.
The authors therefore are working with the idea that in project situations, it is best to avoid conflict altogether, or to deal with it immediately.…...

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References

Liu, J. & Chen, C. (2011). Relationships among interpersonal conflict, requirements uncertainty, and software project performance. International Journal of Project Management. Retrieved October 20, 2015 from  http://www.researchgate.net/profile/Julie_Yu-Chih_Liu/publication/257094617_Relationships_among_interpersonal_conflict_requirements_uncertainty_and_software_project_performance/links/00b49525a875e0b739000000.pdf 

Porter, T. & Lilly, B. (1996). The Effects of Conflict, Trust and Task Commitment on Project Team Performance. International Journal of Conflict Management. Vol. 7 (4) 361-376

Competencies of Project ManagersIntroductionAt any given time, the project manager is responsible for ensuring that communication is clear and concise, and that all team members are kept up-to-date on the project\\\'s progress. Unfortunately, communication failures are all too common, and can often lead to frustration, confusion, and even outright conflict. In order to avoid these pitfalls, project managers must be vigilant in their efforts to keep the lines of communication open. This means being proactive in seeking out feedback, encouraging honest discussion, and keeping everyone informed of both successes and challenges. By taking these steps, project managers can help to ensure that communication breakdowns do not derail the project.Key Skills for a Project ManagerThere are a few key skills or competencies that Herb, the project manager, could improve to be more effective in managing the team\\\'s performance. First, he could focus on better communication. This means being clear and concise…...

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ReferencesBinder, J. (2016). Global project management: communication, collaboration and management across borders. Routledge.Koskinen, K. U. (2004). Knowledge management to improve project communication and implementation. Project Management Journal, 35(2), 13-19.Zulch, B. G. (2014). Communication: The foundation of project management. Procedia Technology, 16, 1000-1009.

Project Team
All teams go through a process of 'forming, storming, norming, performing, and adjourning' when they are being created. These states tend to be predictable and sequential, although some teams spend more time at particular stages than other teams. Teams can also regress, particularly if new players are added. As seen in exhibit 13.3 project managers must be aware of the different dynamics and needs of the team at different stages, when it is tentatively establishing roles (forming); when people are jockeying for position (storming); when the team goal and roles are being clarified (norming); when the team is functional and reaching its goal (performing); and finally when it disbands (adjourning).

High-performing teams (as seen in Exhibit 13.4) have clear, strong personal values which facilitate achieving both the personal rewards of members and the project results. Self-direction, personal responsibility, and a high need for achievement are some of the values…...

Deep Dive Project AnalysisIssues the Project FacedSome of the issues faced by the project in installing a museum off the coast of the Canary Islands included the ecological requirements and significant cost put into the project. Time was of the essence as well, and when the project team ran into a problem like how to avoid an electric cable near the site of excavation it had to get creative because there simply was no other option (Parsi, 2017). Another issue they had was how to support the aquatic life in the sea. Supporting an environment in which the team could actually be creative and feel confident in finding new solutions to unexpected problems was really important in managing the project. It was how the team arrived at the solution of turning concrete sculptures into a reef to support sea life (Parsi, 2017). Everyone was treated like a stakeholder and a…...

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References

Berg, M. E., & Karlsen, J. T. (2014). How project managers can encourage and develop

positive emotions in project teams. International Journal of Managing Projects in Business.

Druskat, V., & Druskat, P. (2006). Applying emotional intelligence in project

Project Team PitfallsA project managers job is to ensure that a project is completed on time, within budget, and to the required quality standards. To do this, they must identify and avoid potential pitfalls that could cause the project to fail. One way to find potential pitfalls is to carry out a risk assessment. This involves identifying all the possible risks that could affect the project, and then assessing their likelihood and impact. The risk assessment will help the project manager to identify which potential pitfalls are most serious and need to be addressed first. Another way to find potential pitfalls is to talk to previous project team members. They will be able to share their experiences of what went wrong on previous projects, and how these problems could have been avoided. Overall, by being aware of the potential pitfalls before they happen, the project manager can greatly increase the…...

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References

Bonjukian, S. (2013). Problems on SR-520 floating bridge causing delays, cost overruns.

Hart, P. T. (1998). Preventing groupthink revisited: Evaluating and reforming groups in

government. Organizational Behavior and Human Decision Processes, 73(2-3), 306-326.

Quite similarly, a labor and material payment bond can also work to protect an owner from liens against his or her property if the contractor fails to pay workers, sub-contractors and/or suppliers" ("Bonds Insurance," Contractor's Insurance, 2009).
Contractor warrantees guarantee the work's quality for a particular duration of time, much like a warranty for a particular piece of electronic equipment purchased at a store. However, while the parts themselves may be under separate manufacture's warrantee, contractors' warrantees are specifically for the work involved, and provide an extended kind of protection to ensure the quality of the workmanship as well as the component parts. These are meant to provide an added level of protection for the individual contracting the work.

orks Cited

"Achieving Excellence in Construction Procurement Guide." OGC.gov.uk. June 4, 2009.

http://www.ogc.gov.uk/documents/CP0065AEGuide5.pdf

"Bonds insurance." Contractor's Insurance. June 5, 2009.

http://www.contractorsinsurance.org/bonds-insurance.htm

Carbasho, Tracey. Integrated Project Delivery Improves Efficiency, Streamlines Construction.

Tradeline Inc. July 16, 2008. June 5, 2009.

http://www.tradelineinc.com/reports/0A03D1C0-2B3B-B525-85702BCEDF900F61#story

Gelinas,…...

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Works Cited

"Achieving Excellence in Construction Procurement Guide." OGC.gov.uk. June 4, 2009.

 http://www.ogc.gov.uk/documents/CP0065AEGuide5.pdf 

"Bonds insurance." Contractor's Insurance. June 5, 2009.

 http://www.contractorsinsurance.org/bonds-insurance.htm

Project isk Management
isks associated with projects successful completion

A project is an undertaking of human beings towards satisfying world needs. Projects are endeavors with a defined beginning and an end. Projects suffer from scope, time, cost and quality constraints. It is necessary for project managers to manage the risk of developing weak scope. Scope of a project incorporates the objectives of a project, the target population, the output and impact of that endeavor. Therefore, managers of project need to do a problem analysis, stakeholder analysis, environment analysis to know if the project is sustainable (Cleland & King, 1988). On the risk of time, managers need skills on time management. Management of projects requires one to be well versed in developing schedules. Time management involves developing systems that has a specific time of completion and start time.

Scheduling of projects includes hiring of individuals for the accomplishment of projects. There is a need…...

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References

King, W.R. (Eds.) & Cleland, D.I., & (1988). Project management handbook (Vol. 2). New

York: Van Nostrand Reinhold.

Anbari, F. T & Kwak, Y.H., (2009). Analyzing project management research: Perspectives from top management journals. International Journal of Project Management, 27(5),

435-446.

Project Management
Project Libra: To Terminate or Not to Terminate

Visit www.itweek.co.uk/News/11329438 to see the string of news stories related to Project Libra. Identify some of the sources of the problems the project faces.

Project Libra exemplifies several attributes of failed projects the most notable of which is the breakdown in project team, Fujitsu Services (ICL) system integrator and enterprise software vendors. Most evident of a filed project management structure is the ballooning size of payments made during the project with literally nothing to show for it.

These are the most significant lessons learned from the failure of Project Libra. First, the British government should have had a series of measurable goals and objectives in place first and required monthly updates on project status and delays. This would have drastically reduced the confusion over just what the status of the project was, as is evident from background readings on this topic. It would have…...

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References

Frame, J.D. (2008). Reinventing project management: The diamond approach to successful growth and innovation. Project Management Journal, 39(1), 96-96.

Gardner, D.J. (2000). How to avoid IT project failures. Consulting to Management, 11(1), 21-23.

Sutterfield, J.S., Friday-Stroud, S., & Shivers-Blackwell, S. (2006). A case study of project and stakeholder management failures: Lessons learned. Project Management Journal, 37(5), 26-35.

Tsoukakas, J. (2001). Stop IT project failures through risk management. Interfaces, 31(6), 133-135.

Project Management
Elements of Business: Project Management

Postings to the Discussion Board

The Critical Path of PET charts

Successful realization of business goals of any organization, there has to be an efficient project management in control. Most performing organizations bare witness of how the good managerial functions and change has brought to them. The critical path will always entail the sequencing of duties and events, to ensure that a project is not delayed. The critical paths of most projects are designed in search a manner that the delay or acceleration of the entire project is determined by one activity. Once one activity is altered, it leads to the entire change of project timeline. The process of creating the critical path in most cases requires activity sequencing (Sawyer, 2009).

Prioritizing the correction of existing projects

In cases where the project has steps that follow a certain sequence, a certain task must be completed for the next one…...

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References

Adams, T. & Means, J. (2005) Facilitating the Project Lifestyle: Skills and Tools to Accelerate Progress for Project Managers, Facilitators and Six Sigma Project Teams: New York, John Wiley and Sons.

Haynes, M.E. (2002) Project Management: Practical Tools for Success: New York, Cengage Learning.

Jones, R. (2007) Project Management Survival: A Practical Guide to Leading Managing and Delivering Challenging Projects: New York, Kogan Page Publishers.

Paula, M. & Humphrey, C.J. (1996) Orientation to Home Nursing: New York, Jones and Bartlett Learning publishers.

Project Management
Review the "Lessons Learned" section of the project risk diagram. Describe how the Lessons Learned activity helps you become a stronger project manager, who else it helps in the project team and also describe how it helps PMO. 200 words

Documenting the lessons learned is one of the most important aspects of the closure phase of the project. It is important to an individual project manager because they can reflect on their performance and find areas for improvement. A project manager, with the assistance of their team and supervisors, can find areas in their management capacity in which they can work on for future improvements. They can also make note of things that went right so that they can recreate those items in the future. For instance, if a change management procedure or a communication medium worked well then the project manager will know to use these in the future.

There…...

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Works Cited

Anderson, P., & Tushman, M. (1991). Managing through Cycles of Technological Change. Research Technology Management, 26-31.

Rettich, K. (2011). Using the Wiki to Deliver Paperless Software Documentation. IPCC, Professional Communication Conference (IPCC), 2011 IEEE International, 1-8.

Sarin, K. (2010, April 19). Nature of Training and Development. Retrieved October 15, 2011, from HRM Training and Development:  http://www.scribd.com/doc/10041934/HRM-Training-Development 

Shtub, E. (2004). Project Management: Processes, Methodologies, and Economics. London: Prentice-Hall.

(Braunschweig; Day, 150)
Most of the current generation of project managers expects the project management tools to furnish them with almost real-time knowledge in order to facilitate their decision-making. Some of these tools like DOFF, "Field of the Future," "Smart Fields," Microsoft's "Oilfield Connectivity" and i-Fields are currently being examined by exploration and production oil companies. Some of these tools have the capability of generating information from apparently incongruent data and helping managers take important decisions based on them. (Oilfield Connectivity - Capturing the Value of the Digital Era)

There is substantial amount of risk in oil exploration and production since the concerned target is located many thousands of feet under the ground. There are a number of factors that can cause uncertainties and risks in these fields which may include the weather, people, geology, safety, and availability of tools and equipment. Agility is an important requirement in the oil fields,…...

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References

Barkley, Bruce T. Integrated Project Management.

McGraw-Hill Professional, 2006.

Braunschweig, Bertrand; Day, Ron. Artificial Intelligence in the Petroleum Industry:

Symbolic and Computational Applications. TECHNIP. 1995.

Project Management and the Transformation System
In this research paper, the author discussed he concept of project management employing in a construction firm. The author described briefly, the mission of construction organization, i.e. its product and services, intended markets, and how the product or service is distinct from those offered by competitors. The author also analyzed the scope of integration of project management concepts such as; Project Planning, Portfolio, Life Cycle, Team Management, Scheduling and Controlling the Project. Firms can benefit by integrating project management concepts to overcome the issues like team management, planning and managing. A project is considered winning if it completes on time, goes on to follows a pre-set schedule, remain within the provided budget, and finally its customers are pleased. For successful completion and for the satisfaction of costumers, it should have a specific time frame and must achieve the prior set targets by deploying resources both…...

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References

Bennet F. Lawrence (2003), The management of construction: a project life cycle approach, UK: Oxford: Butterworth-Heinemann

Derek Torrington and Laura Hall (2001), Personnel Management HRM in Action, UK: Prentice Financial times

Gail Blackstone (2003), Performance Management in Project Management, UK: Journal of Personnel Management

Gelbard, R. & Carmeli, A. (2009). The interactive effect of team dynamics and organizational support on ICT project success. International Journal of Project Management, 27(2), 464 -470. doi:10.1016/j.ijproman.2008.07.005

How Prioritizing Sustainability Enhances Project Resilience through Absorptive and Adaptive Capacities
Prioritizing sustainability in project management fosters a robust and adaptable foundation for projects, significantly enhancing their resilience in the face of a rapidly changing world. By adopting a sustainability mindset, projects can cultivate two crucial capacities: absorptive capacity and adaptive capacity, which enable them to respond effectively to evolving circumstances and mitigate potential risks.
Absorptive Capacity
Absorptive capacity refers to a project's ability to acquire and assimilate new knowledge and capabilities external to the project environment. Projects that prioritize sustainability inherently possess a heightened absorptive capacity due to their focus on continuous....

1. Systems thinking provides a comprehensive framework for understanding the interconnectedness of corporate strategy and projects, enabling organizations to make more informed and holistic decisions.

2. By considering the relationships between projects and the broader corporate context, systems thinking enhances project alignment with strategic goals, reducing the risk of misallocation of resources and project failures.

3. Systems thinking empowers organizations to anticipate and mitigate potential risks and dependencies across projects, ensuring a more integrated and efficient project portfolio management approach.

4. Adopting a systems thinking mindset fosters collaboration and communication among project teams, breaking down silos and promoting a shared understanding of strategic....

Effective risk mitigation strategies can enhance overall project success in several ways 1. Reduced potential for negative impacts By identifying and mitigating potential risks before they occur, project teams can reduce the likelihood of negative impacts on the project such as cost overruns, schedule delays, or quality issues. 2. Improved decision-making Having a clear understanding of the risks associated with a project allows project teams to make more informed decisions about resource allocation, scheduling, and other key aspects of project management. 3. Increased stakeholder confidence Demonstrating a proactive approach to risk management can increase stakeholder confidence in the project teams....