Reflection Paper, Lecture notes of Project Management

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Running head: REFLECTION PAPER 1 Reflection Paper Benjamin Srock Embry-Riddle Aeronautical University Worldwide Campus Anatomy of Project Organizations PMGT-611 Dennis Sherman Ph.D. December 18, 2016 REFLECTION PAPER 2 Table of Contents Abstract ........................................................................................................................................... 3 Introduction ..................................................................................................................................... 4 Strategy and Project Selection ........................................................................................................ 4 Strategy ........................................................................................................................................ 4 Project Selection .......................................................................................................................... 5 Structure and Culture ...................................................................................................................... 6 Structure....................................................................................................................................... 6 Culture ......................................................................................................................................... 6 Influencing: Power, Politics, Networking, and Negotiation ........................................................... 7 Power ........................................................................................................................................... 7 Politics ......................................................................................................................................... 7 Networking .................................................................................................................................. 7 Negotiation .................................................................................................................................. 8 Behavior and Motivation ................................................................................................................ 8 Behavior....................................................................................................................................... 8 Motivation ................................................................................................................................... 9 Contingency Leadership Theory ..................................................................................................... 9 Human Resource Plan ................................................................................................................... 10 Final Reflection ............................................................................................................................. 11 References ..................................................................................................................................... 12 REFLECTION PAPER 5 simply that this is not part of their strategy for success. To succeed, they must pick the projects that support their vision, mission, and strategy. Project Selection Never has the importance of matching the customer’s need(s) to the organization's strategic plan been more important than in today’s global economic environment. Today, I read that President Obama signed into law the Program Management Improvement and Accountability Act, also known as S.1550. The press release indicated that the Project Management Institute (PMI) uncovered that 64 percent of government strategic initiatives ever meet their goals and business intent and that government entities waste $101 million for every $1 billion spent on project and programs ("PMIAC," 2016). Reflection I must admit that before taking PMGT-611, I never really thought of the organization's strategy or why they selected certain projects over others. In my world, the knowledge related to how the projects are created and selected is performed above my level. Once the project is created, it is assigned to me. Looking back at that process, I can see why Professor Morris stepped outside the traditional Project Management Body of Knowledge (PMBOK) to express his concern that project managers be involved from the point where the project is idealized, validated, and shaped by multiple stakeholder forces (Pinto & Winch, 2015, p. 238). If project management expertise had been involved government strategic initiatives, perhaps the untold hundreds of millions or even billions might have been saved for better use elsewhere. REFLECTION PAPER 6 Structure and Culture Structure In week two we studied how Mr. Everett Kircher created his dream of opening a ski resort. In the beginning, he was a one-man-band so to speak. He operated the ski lift, took care of his customers, and even worked as the lodge's chef. Mr. Kircher’s organizational structure could be seen as a vertical type structure with the majority of all authority resting at the top. Over time, the business would grow; other properties would be added; and even expansion into real-estate was not out of the question. As a result, Mr. Kircher would have to relinquish authority and redefine his organizational structure is he was to continue to grow and remain successful. As a result, his organization structure became decentralized, with each local area general manager (GM) having authority. Now a matrix type structure, each GM would share responsibility for the success and failure of the business. Culture Whether seen or not, each organization has within it a culture. Larson & Gray (2014) define the organizational culture as a system of shared norms, beliefs, values, and assumptions which bind people together. Cultures can be both good and bad. In the case of Mr. Kircher and his dream of creating his resort, he was gifted with the desire to work hard and remain focused on quality and customer service. In time, Mr. Kircher had established his vision and culture within the entire organization. Infectious in a way, a strong culture can assure success as easily and a poor culture can destroy hard work. Reflection Before the study of organizational structures, I was unaware of any structure except that of a vertical structure, such as the military chain of command. A believer in the chain of REFLECTION PAPER 7 command, I entered the civilian workforce and ran head-on into something I could quite understand. As a project manager, with a blended matrix organizational structure, I share authority with functional management. I must admit that, before this class, I was not a proponent of this type of structure, but now understand the value and efficiency it brings to the project equation. The efficient use of human resources makes it possible for multiple projects to exist at one time. Influencing: Power, Politics, Networking, and Negotiation Power Lussier & Achua (2013) define power as the leader’s potential influence over followers, and because the power is the potential to influence, you do not have to use power to influence others. Sources of power come from the positional authority given by organizational management and from person power derived from the individual itself. Politics Politics is the process of gaining and using power (Lussier Ph.D. & Achua D.B.A., 2013, p. 161). Project management brings to mind a great many principles that must be understood, but perhaps the most powerful underlying trait has to deal with networking. Networking is the developing of relationships for the purpose of socializing and politicking (Lussier Ph.D. & Achua D.B.A., 2013, p. 161). Networking Networking has the highest relative contribution to successful management advancement (Lussier Ph.D. & Achua D.B.A., 2013, p. 161). When we think of networking, we think of making those social connections required to remain successful or keep doors open for future REFLECTION PAPER 10 may be employed by leadership, the contingency leadership theory takes into account other factors, such as situation. This theory makes it possible for project management to employ varying aspects or traits that best fit the situation in an attempt to change the situation rather than the leadership style. Reflection Contingency leadership was eye-opening for me personally. When faced with differing situations, I always tend to change my style to work within the parameter of the situation. Was I wrong to do this? What I should have been doing is falling back on that portion of my skill that favors relationships to build the coalition necessary to get the situation resolved and project back on track. Having scored pretty much middle-of-the-road between task and relationship leadership styles, this should come more naturally. I will work on this. Human Resource Plan The human resource plan spans all industries and all project types (Dow & Taylor, 2008, p. 293). The purpose of the human resource plan is to consolidate, in one location, information about the project. The plan contains project background, timeframe, scope, goals, objectives, the staffing plan, and staffing requirements. It continues by detailing types of skills needed, resources to be employed, roles and responsibilities, required qualifications, training requirements, material needs, and any applicable contract terms. The use of resource planning, the critical path method, help project management determine how many and what types of resources will be needed to complete a given deliverable. Adding together these deliverables provide insight into total resources required and cost to complete each deliverable. In the end, it is important to understand that a thorough REFLECTION PAPER 11 understanding of the project is key to ensuring the human resource plan is accurate and will hopefully not require changes along the way. Final Reflection In a final reflection of PMGT-611 and my experience with Anatomy of Project Organizations, I must take a view from thirty thousand feet, so-to-speak. Project Management involves an understanding of the organization's strategic business plan and how each project supports the organization's mission and vision. Once the final project plan has been determined, project management involves the use of human resources in support of the plan. In some cases, the human factor involves international relationships and the use of virtual teams. Understanding this, each project manager must understand who they are as a person and how they interact with others. This understanding helps establish a strong relationship leadership style and will help establish a strong culture within the organization and team. I must admit that understanding the big picture, and in some cases, the finite details, has helped me identify faults within my leadership style and how I can work to correct those deficiencies. I can’t wait to learn more and see where my project management career with lead. REFLECTION PAPER 12 References Dow, W., & Taylor, B. (2008). Project Management Communications Bible. Indianapolis, IN: Wiley Publishing, Inc. Larson, E. W., & Gray, C. F. (2014). Project Management: The Managerial Process (6th ed.). New York, NY: McGraw-Hill. Lussier Ph.D., R. N., & Achua D.B.A., C. F. (2013). Leadership: Theory, Application, & Skill Development (5th ed.). Mason, OH: South-Western. Merriam-Webster. (n.d.). https://www.merriam-webster.com/dictionary/behavior Pinto, J. K., & Winch, G. (2015, August 31). The unsettling of “settled science:” The past and future of the management of projects. International Journal of Project Management, 34(34), 237-245. http://dx.doi.org/10.1016/j.ijproman.2015.07.011 PMAIC (2016. President Barack Obama Signs the Program Management Improvement and Accountability Act. (2016). Retrieved from http://www.pmi.org/about/press-media/press- releases/president-barack-obama-signs-the-program-management-improvement-and- accountability- act?spMailingID=27354063&spUserID=MzA3MjkzMzYzNjE2S0&spJobID=943536566 &spReportId=OTQzNTM2NTY2S0