Project management comes with a host of terminologies that wish to describe essential aspects in project management. Directing projects and managing projects are two distinct terms that might be used interchangeably when regarding matters of leading the project (Abyad, 2019). Direct and manage project work is the procedure through which project managers perform and lead the work distinct in the project management plan to ensure it is implemented while also considering proposed changes to guarantee the aims of the plan are met. Direct and manage project belongs to project integration management (Abyad, 2019). To successfully direct and manage project work is to ensure that the project is implemented within the set timeline, to ensure that the desired outcomes are achieved and to ensure that all issues within the project and its implementation are mitigated so as to facilitate the timely implementation of the project and sustain the improvements over the course of the intended period.
Some of the strategies used to manage and sustain progress in projects include measuring the progress. This is an essential strategy that sees the project manager interacting with the team to learn from them how the project is coming along (Abyad, 2019). They cannot for sure know the constraints and problems facing the team members until they interact with them where they can decide to tell the manager. The team members can also help the manager in coming up with remedies to existing problems in the project. Another strategy that can be used to manage and sustain the project is having a system for indicating cost overrun (Abyad, 2019). This is essentially important as, without funds, the project cannot be successfully implemented. As a manager, one needs to measure this and have a fall back plan in case the cost exceeds the allocated amount for each stage. The final strategy to sustain and manage HR projects is to include the team in finding solutions for upcoming problems. Project managers need to include their team members in brainstorming to find solutions to the problems (Abyad, 2019). When members of the project are included, they will feel that they valued in the organization and work towards achieving the goals of the project thus help the manager to manage and sustain the project.
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Project managers know the benefits of mitigating risks to their projects. They understand that mitigating risks ensures their projects run smoothly and achieve the desired outcomes (Maghanga, 2019). One of the strategies is to communicate to the team the expected requirements. A clarification of the needed requirements is essential as members will know exactly what they need to do and what they have to do to achieve the desired outcome. When managers hold workshops and feasibility studies, they have an idea of what risks to encounter and how best to mitigate them (Maghanga, 2019). Another strategy would be to assess the feasibility, which is done through feasibility studies and prototypes. As a strategy, it lets the manager test their ideas of the project where they are able to find out risks and test out their solutions before enacting the project (Maghanga, 2019). The strategy helps in ensuring that the risks are mitigated in the early stages of the project so that they do not delay the project or nullify it. Through breaking down the project and testing out the scope project managers are able to get a glimpse of how best to mitigate the risk before rolling out the entire project.
Another strategy that can be implemented is getting the right team for the job. People introduce all types of risks to a project with the skills and attitudes that they bring on board the project (Maghanga, 2019). If the project manager is not keen when selecting members of his team, he is more likely to get team members who are not compatible with one another. These members will then not be cooperative, thus end up slowing down the project and increasing the risks that could affect the project completion (Maghanga, 2019). The manager should, therefore, evaluate the team and ensure they are a good fit for one another before commencing the project. I think this is the most important strategy as human resources have the most potential to derail or make a project succeed (Maghanga, 2019). If everything else is in order, but team members are not cooperative, the project cannot be realized.
All projects are temporary endeavors; thus eventually, after meeting their expected results have to end (Kloppenborg, 2019). There are eight known steps that a project manager could conduct while closing a project. First, a project manager could confirm that the work has been done as per the requirements. The manager needs to ensure that all the deliverables of the project have been met. They should also ask for a second opinion from outsiders if the project has yielded the needed fruits (Dolata, 2019). This action is important as it ensures the project has met its goals, thus serving its purpose. Project managers could also index and archive the records that they collected during the project. These records contain valuable information on the firm and the project and could be used in future by the management when they need to look back at the project (Dolata, 2019). Archiving the records is a vital task as it ensures the information is available whenever needed. Another action that project managers could indulge in as the project closes is completing the final performance reporting. They will calculate and record how the project faired from its schedule performance to quality performance and cost performance (Dolata, 2019). The action is important as it will serve as a basis for future projects to know which members are productive and help in making estimations for future projects.
The case study is important as it highlights the importance of working in a well-led project. It shows how knowledgeable and experienced project leaders understand the value of capturing lessons learned throughout the project (Kloppenborg, 2019). Members of the team, therefore, need to willingly accumulate the knowledge they acquire throughout the project thus ensuring they highlight the lessons learnt on enhancing projects to ensure they can apply them in the coming projects that they will take part in future (Kloppenborg, 2019). It also explains how successful projects need to begin with looking back at how previous similar projects were done and what was achieved to ensure that their projects are successful (Kloppenborg, 2019). This, therefore, shows the importance of capturing lessons learnt. However, in recent times capturing lessons has become difficult due to employee mobility, contracted employees and poorly structured lesson-learned systems. There is, therefore, a need to mitigate these issues be it through more innovation or rewarding those who record lessons learnt (Kloppenborg, 2019). All the processes used to record lessons learnt are essential as they enable the discovery of ideas and reduced reinvention of ideas already developed. The significance of the information is that it reduces the repetition of errors from previous projects thus saves on time and resources.
References
Abyad, A. (2019). Project Management: Science or a Craft? Middle East Journal of Business, 14(1), 4–16
Dolata, M. (2019). The sources of competitive advantage from the perspective of project management – results of empirical studies. Management (1429-9321), 23(1), 75–89 .
Kloppenborg, T. J., Anantatmula, V. S., & Wells, K. N. (2019). Contemporary Project Management. Cengage
Maghanga, M. E. (2019). Effect of project risk management practices on project performance in cement manufacturing firms in Kenya. Clear international journal of research in commerce & management, 10(3), 10–13.
