replies to your classmates’ posts in the Collaboration Forum by:Supporting others’ views or providing an alternative perspectiveDiscussing ways in which your experiences are similar or differentAsking probing questions to learn more about your colleagues’ viewsExtending the conversation into new but relevant areas^^^^^^Week 2: Key Concept Exercise – Mobilisation of Resources IntroductionT
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replies to your classmates’ posts in the Collaboration Forum by:
Supporting others’ views or providing an alternative perspective
Discussing ways in which your experiences are similar or different
Asking probing questions to learn more about your colleagues’ views
Extending the conversation into new but relevant areas
^
^^
^^^
Week 2: Key Concept Exercise – Mobilisation of Resources
Introduction
The resource mobilising are the critical component for the delivery and success of the project in the execution stage. Maintaining the team members and keeping a high motivation, coaching and resource planning are some very important exercise for the project manager to perform within a project.
Selection of Highly Motivated Team Members in an Organisation
The success of the project depend upon a number of critical components such as the human resource requirements being the most critical part of the project implementation, to ensure that best people on the job are selected for the project who has the appropriate skills and knowledge to perform and execute the given task and appropriate management of the project team activities and maintaining of an effective communication channel through building the relationship with the stakeholders, senior management group and project teams and sharing a common vision of the project deliverables and objectives. The Project Manager must have an influential ability and shows the direction of the project progress through having regular project brief and meetings.
Another aspect of the project success is to have continuous information flows, top down communication approach and continuous training, development plans of the project team members to ensure that innovation, creativity, and knowledge sharing, building the team capacity being maintain throughout the project execution phase. This is normally effective through adopting the best management approach and communication strategies of creating the interaction between the members of the team. According to Melkonian and Picq (2010), Knowledge sourcing allows team members to reflect on the sourced knowledge and to adjust their understanding of a given problem. It reflects team member’s ability to perform together towards a common goal, which results in a collective competence.
Motivation of Project Team Members during Execution
Maintaining the team effectiveness and productivity during the execution stage is very critical for the project success and delivery of the project goals. The team members must be empowered and motivated to have the required knowledge and skills to perform and execute the required task as per the project plans. The team building exercise, communicating to educate the project staffs, and creating awareness ensures that the progress and development of the project at each phase is tracked, controlled and monitored. Slow project execution may cause a product to be late to market, turning a promising investment opportunity into an expensive failure, C. Scott-young, and D. Samson (2008, p. 751).
During the planning stage, it is appropriate to consider the requirement of the project team in terms of the resources allocation needs, trades and skills required at different phase of the project and engagement of the team members in decision-making process. The leadership skills are critical in having an influential ability, rewarding members of the team and ensuring creativity through setting the project direction and to continue progressing with the project schedules as per the project plan within timelines and establishing the right working culture. The project manager must maintain a pattern of persuasive communication and interacting with the team members. The managerial skills of interaction, allocating, monitoring and organising which are so crucial to new project implementation becomes operationalised only through communicative activity, M. B Pinto and J.K Pinto (2012, p. 202).
Reference
Melkonian, T. and Picq, T., 2010. Opening the “black box” of collective competence in extreme projects: Lessons from the French Special Forces. Project Management Journal, 41(3), pp.79-90.
Pinto, M.B. and Pinto, J.K., 1990. Project team communication and cross‐functional cooperation in new program development. Journal of Product Innovation Management: AN INTERNATIONAL PUBLICATION OF THE PRODUCT DEVELOPMENT & MANAGEMENT ASSOCIATION, 7(3), pp.200-212.
Scott-Young, C. and Samson, D., 2008. Project success and project team management: Evidence from capital projects in the process industries. Journal of Operations Management, 26(6), pp.749-766.
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