1.1 Managing projects requires a diverse range of skills and abilities, this is because managers are responsible for a wide range of duties during the project life cycle and these include planning, organising and controlling the project in order to achieve the project’s objectives (Clements, Gido, 2012:324).
In order for a project to be successful a project manager needs to be competent in but not limited to the following: team building, coaching and mentoring, delegation, motivating, communicating, conflict resolution, problem solving, delegation, planning and scheduling, technical skills and risk management. Based on this criterion we will evaluate Tran as a project manager.
Team building: Projects are often cross-functional in that they …show more content…
This shows that Tran understood that his presence and approval was important to the team and he was there to motivate when it was needed.
Planning and Scheduling: A project manager without a plan or with a poor one is headed for failure. Project managers walk around almost surgically attached to their project plans and schedules, and being able to organise tasks in the right order to hit the right outcome at the right time is a major part of being a successful project manager.
Along with knowing the schedule comes monitoring the progress as the project moves forward and making changes to ensure that everything stays on track and goes according to the plan.
Tran also dealt with scheduling as it is mentioned that there are cynics who felt that the original schedule was unfair and the deadlines were impossible to begin with. This casts doubt on Tran’s scheduling and organisation and sequencing of tasks, it also paints a picture that he was unable to sell the schedule to the entire …show more content…
In the case study the tasks seem to be going ahead as per the project teams positions, there is no indication that Tran had delegated anyone to oversee any part of the operations or to lead a particular section, this may be identified as a weakness in his project management skills.
In conclusion, Tran is a suitably qualified and experienced project manager. He had worked previously on many projects as an engineer and has completed four prior projects as a manager, and did so ahead of schedule. This paints a picture of someone who knows what they are doing and do need to have their hand to be held. However this particular project has exposed Tran’s weaknesses as a project manager. The above findings highlight the fact that Tran needs to be more proactive and act on project challenges before they raise problems that affect the performance and attitudes of his team members. Tran is a fairly good project manager who may not have been fully developed as manager or was perhaps blinded by the success of his prior projects. With that said Tran’s effectiveness in this project has been very poor thus far as the project has failed to achieve its milestones. However since the project is still in progress he may still improve and make good on his
In order for a project to be successful a project manager needs to be competent in but not limited to the following: team building, coaching and mentoring, delegation, motivating, communicating, conflict resolution, problem solving, delegation, planning and scheduling, technical skills and risk management. Based on this criterion we will evaluate Tran as a project manager.
Team building: Projects are often cross-functional in that they …show more content…
This shows that Tran understood that his presence and approval was important to the team and he was there to motivate when it was needed.
Planning and Scheduling: A project manager without a plan or with a poor one is headed for failure. Project managers walk around almost surgically attached to their project plans and schedules, and being able to organise tasks in the right order to hit the right outcome at the right time is a major part of being a successful project manager.
Along with knowing the schedule comes monitoring the progress as the project moves forward and making changes to ensure that everything stays on track and goes according to the plan.
Tran also dealt with scheduling as it is mentioned that there are cynics who felt that the original schedule was unfair and the deadlines were impossible to begin with. This casts doubt on Tran’s scheduling and organisation and sequencing of tasks, it also paints a picture that he was unable to sell the schedule to the entire …show more content…
In the case study the tasks seem to be going ahead as per the project teams positions, there is no indication that Tran had delegated anyone to oversee any part of the operations or to lead a particular section, this may be identified as a weakness in his project management skills.
In conclusion, Tran is a suitably qualified and experienced project manager. He had worked previously on many projects as an engineer and has completed four prior projects as a manager, and did so ahead of schedule. This paints a picture of someone who knows what they are doing and do need to have their hand to be held. However this particular project has exposed Tran’s weaknesses as a project manager. The above findings highlight the fact that Tran needs to be more proactive and act on project challenges before they raise problems that affect the performance and attitudes of his team members. Tran is a fairly good project manager who may not have been fully developed as manager or was perhaps blinded by the success of his prior projects. With that said Tran’s effectiveness in this project has been very poor thus far as the project has failed to achieve its milestones. However since the project is still in progress he may still improve and make good on his