INTRODUCTION Workplace meetings can be considered as essential but one of the most inefficient components of a corporate environment. Project managers can significantly influence the project performance by proactively influencing and controlling the dynamics of project meetings. This can ultimately generate highly valuable outputs in achieving team integration and consensus. ISSUES WITH MEETINGS Experts widely concur that there are too many meetings than required and most meetings are a waste of valuable time (American Marketing Association, 2011). Meetings can tend to get long and futile. Unfortunately, most of the meetings are hampered by vague agendas and directionless discussions. An attitude of low commitment creeps in and leads to dwindling participation. POSSIBLE SOLUTIONS Detrimental effects of unproductive meetings on a project are generally overlooked. In this essay I will attempt to examine meeting dynamics, including the five Ps (purpose, product, participants, process, and probable issues) and develop a reference cookbook for organizing and running meetings. INITIATION PHASE Strategy Meeting: The purpose is to analyze if a suggested business need fits with the organization’s strategic framework and vision (Tammy Adams, 2008). Products of this meeting include developing an initial draft of the business case, aligning it to overall organizations strategies. The participants should be low in number and include senior executives, sponsors and business process experts who would analyze the direction of the project. The process should focus on dividing the meeting in short segments and focus on individual items at a time. The possible issues could stem from to not presenting the complete data for the busine... ... middle of paper ... ...p://www.the-program-manager.com/project-management/how-to-organize-an-effective-meeting/ PMI. (2004). Quickbooks. (2009, December 16). Project Closeout Meeting Agenda - DOC. Retrieved 4 12, 2014, from docstoc: http://www.docstoc.com/docs/19614443/Project-Closeout-Meeting-Agenda Schwalbe, K. (2012). Information Technology Project Management. Boston MA: Cengage Leaning. Tammy Adams, J. M. (2008). Project Meeting Facilitator: Facilitation Skills to Make the Most of Project Meetings. San Francisco: Jossey-Bass. UGM Consulting. (2009, July 23). Strategy Design and Facilitation: The UGM Consulting Approach. Retrieved 4 12, 2014, from UMGConsulting: http://www.ugmconsulting.com/Effective%20strategy%20design.pdf Vick, J. (2012, January 12). Project Management: How to Run Team Meetings. Retrieved 4 12, 2014, from Youtube: https://www.youtube.com/watch?v=xW0CjH95K3Q
Gray, C., Larson, E. (2008). Project Management: The managerial Process. New York, NY: The McGraw-Hill Companies Inc.
At any one on these points or several times at one point or multiple points an issue or problem or poor communication or just plain lack of follow through can through the Project train right off the track and has. The idea came about from my time in the military and my time as a fight instructor, and early in my career at working at Dayton Communicate Power and Light as an operation Supervisor. CCC, Communicate, Communicate, Communicate, As a pilot if you get in trouble, or have a malfunction occur, or you are lost, talk to someone, work it out, help is out there. As an operation supervisor you job it to communicate with everyone, from field personnel, to testing personnel, to call center representatives, to customers, to Corporations, to the Directors, Vice President, and President of DPL. So a few of the Project Managers at DPL got together to brainstorm and look at solutions to the Project management process. Where are our chock points located, want are our problem areas. This worked but when we looked at the date results id was very slanted to the project managers pointing fingers at ...
Project Management Institute, 2008. A Guide to the Project Management Body of Knowledge. 4th ed. Newton Square, Pa.
As we look at strategy teams they are composed of strategy managers, analysts and directors, (Paroutis, Heracleous, & Angwin, 2013). Each discipline within the team is vital to a successful outcome. Strategy teams vary in size, they can be as few as 10 or as many as 50 in one team, (Paroutis, et al., 2013). The director oversees the operation, insuring progress is being made and strategies are being developed. The strategy team analysts conduct surveys, develop strategy reports based on findings and provide support to the team, (Paroutis, et al., 2013). The strategy mangers are the people who interact with stakeholders and implement the strategies, (Paroutis, et al., 2013). This is a high pace position that requires excellent social skills and versatility in function, (Paroutis, et al., 2013). This can be a very demanding position that requires extensive
Kerzner, H. (2013). Project Management: A Systems Approach to Planning, Scheduling and Controlling. Hoboken, NJ: Wiley.
This disorganized project management soon contributed to frustrations on both the client side and within the Consulting Group team, straining our day-to-day interactions. Midway through the engagemen...
|To examine a wide range of business strategy topics involving strategy formulation, including market structure, competitive |
Frame, J.D., Managing Projects in Organizations: How to Make the Best use of Time, Techniques and People, third ed., San Francisco: Jossey-Bass,112-117, 2003.
MacLeod, C. (2002). Leadership tips. 5 Stages of group development. Retrieved November 1, 2006, from http://www.gmu.edu/student/csl/5stages.html.
Project Management Institute . (2008). A Guide to the Project Management body Of Knowledge. Newton Square, PA: Project Management Institute, Inc.
Parker, G. (2009). Team Leadership: 20 Proven Tools for Success. Amherst MA: Human Resource Developement.
These project managers are also examining teamwork for ways to improve project success. However, since the benefits of leadership behaviors can be rather intangible, this has slowed or prevented the implementation of leadership theories. Accordingly, the impact of leadership behaviors on project performance has been one of the major issues for both industry and academic fields (Keller, 1992; Kendra and Taplin, 2004; Turner and Muller, 2005). In order to understand the benefits, there is a need for quantification of the benefits derived from leadership behaviors. Research on leadership behaviors and theirs associations with project success should offer tangible evidence of advantages from adopting a certain leadership style (Giritli and Civan, 2008). There is a need for more comprehensive empirical evidence that evaluates the benefits associated with the project manager's leadership style and, more specifically, its associations with project success. This study attempts to fill this void of empirical evidence by identifying the associations between leadership style and project success. The purpose of this research is to investigate the effect of the leadership style on project success and to examine the mediating role of Team stability in the relationship between leadership performance and project success. In other words, the analysis shows the relationship between
When planning a new project, how the project will be managed is one of the most important factors. The importance of a managers will determine the success of the project. The success of the project will be determined by how well it is managed. Project management is referred to as the discipline that entails the processes of carefully planning, organizing, controlling, and motivating the organization resources so as to foster and facilitate the achievement of specific established and desired goals and meet the specific criteria of success required in the organization (Larson, 2014). Over the course of this paper I will be discussing and analyzing the importance of project management.
PMBOK, (2013). A guide to the project management body of knowledge : (PMBOK guide). 5th ed. Newtown Square, PA: Project Management Institute, Inc..
Strategy formulation is the process of establishing the firm's mission, goals, and choosing among alternative strategies or plans; it involves and implies that preparing the best approach to respond to the circumstances of a firm's environment, whether or not its conditions are known in advance; being strategic and tactical, then, means being clear about the management's aims; being aware of the company's resources, and incorporating both into being consciously responsive to a dynamic environment (SM, 2010). As nearly all businesses have limited resources, top leaders and management must determine which alternative plans or strategies will do well to the organization most; strategic management requires attention to the big picture and the motivation to adapt to circumstances, and consists of the following aspects: