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
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
Businessballs. (2014). Project Management: Project management, tools, process, plans and project planning tips. Retrieved from http://www.businessballs.com/project.htm
My research focused on the complexity of strategy team activities and effective teaming, (Paroutis, Heracleous, & Angwin, 2013). Strategy team activities incorporate seven categories, each being essential to effective strategizing, (Paroutis, et al., 2013). The initial stages of strategizing, concentrate on strategy reports and the implementation of strategy tools, (Paroutis, et al., 2013). The teams also focus on reflecting, to view past practices and devising new innovative applications to preexisting problems, (Paroutis, et al., 2013). The initial stages of strategizing spark new ideas, through problem solving and brainstorming, (Paroutis, et al., 2013). The strategy teams engage in supportive activities sharing their knowledge and
Project Management: A Systems Approach to Planning, Scheduling and Controlling. Hoboken, NJ: Wiley & Co., Inc. Kim, B. &. (2011).
Ferraro, J. (2008). The strategic project leader: mastering service-based project leadership. Boca Raton, FL: Auerbach Publications.
Jugdev, K. (2012). Learning from Lessons Learned: Project Management Research Program. American Journal of Economics and Business Administration , 4(1), 13-22.
Gray, C., Larson, E. (2008). Project Management: The managerial Process. New York, NY: The McGraw-Hill Companies Inc.
Zaccaro, S. J., Rittman, A. L., & Marks, M. A. (2001). Team leadership. The Leadership Quarterly, 12(4), 451-483.
Kezner, H. Project Management: A Systems Approach to Planning, Scheduling, and Controlling. 6th. New York: John Wiley and Sons, Inc, 1998. Print.
From the lessons, I have been able to understand various methods and procedures in managing a project team. My lecturer gave a brief introduction of the topics which are going to be discussed in the 2nd course “Managing the Project team”. I was excited to go through those topics as some of the terms were familiar to me.
Parker, G. (2009). Team Leadership: 20 Proven Tools for Success. Amherst MA: Human Resource Developement.
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:
The Employee Retention Committee Meeting involves certain number of people who coordinate according to the schedules setup by the members and correlate their activities with the work of related committees (Liebler 2008 pg 326). The meeting was scheduled ten days earlier and personally notified to the committee and still promptness was ignored by the chairman. Also committee members should be more responsible and participating but we have seen that some members have forgotten that there was a meeting. A committee is more than an informal group that meets to discuss an issue and share ideas, even if such a group meets regularly (Liebler 2008 pg 312). It is a duty of the chairperson to check to the compliance with mandate deadlines and action and obtain a meeting space (Liebler 2008 pg 326), but in the present circumstances we see that both the duties were not considered and meeting was held in a small and stuffy room with no enough chairs for the committee members. It would be rather better if the meeting would have been scheduled in a larger room with better surroundings. The duties o...
Project management involves all activities that encompass scheduling, planning, and controlling projects. A successful project manager ensure that an organization’s resources are being used both efficiently and effectively. Most projects need to be uniquely developed require a sense of customization and the ability to adapt to any posed challenges. The scope of effective project management includes defining what the project is and what is being expected to be accomplished. Projects are imposed to fulfill a certain need and project managers must have the ability to create the proper definition. Goals and the means used to attain those goals have to be clearly stated. Project Managers must also have the ability to plan
A strategy which is adopted by an organisation indicates what area the firm intends to do well in.