Assignment:
Part 1
In reference to your current job (or a former one if you are currently not employed), please address the following:
1. Roughly what percentage of your work would you estimate to be of a project-related nature?
2. How would distinguishing between your project-related work and non-project-related work enable you to better perform your job?
3. What challenges and/or complications may arise if you do not make that distinction?
(If you have never had a project-related component in any job you have held, then respond in the context of a hypothetical or dream job that does have such a component.)
Part 2
Your readings this week pointed out that projects are differentiated by the space into which they fall in the simple, complicated, complex, chaotic continuum.
1. Do you think that one common approach (such as the traditional/waterfall approach) can be applied to all projects (regardless of where they fall in that continuum)? Why or why not?
2. If your answer to #1 above is "no", then explain what might go wrong if you apply such a common approach. If "yes", please elaborate.
3. Also discuss potential challenges (if any) that you may encounter in your organization if you were to propose an approach that is different from one the organization currently follows, and how would you attempt to address those challenges?
Questions:
Part 1
Q1. An estimated 60% of my work is project-related. My duties entailed working as part of a team to complete the tasks that were part of an 8-month project in which we undertook a system overhaul and replaced it. The project was quite demanding, and it was very challenging to work individually because of the many uncertainties that often led to delays. However, working in groups ensured that we attained expertise and shared outlooks that made it easier to overcome the many challenges that emerged as we undertook our varying designated tasks. The team is integral for successful outcomes and timely mandates completion in project-related works.
Q2. Distinguishing between project-related work and non-project related work enables better performance as it is related to an understanding and distinguishing short-term and long-term goals. With project-related works, the goals are predominantly short-term. Thus, the mandates that I will undertake alongside the skills I will use to inform my conduct will align with these short-term goals. In contrast, in non-project works, I will have to tailor my conduct to be prepared to deliver intended outcomes for both long-term and short-term positive outcomes. Therefore, understanding the nature of my work helps align the skills required and an understanding of expectations concerning my intended outcomes.
Q3. The challenges that may arise with the inability to distinguish between these two is that one is likely to lack a scope that informs their conduct and dictates the mannerism of their actions. It might also be a huge challenge to reconcile individual goals with the objectives of the organization/employer. Therefore, one must understand the employer's expectations so that they can inform their conduct to meet them while also pursuing individual aims. At the same time, an outlook that advocates for expertise can be compromised without understanding the unique role I could play for positive outcomes.
(If you have never had a project-related component in any job you have held, then respond in the context of a hypothetical or dream job that does have such a component.) This week's readings pointed out that space differentiates projects. They fall into the simple, complicated, complex, and chaotic continuum.
Part 2
Q1. I think that the traditional/waterfall project can be applied to all projects. As Rotaru (2021) notes, integrating this project management tool entails emphasizing linear progression. My outlook is that linear progression applies to all organizations as it entails outlining projects from start to end while detailing all key components. Regardless of the nature of the project, there is a beginning and an ending. Thus, the fundamentals of any project, including the beginning to the ending, all encompass the undertaking outlined. This can apply to all projects, hence my stance.
Q2. One factor that justifies my stance is that the traditional/waterfall approach relies on careful planning. Chris Kraft and PMP (2018) define it as an agile project management tool. Regardless of the nature of a project, careful planning is integral. With proper planning, all the facets and stages of a project are outlined and adequately pursued. In addition, this project management tool is informed by proper documentation. Through proper documentation, key stages are outlined and effectively pursued. My outlook is that through proper documentation, any project can record its undertakings for follow-up processes. This dynamic justifies why this management tool is viable in all project undertakings. Finally, this traditional approach insists that the execution of tasks is necessary. Thus, its application creates a mechanism that ensures proper execution through effectiveness in task delivery.
Q3. The potential challenge with applying a project management tool that fails to embrace the dynamics of an entity is resistance. Liao and Ai Lin Teo (2018) implore that there is bound to be resistance from the staff and teams as they will oppose the new outlook, especially if it entails exposing them to a set of new undertakings that undermine stable already-established modes of operations. The second potential challenge is additional operational expenses. These additional operational costs create a mechanism which promotes misuse and misappropriation of funds. As a result, it becomes harder and more complex to attain a standard mode of operation that can encourage positive outcomes.
References
Rotaru, D. A. D. (2021). Choosing the Most Suitable Project Management Methodology. Internal Auditing & Risk Management, 62(2s), 43-55.
Chris Kraft, C. G. F. M., & PMP, P. A. (2018). Agile project management on government finance projects. The Journal of Government Financial Management, 67(1), 12-18.
Liao, L., & Ai Lin Teo, E. (2018). Organizational change perspective on people management in BIM implementation in building projects. Journal of management in engineering, 34(3), 04018008.