Managing Projects in Organizations, Case Study Example

The implication of project management is activities and processes that facilitate planning, controlling, organizing as well as motivating protocol, resources and procedures for achievement of predetermined objectives in an organization and result to value addition or beneficial change. A project refers to a venture aimed achieving unique results, service or product within a specified time period and specific budget. Since projects are temporary ventures, operations are undertaken in contrast to normal business in organizations which involve repetition, permanence and semi-permanence leading to routine goods and services (Frame, 2003). Consequently, the management of a project is essentially unique requiring distinct management strategies as well as technical skills.

Management of global projects requires the use of sturdy tools to achieve improvements in the capabilities of the project manager in planning, management as well as implementation of relevant activities relevant in accomplishment of predetermined goals in the organization. It also entails building of collaborative relationships among different characters that are the determinants of success or failure in the project. A project is a onetime endeavor that leads to creation of a product or service upon completion.

Some problems and challenges are encountered in global project management. Among the notable challenges that are encountered include creation of resistance that result to poor performance of the team members. Communication styles are another potential challenge encountered in project implementation due to the presence of multicultural teams in the project. There are four barriers that are associated with poor communication in the management of multicultural team. They include divergent attitudes towards authority as well as hierarchy, direct and indirect communication, problems associated with fluency and accents and conflicts allied to decision making norms.

This therefore implies that, management of global projects requires vital skills that will facilitate identification of solutions that will facilitate for the identification of means of realization of the gains paramount in multicultural teams working in these projects. Project managers in global projects therefore must be equipped to face the cultural challenges which require adoption of appropriate strategies coupled with non imposition of approaches that are based on a single culture in dealing with multicultural situations (Frame, 2003).  Professionals in project management continue to face challenges associated with elevating performance. Majority of the successful people in project management do not answer to the title of a project manager. Most of them serve as accountants, public health officials, administrators, community advocates, scientists, teachers and contractors who achieve their success through their leadership as well as management skills in the project work. These professionals perceive project management as a decisive job requirement.

Implementation of project management for the 9yue xing chen case study has been a source of value addition at various levels in the organization. The organization faced some external pressures necessitating the requirement for higher degrees of accountability as well as transparency and motivated by desire for additional strategic orientation which was the trigger for the implementation of project management. The 9yue xing chen Case Study involved persistent as well as intentional implementation of project management with the application of step by step approach directed by senior management with the support of internal experts in project management. The process was characterized by an extremely rough start due to resistance of researches in implementing formal project management (Kerzner, 2009).  This was however compensated by the use of a high profile strategic focus along with operational transparency. This has yielded fruits since project management has turned in to a strategic asset for the organization (Meredith & Mantel, 2008).

Project life cycle was an important consideration in this respect which gives meaning to the uniqueness of the project. The use of project life cycle serves as an important cornerstone in the management of projects. Considering that any project is characterized by limitations in their lifespan, it is important for the project manager to work within the limits of the project life cycle.

Project life cycle for the 9yue xing chen case study followed the conventional sequential four stages of defining, planning, executing, and lastly, delivering and characterized by a slow start, building to peak and declining to delivery.

Differing attitudes in the 9yue xing chen case study toward authority and hierarchy has been a notable feature in project management. This was perceived as a critical challenge that was embedded in the multicultural teamwork due to the flat structure nature in the organization. Members of teams from the cultures that treat people differently on the basis of status that they have in their workplace were discontented about the flat teams (Kerzner, 2009).

The problems and challenges that are associated with project management in the 9yue xing chen case study can adequately be addressed with the use of appropriate managerial intervention. During the process, it is prudent that valuable members in this multicultural working environment are not sidelined. All people must be given a chance for active participation which will consequently reduce the chances for creating resistance which may negatively affect the performance of the team.

References

Frame, J. D., (2003). Managing Projects in Organizations: How to Make the Best Use of Time, Techniques, and People, 3rd edition, Jossey-Bass.

Kerzner, H., (2009). Project Management: Project Management: A Systems Approach to Planning, Scheduling, and Controlling, 10th edition, Wiley.

Meredith, R. J. & Mantel, Jr., S.J., (2008). Project Management: A Managerial   Approach, 7th edition, Wiley.