Project Management

Project Management Scott Gibb Page 1
Project Management (Process and People)
BE1018
Prepared by Scott Gibb (12034714)
Word Limit Counting 2874

Table of Contents
Introduction Page 3
1.1 Project Management Page 3
1.2 Responsibilities of the Project Manager Page 3
1.3 Corporate Governance Page 4
1.5 Leadership in Project Management Page 5
1.6 Project Management Case Studies and Research Based Theory Page 5
1.7 Conclusion Page 6
References Page 7

Introduction
The purpose of this assignment is to, “Explain and evaluatethe procedures and tools that enable the project
manager in creatingthe right atmosphere in a geographical dispersed team to allowthe project team
members to perform at their best respectively overall projectsuccess.”
Firstly itwill berelevantto providean overview of the roleand responsibilities of the project manager, which
will providea platformfor the scopeassignmentto be completed effectively. Therefore havinghighlighted the
roles and responsibilitiesof the projectmanager it will then be possibleto evaluate relevant research based
theory and casestudy material, this will providea strongunderstandingof the procedures and tools required
to allowfor effective projectmanagement to be achieved.
Also it will belooked upon the skillsthatarerequired to allowthe project manager to s uccessfully createthe
rightatmosphere and allowfor all teams members to contribute effectively towards the overall success of the
project.
1.1 Project Management
In order to understand the processes of project management itwill be appropriateto provide an overview of
the role of the projectmanager and his responsibilities.Theproject manager is tasked with the overall
planningof the project, and executing these plans in a controlled and co-ordinated manner, to ensure that the
client’s requirements are met in an efficient manner. The projectmanager should be focused upon the overall
scope of the project, which generally encompasses time, costand quality objectives,prioritisingthese
objectives based on the client’s requirements. The scope of the projectcan change atany time therefore
flexibility is essential to ensure the project is delivered successfully. (APM,2005, Page 1)
1.2 Responsibilities of the Project Manager
It has been identified the roleof the projectmanager, however within this rolethere are several
responsibilitiesthatneed to be performed to allowfor successful projectmanagement. The project manger is
responsiblefor delegatingthe appropriatetasks to members of the team who are specialised in thoseareas,
the project manager will setout the standards thatneed to be achieved, this ensures that all team members
are fully awareof their responsibilities and havespecific objectives to work towards.The project manager will
then be responsiblefor monitoringthe performance of the team; this ensures accountability is achieved with
team members responsiblefor specificareas within theproject; it can be highlighted if they arecontributing
effectively towards the completion of the overall project.
Through the monitoringprocess the project manager can highlightif the projectis to be completed on time, if
it is highlighted that the project is behind schedulethen certain decisions will need to be made, these link in
with the project managers ability to motivate, managingchange successfully and co-ordinatingthework of all
team members effectively. These responsibilities areimperativetowards the projectbeing completed
successfully,withoutteam members being utilised effectively and motivated to complete their tasks the
project will fail to meet the client’s requirements. Also the same can be said aboutadaptingto change, if the
scope of the projectchanges then the project manager will need to adaptto these changes by implementing
the appropriateplans,utilisingthe skills of the team members to execute these plans,and monitoring
performance to ensure successful results aredelivered. (http://www.apm.org.uk/WhatIsPM)

1.3 Corporate Governance
Corporate governance is concerned with actingin the best interests associated with the project and ensuring
that client’s requirements are successfully met. Governance provides the necessary mechanismfor actions,
policies and decisionsof the project to be monitored to ensure they arein conjunction with the businesses
best interest or in this casemeeting the client’s requirements. Therefore to comply with corporate governance
it will benecessary to evaluate the frameworks that can be adopted to ensure that best practiceitbeing
achieved in terms of successful completion of the project. (Roberts, 2011,Page 112)
1.4 Project Management Frameworks
The projects managers’ roleis pivotal towards the overall successof the project; therefore itis imperativefor a
detailed framework to be adopted to ensure that all aspects of the project lifecyclearecovered to allowfor
successful completion of the project. The Association for ProjectManagement have a body of knowledge that
acts as a framework for projects to be completed with the use of best practice.The body of knowledge covers
all aspects of the project lifecycleand ensures that the four main stages of the projectlifecyclearecovered,
which includeconception, definition,implementation, and the hand-over of the project. These stages are
interlinked,therefore each stage needs to be carefully prepared and setting out specific objectives to allow
successful results to be delivered.
“Project lifecycleconsists of a number of distinctphases.All projects followa lifecycleand lifecycles will
differ across industries and businesssectors.Alifecycleallows theproject to be considered as a sequence of
phases which provides the structureand approach to progressively deliveringthe required outputs.” (APM,
2005,Page80)
The project lifecycleis promoted by the association for projectmanagement as beingessential to the overall
success of any project, as itprovides a strong structure which includes detailed procedures that need to be
followed, to allowfor all team members to be co-ordinated effectively, and ensure that the client’s
requirements aresuccessfully met. Also it is importantthat the project manager monitors each phaseof the
project lifecycle,ensuringthatthe procedures in placecan be flexibleto incorporatechanges to the scopeof
the project. (APM, 2005,Page81)

The Associationsfor ProjectManagement framework allows for the project manager to obtain a high level of
control and utilisethe correct team members in their area of expertise, and for specific objectives to be
communicated, ensuring that all teammembers are awareof their responsibilities.Therefore in a geographical
dispersed team, this framework will ensurethat all teammembers are aware fully awareof their
responsibilities and can be held accountableif their tasks arenot completed successfully.The aspectof
accountability ensures thatthe geographical location of team members is irrelevanttowards their contribution
to the project, and providingspecific and measurableobjectives will allowfor successful resultsto be
delivered. (APM, 2005,Page 82)
The role of the projectmanger and his responsibilities has been defined alongsidetheframework that is
adopted to achieve best practicein relation to the overall completion of the project. These areas highlighthow
successful results can bedelivered through the appropriateplanning,execution and monitoring of the project,
alongsidethe projectmanagers skillsto motivate team members and adaptto change effectively. All aspects
providea platformfor the project manager to assumea high level of control,which will ensurethat all team
members are aware of their duties and areheld accountablefor their performance. This platformcan then
applied to a geographical dispersed team, although potentially more difficultto manage due to the location of
all team members, applyingthe sameprinciples in terms of specific objectives beingsetto ensure that all team
members are aware of their role.
1.5 Leadership in Project Management
In order to generate the rightenvironment in any environment the project manager needs to portray strong
leadership skills;leadership isdefined as “process in which an individual influences theprogress of the group
members towards the attainment of a goal.” Therefore based on this definition the project member needs to
exert a stronglevel of leadership in order to positively communicatethe role of each team member. The
project manager will need to ensure that his leadership styleisadaptable to different individualswithin the
group. This will be particularly prominentin a geographically dispersed team, with team members coming
from different cultures,and background.Therefore the project manager will need to assess hisstyleproviding
team members with increased structureor freedom to carry out their responsibilities. (Levi,2011,Page 166)
Havinghighlighted the framework that can be adopted to deliver success alongsidethe skillsrequired by the
project manager to positively motivate all teammembers, it will beappropriateto look at the procedures and
tools that enable the project manager to create the rightatmosphere in a geographical dispersed team. The
framework of the project provides a platform,however to stimulateall team members the rightatmosphere
will need to be generated. This will provideall teammembers the opportunity to express themselves, feel
comfortable within the environment, and ultimately ensure that all team members are ableto perform atthe
best of their ability. (Levi, 2011,Page 167)

1.6 Project Management Case Studies and Research Based Theory
Therefore in order to highlightthe how the rightatmosphere can be created in a geographical dispersed team
it will beappropriateto evaluaterelevant case studies that will providean insightinto how the right
atmospheres can be generated to deliver success;
Hilal Mounir vicepresidentof customer success and strategic accounts has a 7 pointplan of how a
geographically teamcan be managed effectively to ensure the project is completed successfully with all
members utilised effectively; this approach is currently adopted within the organisation. (Hilal,2013,Page1)
1. Efficient and effective communication. Structured and detailed communication to ensure that all team
members are aware of the their roles within the project
2. Manage time zones wisely. Takinginto consideration timezones ensuringthat all teams are given the
appropriatetime to carry out their tasks,and importantinformation is to be communicated within all team
members working hours.
3. Conduct weekly internal team meetings. Regular team meetings to be held to ensure all team members are
communicated with any projectupdates. Itwill also allowprojectmembers to raiseany concerns thatthey
have this will allowfor appropriatechanges to be adopted, or reassuranceto be provided allowingfor all team
members to feel comfortable within their working environment.
4. Peer review everything. Ensure that all team members review all documentation that is produced; this
ensures that all teammembers are fully briefed and also feedback can be provided and amendments made
where applicable,this allows a high level of quality control to be achieved.
5. Use of automation. The use of a web based tool which is accessibleby all group members, allowfor updates,
feedback and project information to be distributed.This can take the form a group message via email,this will
allowfor transparency of all tasks carried out, and provides a platform for all teammembers to have an outlet
to communicate any concerns or positivefeedback.
6. Exchange of personnel on a regular basis to build inter-personal relationships. At every opportunity the
project manager needs to take time to communicate directly with all teammembers, this will strengthen the
relationship of the team, and stimulatethem to completing the project.
7. Annual all-in-one summit bringing everyone together. If possibleall teammembers to be present at an
annual or interimreview this will strengthen group dynamics and providea platformfor all team members to
communicate face to face.
In order to keep the entire team working together as one cohesive, productiveunit itis imperativefor
effective communication to take place,conductingregular team meetings even if there isn’tmuch to cover
duringa given session.Review each other’s work as a team. It’s all aboutcollaboration and continuingto
deliver quality work even though you aren’t working physically in the same location. (Hilal,2013,Page1)
Managingdispersed and cross functional teams theory has six coreprinciples thatapplied correctly enableall
team members to operate in an environment that allows them to perform to the best of their ability,this
theory framework is highlighted below; (Ross,2012,Page 24)
1) Create Face Time- Where possiblefaceto face communication is to take placethis allows for any concerns
to be addressed,and this type of communication strengthens group dynamics and re-enforces unity to achieve
a common goal.

2) Set Clear Goals and Expectation- Ensuringthat all teammembers are fully briefed about what is required
from them individually,with the projectmanager clearly definingthe tasks that areto be carried out.
3) Make the Work Visible- All team members are to be communicated with the progression of the project, this
ensures all team members arefully briefed and have access to all relevantprojectdocumentation.
4) ProvideOngoing Feedback- To allowteam members to be validated in the tasks that they carry out itis
important for feedback to given to either provideconstructiveadviceor to be commended for the works
carried.
5) ShowcaseTeam Members Competence- Clearly definingthe job role of all team members, ensuringthe all
team members areutilised effectively.
6) Foster Cultural Understanding- Cultural backgroundsmustbe taken into consideration when dealingwith all
team members, providingsensitivity to all works carried out to ensure all members feel comfortablein the
environment they operate within. (Ross,2012,Page 25)
1.7 Conclusion
Therefore to summarise,in order to generate the rightatmosphere in a geographically dispersed environment
the project manager needs to deploy all thetools at his disposal.Firstly there needs to be a strong structure
and framework in placeto allowfor clearly defined objectives to be created, in which all teammembers are
clearly briefed to ensure that everyone is awareof their responsibilities to complete the project. The
framework produced by the Association for ProjectManagement provides a platformfor best practiceto be
achieved, iteffectively breaks down the processes required to deliver success.Therefore each stage of the
project can be precisely planned to allowthe project manager to effectively co-ordinateteam members to
executive their responsibilities efficiently.
The project manager will also need to assess theskillsof all teammembers and allocated works based on their
areas of expertise, monitoringtheir performance to ensure that tasks arebeing conducted efficiently and to
the scope of the project is beingadhered too. The monitoring process ensures that all teammembers can be
held accountablefor the works they carry out; this ensures that team members take responsibility for their
actions and areaware that they play an integral partin the completion of the project. The project manager will
monitor the performance of all aspects of the project; this enables to the projectmanager to be proactiveand
provides the ability for the projectmanager to be adaptableto change.
Alongsidestrong frameworks to ensure that all teammembers are awareof their responsibilities and their
skills areutilised in the correct areas of the project lifecycle,the project manager needs to stimulateall team
members to perform their task to the best of the ability.Therefore to create the right atmosphere the project
manager needs to demonstrate strong leadership qualities,effectively leadingby example. The project
manager’s leadership approach needs to be adaptableto the different characters within the group, to ensure
all team members feel comfortablewithin their environment, and have all the necessary tools attheir disposal
to perform to their best of their ability.
It has been highlighted in both Hilal’s 7 pointplan,and Managingdispersed and cross functional teams theory
framework that communication is essential to deliveringoverall successand ensures thatall team members
have tools availableto perform to the best of their ability. Setting clear goals and expectations enablingall
team members to be awareof their role within the team, and have all the necessary information to perform
their tasks successfully.Also collaboration and continuingto deliver quality work with regular team meetings
takingplacefor any concerns to be overcome, and ensure that the client’s requirements are met.

References
 Association for ProjectManagement (2006) The APM Body of Knowledge, Association for Project
Management
 Roberts A, Monks G and Minow N (2011) Corporate Governance, 4th editions
 Levi, D, (2011) Group Dynamics for Teams, 3rd edition
 Hilal,M(2013) 7 Strategies for managinggeographically dispersed professional serviceteams
 Ross,J (2012) Managingdispersed and cross functional teams
 Morris,P W G (1994) the Management of Projects,Thomas Telford.
Stevens, M. (ed) (2002) Project Management Pathways,Association for ProjectManagement, High
Wycombe
 Walker,A (2002) ProjectManagement in Construction,4th ed. Blackwell.
 Reiss,G. (1996) Programme Management Demystified, Spons, London
 Alter, C. and J. Hage (1993) Organizations workingtogether. Sage Publications:London.
 Rahim, M.A. (1992) Managingconflictin organizations.Second Edition.Praeger: London.
 APM website www.apm.org.uk
 Lean Construction website www.leanconstruction.org
 Officeof Government Commerce www.ogc.gov.uk/sdtoolkitPearson. J 2013 The Role of The Quantity
 Johansen. E 2013 Introduction to projectmanagement, presented at Project management (Process
and People) BE1018
https://elp.northumbria.ac.uk/webapps/portal/frameset.jsp?tab_tab_group_id=_2_1&url=%2Fweba
pps%2Fblackboard%2Fexecute%2Flauncher%3Ftype%3DCourse%26id%3D_247343_1%26url%3D
 Johansen. E 2013 Projectlifecycle,presented atProject management (Process and People) BE1018
 Johansen. E 2013 Projectstructure and Governance, presented at Project management (Process and
People) BE1018
 Johansen. E 2013 Programme Management, presented at Projectmanagement (Process and People)
BE1018
 Johansen. E 2013 Planningand Time scheduling,presented at Project management (Process and
People) BE1018
https://elp.northumbria.ac.uk/bbcswebdav/pid-3454895-dt-content-rid-
2936341_2/courses/2013S02_BE1018ZND/page_01.htm

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