Project Management Tools & Techniques Assignment 3

B9MG126 - Project Management Tools And Techniques
Module/Subject Title: Project Management Tools And Techniques
Lecturer Name: Paul Taaffe
Assignment Title: A comprehensive review of project management literature
Student (s) Name & Number:
Chetan Padme (10393059)
Kaushal Shetty (10514571)
Vibhin Rane (10511429)
Nirav Vichare (10511429)

Agile Project Management Concerns
Table of Contents
AGILE PROJECT MANAGEMENT APPROACH................................................ERROR! BOOKMARK NOT DEFINED.
MANIFESTO OF AGILE PROJECT MANAGEMENT................................................................ERROR! BOOKMARK NOT DEFINED.
AGILE PROJECT MANAGEMENT CONCERNS ................................................ERROR! BOOKMARK NOT DEFINED.
PROJECT LEVEL CHALLENGES .......................................................................................ERROR! BOOKMARK NOT DEFINED.
Lack of working software ............................................................................... Error! Bookmark not defined.
Colocation....................................................................................................... Error! Bookmark not defined.
Delaying and varying requirements ............................................................... Error! Bookmark not defined.
TEAM LEVEL CHALLENGES...........................................................................................ERROR! BOOKMARK NOT DEFINED.
Large organisation ......................................................................................... Error! Bookmark not defined.
Organisational culture.................................................................................... Error! Bookmark not defined.
Team structure ............................................................................................... Error! Bookmark not defined.
Achieving cross-functionality.......................................................................... Error! Bookmark not defined.
Effective estimations ...................................................................................... Error! Bookmark not defined.
INDIVIDUAL LEVEL CHALLENGES ...................................................................................ERROR! BOOKMARK NOT DEFINED.
Lack of expertise............................................................................................. Error! Bookmark not defined.
An unclear outcome of customer representative ........................................... Error! Bookmark not defined.
Asserting autonomy ....................................................................................... Error! Bookmark not defined.
Self-assignment.............................................................................................. Error! Bookmark not defined.
TASK LEVEL CHALLENGES ............................................................................................ERROR! BOOKMARK NOT DEFINED.
Lack of timely response .................................................................................. Error! Bookmark not defined.
Lack of acceptance criteria............................................................................. Error! Bookmark not defined.
Task dependency ............................................................................................ Error! Bookmark not defined.
BIBLIOGRAPHY...........................................................................................ERROR! BOOKMARK NOT DEFINED.
Author: Chetan Pandharinath Padme (10393059)
Word count: 1836
Agile Project management Approach
Iterative delivery & increment throughout the life cycle is the basis of agile project
management approach. Whereas central values and behaviours of trust, flexibility,
empowerment and collaboration are the core requirements. The main distinction is the
utilization of resources and time is goal driven not the plan-driven. These factors create a
distinction from the traditional project management methodologies.

Figure 1 Approach of Project Management Practices - (Deepa, 2019)
Manifesto of Agile project management
Manifesto of Agile project management addresses the distinction of agile project
management approach with traditional project management approach. And it also provides
a baseline for migration towards Agile project management.
• Individuals and interactions over processes and tools
• Working software over comprehensive documentation
• Customer collaboration over contract negotiation
• Responding to change over following a plan (Morris, 2015, p. 12; Alistair Cockburn,
2001)
Agile project management Concerns
Considering the distinction of Agile project management approach from the traditional
approach, Many project managers are sceptical because their past experience in the
industry some of their concerns are valid. Whereas the common concerns faced by project
managers implementing the agile project management approach are as follows.
• It is for small & less complex projects.
• Open-ended project with sanctioned developing scope leads to difficulty predicting cost.
• Rough designs and planning.
• Technology focused behaviour.
• The language barrier between client and team.
• Lack of involvement of the client in planning because of time constraints.
• Unable to keep the distance with the client because of consistent involvement.
• The unnecessary approach of the self-performing team.
• Daily reviewing leads to suspicious & unstable employee mindset
• Too stiff and restricts individual creativity (Jerry Manas , 2107)
According to (Rashina Hoda, 2016), When closely looked at common concerns it is observed
that the challenges faced by project managers can be classified into 4 categories Project
Level Challenges, Team Level Challenges, Individual Level Challenges, Task Level Challenges.

Project Level Challenges
Lack of working software
The manifesto of agile project management relies on working software over comprehensive
documentation. Daily updates are possible through working software when presenting the
progress and changes as well. Rather than detailed documentation In various industries, the
main difficulty is the lack of such software. In absence of such software, the team has to rely
on comprehensive documents which are hard to prepare and they take a lot of time to
prepare, deliver & understand as well. Also since agile opts for iterative approach, hence the
timely updating is not possible though when it is achieved it is not with ease. it adds such
time & cost associated with it again to the project. therefore it becomes difficult to control
the time.
Colocation
The foundation of the agile project management depends on the Individual and interaction
over processes and tools hence colocation is the vital requirement in case of agile project
management. In the case of a geographically dispersed team, communication, as well as
delivery, tend to become difficult and inturns add lack of control over the project.
Senior management sponsorship
Evoking senior management support & sponsorship is also a challenge it is troublesome for
project managers to convince their senior management to adopt agile methods and context
of self-organising. This hesitation is because of there focus lies in the final scope and
delivery rather than how to go towards it hence they don’t want to risk that in any way.
Delaying and varying requirements
Requirements are to be handled by the self-organising team which is the basic requirement
of agile project management approach which means agile teams can operate on there own
with efficiency with minimal involvement of project manager or business analyst to work,
procure and manage customer requirement. But delaying and varying requirement are the
reason of incompetent self-organising team and manager and The errands of evoking,
clarifying, and evaluating requirements as well as managing with any changes in
requirements presently falls with the team but sometimes delay is observed from clients
end to such extent that teams can’t proceed without them. (Rashina Hoda, 2016)
Team Level Challenges
Large organisation
Individuals and interactions over processes and tools are the basis of the agile manifesto. It
leads to a compatible yet self-performing team. It is comparatively easy to achieve this in a
small team but in large organisation divided operation restricts this from happening.
because
when teams are large it very difficult to obtain such synchronous behaviour between
individuals, if tried there are chances of chaos also to keep track of such big team is also a
difficult task for a project manager.
Organisational culture
Organisational culture plays a role here too. Organisational policies have a direct impact on
Organisational culture. Some policies don't support the agile manifesto hence it becomes
very difficult to opt for agile project management and even if given an exception, transition

of employee mentality takes time and this affects the project at least in the beginning
because to achieve the self-organising behaviour takes time.
Team structure
It is troublesome to centre on group enhancement with no instantly identifiable "teams"
and when each person's work seems to have small to nothing in common with another's.
when team structure is depended on processes and tools, lack of interaction between
individuals is common. And this as an adverse effect since the foundation of agile project
management depends on the interaction between individuals to fastrack the activity, as well
as the, reiterate whenever needed
Achieving cross-functionality
According to (Rashina Hoda, 2016; Pinto, 1990 ), achieving cross functionality With self-
organising team is a challenge for project manager performing agile project management.
Cross-functionality is the ability of an individual to work across different functional areas
and technology in order to achieve the same organisational task. It is of utmost importance
to minimize interdependency so that the in absence of team member at a particular day will
not affect the teams' performance that's why organisation are looking at the cross-
functionality, teams are facing a dilemma whether to specialise or venturing outside areas
of expertise. And most important of all it is very difficult to achieve cross-functionality.
(Rashina Hoda, 2016)
Effective estimations
During planning, all the members of a self-organising team are supposed to share their
opinion on the estimation of efforts required to fulfil the task. Most of the time it is done by
utilising the managers as well as technical leads and not the whole team. (Rashina Hoda,
2016; Brooks, 1975). In order to achieve effective estimation self organising team is also
taken in to consideration because the further exercise is to be done by them only, but the
challenge arises when the estimation done by the leads tend to be inflated because of
buffer time for some unexpected task whereas team members tend to underestimate the
workload given lack of experience. Ultimately
Individual Level Challenges
Lack of expertise
The main challenge faced by the project managers is a lack of expertise in agile project
management. Considering the variables involved as well as the iterative value-driven
approach, past experience plays a crucial role in agile project management.
An unclear outcome of customer representative
In case of agile project management, to begin with, an unclear goal is okay it is supposed to
be that way and with the help of expertise recourse and time scope gets decided along the
way. But the unclear outcome that is changing the specification of customer representative
leads to sprint because of that manhour gets wasted with lack of progress. This possesses
huge risk and because of it, there are chances of project going off track.

Asserting autonomy
Asserting autonomy is nothing but an ability level of independence & management without
the involvement of senior authority. Portrayed prior, self-organizing groups are implied to
inculcate these ability to move towards a better team and improved project deliverables as
well. Challenges faced by the project manager is the changing dynamics that don't let this
happen and this is because of the lack of self-motivated individuals and changing team
members. (Rashina Hoda, 2016)
Self-assignment
A function of the self-organising team, the Self-assignment can be defined as the ability of
every individual. Self-assignment can be characterized as the capacity of each group
member to assign an errand or client story to themselves. This contrasts with the tradition
project management methodology where the project manager is the one assigning the
responsibility. Inculcating such behaviour is a challenge in agile project management. And
coming from the traditional project management approach migration seems difficult
(Rashina Hoda, 2016).
Task Level Challenges
Lack of timely response
Timely response is vital considering the iterative nature of the agile project management
approach. The timely response between a team and concerned parties is necessary to avoid
the unforeseen project failure. Delays in response happen there is a lot of reason for that
some are organisational culture, lack of subject expertise, dependency on outside factors as
well as agencies, unavailability of an individual. If consistent delays are there, there are
chances of project going off track because it becomes difficult to reiterate considering
schedule.
Lack of acceptance criteria
Each client story is implied to have their related acceptance criteria characterization of
completeness and accuracy of a well-implemented assignment is checked with the help of a
checklist. Acceptance criteria help provide a distinct focus for every assignment. Even the
well-organised team struggle to incorporate and implement the functionality and task when
there are no acceptance criteria provided by the client. (Rashina Hoda, 2016; al., 2010)
like evoking requirements, This challenge is because of the lack of interaction of a self-
organising team with the client team.
Task dependency
One of the challenges of task dependency is task dependency that exists between activity
involving technical tasks. Basically, task dependency states that to start one tank one
particular task needs to finish it may be a task, a particular resource, knowledge or technical
based dependencies stated by (Rashina Hoda, 2016; Strodes, 2015; Crowston, 1994). In the
case of agile project management to operate in an iterative manner there has to be minimal
task dependency if there is it restrict interactive that sprints to a certain limit. Which in
turns degrades the performance of the project and delayed delivery.

As expressed above the challenges the project manager face while implementing agile
project management. agile project management concerns are nothing but its strengths
which can be inculcated & dependability over the factors creates the distinctiveness.
It is observed that most of the factor which opposes or restrict the agile approach is
because of the traditional project management behaviour in the organisation. The
organisation and its culture are shaped by that only hence it seems a little extreme
migrating to a new approach. Agile has advantages over the traditional approach of
improved product delivery client and employee integration a well suitable work
environment with empowerment but migration can be a drawback sometimes considering
the past methodology past experience expertise culture and type of product to be delivered
plays a very important role hence these challenges and concerns when unbiasedly evaluated
one can come to an understanding of suitability of agile project management approach.
Bibliography
Deepa, 2019. Careerbuggy. [Online]
Available at: http://www.careerbuggy.com/project-management-in-an-agile-scrum-model/
[Accessed 30 March 2019].
Morris, J. C. &. D., 2015. Agile Project Management for speedy results. 2nd ed. s.l.:In Easy
Steps Ltd.
Alistair Cockburn, R. C. M. M. F., 2001. Agile manifesto. s.l.:s.n.
Jerry Manas , 2107. Planview, Inc. [Online]
Available at: https://prd-medweb-cdn.s3.amazonaws.com/documents/epmo/files/agile-
project-management-whats-the-story.pdf
[Accessed 5 April 2019].
Rashina Hoda, L. K. M., 2016. The Journal of Systems and Software. Multi-level agile project
management challenges: A self-organizing team perspective, 117(2016)(18 March 2016), p.
245–257.
Pinto, P. a., 1990 .
Brooks, 1975.
al., D. e., 2010.
Strodes, 2015.
Crowston, 1994.
Miller, Gloria J., 2013. PMI. [Online]
Available at: https://www.pmi.org/learning/library/agile-problems-challenges-failures-5869
[Accessed 8 April 2019].

MEASURING PROGRESS AND PERFORMANCE
ACROSS THE PROJECT LIFE CYCLE
Contents
1. INTRODUCTION ................................................................................. ERROR! BOOKMARK NOT DEFINED.
2. PROJECT AUDIT AND EVALUATION: ................................................... ERROR! BOOKMARK NOT DEFINED.
3. PROJECT MILESTONE ANALYSIS:......................................................... ERROR! BOOKMARK NOT DEFINED.
4. MONITORING OF PROJECT PERFORMANCE:....................................... ERROR! BOOKMARK NOT DEFINED.
5. MEASURING THE SUCCESS OF THE PROJECT:...................................... ERROR! BOOKMARK NOT DEFINED.
6. MEASURING THE KEY PERFORMANCE INDICATORS (KPI`S)................. ERROR! BOOKMARK NOT DEFINED.
7. EARNED VALUE MANAGEMENT: ........................................................ ERROR! BOOKMARK NOT DEFINED.
BIBLIOGRAPHY........................................................................................... ERROR! BOOKMARK NOT DEFINED.
Author Name: Kaushal Shetty (10514571)
Word count: 1826
Undertakings are separated into a few stages (discrete however interconnected
components) to improve the administration of hazard and vulnerability over the life of the
venture. These stages are all things considered known as the Project Life Cycle. The task life
cycle serves to characterize the start and end of an undertaking. The periods of an
undertaking life cycle differ some may have at least nine however most have four or five.
Venture lifecycles share various regular qualities. These include:
• Cost and staffing levels are low toward the begin, higher towards the end and drop
quickly as the undertaking makes to a determination
• The likelihood of effectively finishing the undertaking is most minimal, and
subsequently chance also, vulnerability is most noteworthy, toward the beginning of
the task
• The capacity of partners to impact the last attributes of the venture item and the last
expense of the undertaking is most noteworthy toward the begin and gets
continuously lower as the task proceeds.
Implementing a Value Measurement System to measure project management performance
and value will help organizations achieve one or more of the following goals:
• to identify the business impact of implementing project management improvement
initiatives
• to compare costs to benefits of project management improvement initiatives
• to determine if a project management improvement initiative is accomplishing its
objectives
• to assist in marketing future project management improvement initiatives.

In measuring value, it demonstrates that decisions made to implement change (project
management improvement initiatives) has indeed added value to the organization.
Improved performance can be translated into value.
For example, improving schedule performance for all your projects over a period of a year
can be translated into an improvement in average project cycle time, which can be
translated into an improvement in time to market, which can add significant value to your
organization. (Pennypacker, no date)
PROJECT AUDIT AND EVALUATION:
In order to conduct a precise and skilled evaluation and audit, An Audit and Evaluation team
must be assigned and all the details and documents of files and record should be accessible
to the Audit Evaluation Team. The most valuable information likely, correspondence with
the customer, project Status information, relevant technical memoranda, changes in orders,
information about the project organization, and financial and resource usage information
etc.
Project Audit Process also has a life cycle comprising of various events.
a) Project Audit initiation: This step involves the commencement of the auditing
process also defines the scope of the audit and gathering information to determine
the proper methodology of conducting an audit.
b) Project Baseline Definition: This phase mainly identifies the performance areas
to be evaluated determines the benchmarks of each area by certain methodologies
also asserts the management performance expectations. This area also develops
certain programs to gauge and assemble the requisite.
c) Establishing an Audit Database: After the baseline standards are defined
execution of the audit begins which is followed by creating the database for use by
the Auditing team. Depending on the purpose and scope of the auditing the
database may vary, and the information required shall be different for the previous
and current projects.
d) Preliminary Analysis of the Project: Post setting of the standards and on the
basis of the collected data the auditors make a judgement. After the judgement is
done the Auditor has to brief the Project manager on all the findings and judgement
before releasing the audit report.
e) Audit Report Preparation: In this part of the life cycle includes the preparation
of the audit report, organized by the format prescribed. It also includes the set of
recommendations together along with the plan for implementation of the enhancive
actions. In exceptional cases, if the recommendations go beyond regular practices of
the organization it can be supported from the policy-making level of management
( (Project Management (A Managerial Approach)).

PROJECT MILESTONE ANALYSIS:
Methodology for monitoring the project progress is a milestone analysis. A milestone is an
event or stage of the project that represents a significant accomplishment on the road to
the project completion.
Milestone Signal the Completion of the Important Project.
Milestone offers points which enable to reevaluate the client and any potential changes
requests.
Milestone helps coordinate the schedule with the Vendors.
Milestone help in identifying the key project review gates.
Milestone signals the participants of the project the exact time when their respective
contribution is required.
Milestone can help analyze the various deliverables included in the Work Break Down
Structure and enable the project team to present a superior overall view of the project.
MONITORING OF PROJECT PERFORMANCE:
One of the most important methods for indicating the progress of the project or its current
status is using different project monitoring tools.
The Project S-Curve:
An s-curve is a graphical display of cumulative man-hours, cost, progress, or other quantities
plotted against time. An s-curve aims to represent the utilization of resources over the
proposed time of the project. An s-curve is helpful in monitoring the success of a project
because actual, real-time cumulative data of various elements of the project—such as
cost—can be compared with projected data. The degree of alignment between the two
graphs reveals the progress—or lack thereof—of whichever element is being studied. If
corrections need to be made to get back on track, the s-curve can help identify them.
Tracking GANNT CHART:
In this methodology, the project team constantly updates the project status by linking task
completion to the scheduled baseline. This monitors the stage of completing each task has
attained by a specific deadline. It can also identify the positive deviation and the negative
deviation of the project activities from its scheduled baselines.

(Pinto J. K.)
MEASURING THE SUCCESS OF THE PROJECT:
The measurement of success of the project depends on the delivery of the performance in
research the problem is usually overcome by the measurement of comparative performance
of various parameters. The various methods of measuring the success of a project are as
stated.
The first method is introduced by Might and Fisher that three structural factors affect the
success or failure of the project which is mainly
1. Cost Performance.
2. Schedule Performance.
3. Technical Performance.
The Second method utilizes the effectiveness criteria in order to evaluate the performance
of the project the vital elements of this methodology were
1. Project Functionality.
2. Project Management.
3. Contractors Commercial Performance
(Project Management Achieving Competitive Advantage)
MEASURING THE KEY PERFORMANCE INDICATORS (KPI`S)
The idea of driving utilizing KPI's depends on the idea of benchmarking utilized in business
procedures and items in different enterprises. Estimations are relative, the outcomes should
be contrasted and the planned exertion and reference an incentive to distinguish the
standard. KPI's are unequivocal execution estimates that have for the most part been
utilized in the development business to benchmark development ventures against one
another and to demonstrate whether enhancements are being made meaning of
benchmarking 'An efficient procedure of estimating one's execution against results from the
perceived pioneers to determine best practices that lead to prevalent execution when
embraced and actualized'.

CRITICISM OF KPI`S AND BENCHMARKING.
Development industry has created many KPI's and despite the cases about their helpfulness,
they got a decent measure of analysis from numerous scientists. The KPI's are structured
not to give knowledge into the methods for improving execution and in this manner have
constrained use for interior administration basic leadership. KPI's are 'slacking' measures,
they are utilized for survey purposes after consummation of the venture and don't give the
open door amid the task improvement and execution stages.
(Ahmada, 2015)
EARNED VALUE MANAGEMENT:
This is also one of the techniques of Project Monitoring and Project Control implemented
for measurement of project performance during the Project Life Cycle. In Earned Value
Management it recognizes the joint importance of the impact of time, cost, and
performance on any analysis of the proceeding process. In this methodology, the regular
update regarding the time-phased budget to determine schedule and cost variance by
regular measurement of project performance.
The various important parameters used in EVM are
1. Planned Value (PV) or budgeted cost of work scheduled
2. Earned value (EV) or budgeted cost of work performed
3. Actual Cost (AC) or actual cost for work performed.
Cost Variance (CV) is the difference between the earned value of work performed and the
actual cost.
Schedule Variance (SV) is the difference between the earned value of work performed and
the work scheduled. SV tells you the value of work performed less value of work scheduled.
Cost Performance Index (CPI) is a measure of Cost Efficiency. The CPI measures the value of
work performed against the actual cost.
Schedule Performance Index (SPI) is a measure of Schedule Efficiency. The SPI measures the
value of work performed against the work scheduled.
Anticipating future progress requires determining when the project will be completed and
what would be the cost involved.
Estimate at Completion (EAC)
The actual cost to date plus an objective estimate of costs for remaining authorized work.
The objective of preparing an EAC is to provide an accurate projection of cost at the
completion of the project.
Budget at Completion (BAC)
It is the sum of all budgets allocated to project scope. Project BAC must always equal Project
Total PV.
EVM application on cost control in development ventures isn't just a pivotal administration
task which is a key to the accomplishment of the business yet additionally its impact on
undertaking achievement relies upon the season of usage. It requires various forward-
thinking input information reliably all through the development stage. Allocating the correct
spending plans, figuring exact gauges and checking real expenses all through various task
stages are the three principal drivers of a successful control through PLC gazing from
beginning stage till fruition. EVM turned out to be of crucial significance because of
disturbing acceleration of development costs which should be particularly checked and
controlled. It does help to identify problems before they can reach their full potential.

Today, project success is no longer an unattainable goal as objectives are more easily
reached with the use of EVM to guide the project on a monthly basis. With good tools, solid
upfront planning, and effective implementation of these tools, project managers can be
better informed to make management decisions during the entire life cycle of their project.
Critical Path Method (CPM) is also widely accepted methods and are often used
simultaneously to evaluate project performance. CPM to evaluate the status of project
schedule and forecast the project's completion time.
The Purpose of Progress evaluation by the implementation of various techniques in the
duration of the project life cycle enables to accurately visualize the Progress of an ongoing
project. The shortcomings of the activities are sighted in a vision to avoid a delay of any
kind. These evaluation techniques also equip any project manager to take decisive actions
and changes in the operation of various project activities. The project life cycle progress
value also foresight the upcoming financial requirements and helps in effective budgeting of
the project.
Bibliography
Anon., n.d. In: Project Management (A Managerial Approach). s.l.:s.n.
Anon., n.d. In: Project Management Achieving Competitive Advantage. s.l.:s.n.
Pennypacker, J. S., no date. Measures of Project Management Performance and Value.
Centre for Business Practice PM Solutions.
Ahmada, S. B., 2015. A review of performance measurement for successful concurrent.
ScienceDirect, pp. 447-454.
Pinto, J. K., n.d. Project Management Achieving Competitive Advantage. s.l.:Pearson.

GENERIC CHALLENGES FACING TODAYS PROJECT
MANAGERS
Table of Contents
INTRODUCTION..............................................................................................................................................2
TYPES OF CHALLENGES...................................................................................................................................2
POORELY DEFINED GOAL................................................................................................................................... 2
RISK MANAGEMENT.......................................................................................................................................... 2
POOR COMMUNICATION.................................................................................................................................. 3
INTERNAL DISPUTE............................................................................................................................................ 3
SCOPE CREEP..................................................................................................................................................... 3
DISPERESED TEAM............................................................................................................................................. 3
LACK OF EXPERTISE............................................................................................................................................ 4
GEOGRAPHICALLY DISPERSED TEAM................................................................................................................. 4
OVER BUDGET ................................................................................................................................................... 5
CONCLUSION..................................................................................................................................................... 5
REFERENCES...................................................................................................................................................6
Author: Vibhin Rane (10511429)
Word count: 1969
INTRODUCTION
Just 2.5 percent of organisations achieve their goal effectively. Aren’t the number hassling
us. Yes, but it is true. Small project is not exactly running small city. Being in the small
business things need to be taken care budget, deadlines resources and future risk. Dealing
with such things can be wracking and it is not astonishing that if something slips out of mind
during the project activity. Many Problems occur in the project and we fail to learn a lesson
from this. Being a good project manager why some companies deliver a project before a
dead line. This is on the ground that being able to good design, managing resources and
mainly time constraint.
Generic issue is all characterised on the ground of discrete, security issue. Common
challenges among the project management is objective of the goals and over top time
limitation for the project.1
1
Nalewaik, Alexia A.; Witt, Jeffrey. AACE International Transactions. 2009, pOWN.S02.1-OWN.S02.10. 10p. ,
Database: Business Source Complete

TYPES OF CHALLENGES
POORELY DEFINED GOAL
There are various common challenges for the project manager and their team which they
are facing in todays scenario is what exactly client want and what is the output of the
project. If the project goal and objectives are not set or defined, then project bound to fail.
At the point nobody knows what why and whose project what will follow except chaos
confusion and perplexity. solution over this problem is it is preferred to call up meeting and
define the clear goals using the application tool like planning software.
Few projects need to be required extra skills and that is not available in some of the
groups.IT is up to the project manager that person or whole team need to be trained or hire
someone for this project. Other project manager facing problem is that I the groups is
absence of responsibility with respect to individual and blame dealing and accusing one
another, and these are the things can bring the whole task into the total stop. To overcome
with this problem is to give training to the employee over the critical skills of the project and
need to communicate with the problems on every day issue and call up the meeting on
every day for this reason.2
RISK MANAGEMENT
Major problem in project management faces issue with the project manager is risk
management. sometimes project won’t go streamlined with required set of time and goal.
But productive manager gather data, develop trust and see the where project going to fail.
Project managers need to developed control measures to keep them from occurring again.
There is additionally needed to create alternate plan to prove effective. The effective
solution for this problem is despite the fact that it is difficult to see that potential hazard
with in gathering information and project manager recognise which part of the programme
may get fail so that he can take out the action which they require and manage the thing
efficiently.
POOR COMMUNICATION
Poor communication is one problem major problem when it comes with managing people.
Effective project manager needs to know how to clearly define instruction so that other
member of the team must understand completely and take the effective action on that.
There additional need of the application software tool for the following purpose like
NUTCHACHE project management so that everyone would know where we are and where
we are lagging and ongoing improvement.
It is fundamental that project manager recognise to what expect from their team. And
individual must recognise what project manager expecting from the supervisor and
subordinate colleague. The group need to examine the adequacy of resources and this is
essential for the completion of the project. Partner need to be engaged in all the activity
required throughout the project. Due date must be sensible. Project manager need to be
more effective in their job and there need to go to the extensive training programme that
help them to solve challenges in the project management.3
2
Aarseth, Wenche; Rolstadės, Asbj½rn; Andersen, Bjorn. International Journal of Managing Projects in Business , 2014,
Vol. 7 Issue 1, p103-132, 30p. Publisher: Emerald Publishing., Database: Complementary Index
3
Fournet, B. (2011). PM unusual: the three key challenges facing project managers over the next five years. Paper
presented at PMI® Global Congress 2011—North America, Dallas, TX. Newtown Square, PA: Project Management Institute.

INTERNAL DISPUTE
The most effective problem in the project fails or most of the project member battle with
unexpected demand from the customer and most of the projects go beyond the deadlines
due to the initial dead line. As we live in the realistic world where is competition is getting
forceful and targets are set unrealistic rather than determining business requirement. From
that point team member to attempt to fit the prerequisites of the project in the officially
drawn limits. Project manager take care of the undertakings such as the deadlines and other
related issues with the arrangement and proper real time progress for the project
participants and key decision makers. Plan your occasions and deal with timetable and
monitor critical dates with stakeholder.
SCOPE CREEP
Every project manager dread with the one thing is the scope creep. The project begins with
specific date with no issue but the way it progresses it get diverted and it gives the other
result and shape to the project after the beginning. This often result in the extension of
project outside the desired result. This can put project manager and subordinate in the
troublesome position. New change can prompt to project failure. To avoid all this, it is
better to decide project goals like cost schedule quality, plan as per the client want. Make
reasonable assumption about resource availability and quality outcome. And there is no 100
percent solution creep arrangement. Gantt chart is also helpful for better task arranging and
remain over the project plans.4
DISPERESED TEAM
Major problem of the project manager is geographically dispersed team. projects are
collaborative in nature with the changing occasion and organisation developing each year
you may have the team to spread across the piece of globe. project groups may fuse in the
numerous direction colleagues are not just associated with the organisation, but it is also
stretching out to the customer, merchants and partner. These virtual team join their own
arrangements of difficulties diverse time zone and complex language barriers and
significantly more.
Now and again the project team working for one company and individual people are
working from the different areas of the globe.in the economy where everything is quickly
paced, and information must travel very quickly and executing a programme arrangement is
the need for the great importance.
LACK OF EXPERTISE
Organisation expansion at the little juggles with the various little activities plan ad
undertaking if project management not utilising the software the project manager ends up
doing the things that is not necessary. this may deal with the great time and long effort and
things can be deal with the better way.as indicated by the investigation two third of the
effective organisation are utilising project management software to deal with the
communication process and their projects. This program will help to design better and keep
undertaking data and assets under one rooftop5
4
Sahi, R. (2009). Managing projects across the global enterprise. Paper presented at PMI® Global Congress 2009—Asia
Pacific, Kuala Lumpur, Malaysia. Newtown Square, PA: Project Management Institute.
5
Abyad, Abdulrazak. Middle East Journal of Business. Oct2017, Vol. 12 Issue 4, p10-19. 10p. DOI:
10.5742/MEJB.2017.93085. , Database: Business Source Complete

GEOGRAPHICALLY DISPERSED TEAM
Each group comprises of the various individual each having alternate identity and
overseeing obligation their requirements can be difficult task again. with the significant
number of people individual working on the project there can be little differences in the
opinion and disputes in the opinion that will have negative impact on the working
environment and project as well. Issues among the project and ambiguities among the
project is regularly test for the project managers to deal with. They need to continually
change with search for the approaches to take everyone in the group together for the
improvement of the project.
The most ideal approach to carry away this issue to make appositive work place being a
good project manager can join group building activities to encourage sentiment or the
corporation among them.in case looking for special device like online discussion and the
chat. Project management is not that what it means it includes everything. And it is more
than that. It is the expertise who required investment tolerance and determination. It
expect difficulties and disappointments and execute exercise gained from them .when
project manager centre around them and discover approaches to manage them before
beginning of the task that is the point at which rudder venture the board effectively.
Project managers need to do their problem properly common problem occurs during the
project is planning and every phases of the project. Issues are hard to maintained from the
strategic distances from the however simple to comprehend. Regular issues in the task
executive, negligence on the arranging procedure, degree creep, surpass the financial plan
absence of communication shifting deadlines, lack of accountability and decentralised
information. if the project manager is good enough and planning done in good way. Better
planning means you have a good control over the project never start the project by
analysing the problem taking a look for the possible solution coming up best solution with
the problem planning all the activities and resources needed to them to solve it.risk always
could possibly affect the project and come up with alternative solution is some of these risk
appears. Long term projects required more detailed planning And on the other hand short
term required practical and agile approach.
OVER BUDGET
Characterised the assets requires in this manner for the project so if the planning is good no
project will exceed the budget. Reason for the exceeding the budget is to there was not
good planning not even good monitoring and control process over the execution stage.
Sydney opera house is an example of the overspending and completing 1375 percent over
spending plan and that is 10 years late in 2014 dollars the opera house cost $819M unique
spending plan $56 Sydney opera house is the trade mark for the establishing country o the
world wide structure. When the project is exceeding the budget need to find out what
happened a try to relocate the resources left the track keep on maintaining the same
expenses. Good practice when lining the project is to define a small budget for surprise this
means having a reserve in case of some contingencies.6
6
Nalewaik, Alexia A.; Witt, Jeffrey. AACE International Transactions. 2009, pOWN.S02.1-OWN.S02.10. 10p. ,
Database: Business Source Complete

CONCLUSION
To conclude that the issues that arise in bringing a project to a close have been examined
and the ways of evaluating a project have been discussed. The key components of a project
closure have been identified and discuss and their importance in ensuring that the aims and
objectives of a projects have been successfully attained and have been successfully
explored. Problems often need to resolve at the closure stage. Those managing the projects
need to be aware of potential problem area. The handover and delivery of the project or
project components is important stages. The required planning to ensure that the project
sponsor or other receiving the project outcomes are satisfied and able to move forward.
evaluation can take place at any time during the project and can have implication for its
continuation or successful completion. Most of the projects are concluded with wit an
evaluation and those managing the projects will usually invited to contribute this evaluation
may also take place some after time the conclusion of the project.
REFERENCES
• Nalewaik, Alexia A.; Witt, Jeffrey. AACE International Transactions. 2009, pOWN.S02.1-OWN.S02.10.
10p. , Database: Business Source Complete
• Aarseth, Wenche; Rolstadės, Asbj½rn; Andersen, Bjorn. International Journal of Managing Projects in
Business , 2014, Vol. 7 Issue 1, p103-132, 30p. Publisher: Emerald Publishing.,
Database: Complementary Index
• Fournet, B. (2011). PM unusual: the three key challenges facing project managers over the next five
years. Paper presented at PMI® Global Congress 2011—North America, Dallas, TX. Newtown Square,
PA: Project Management Institute.
• Sahi, R. (2009). Managing projects across the global enterprise. Paper presented at PMI® Global
Congress 2009—Asia Pacific, Kuala Lumpur, Malaysia. Newtown Square, PA: Project Management
Institute.
• Abyad, Abdulrazak. Middle East Journal of Business. Oct2017, Vol. 12 Issue 4, p10-19. 10p. DOI:
10.5742/MEJB.2017.93085. , Database: Business Source Complete
• Nalewaik, Alexia A.; Witt, Jeffrey. AACE International Transactions. 2009, pOWN.S02.1-OWN.S02.10.
10p. , Database: Business Source Complete

ETHICAL DILEMMAS IN CONTEMPORARY PROJECT
MANAGEMENT
Table of Contents
INTRODUCTION............................................................................................................................................26
TYPES OF ETHICAL DILEMMAS......................................................................................................................27
THE “CORRECT” PROJECT REPORTS ........................................................................................................................ 27
PROTECT THE INTERESTS OF “ALL” STAKEHOLDERS .................................................................................................... 27
REMAINING “OBJECTIVE” ..................................................................................................................................... 28
GET LEADERS TO “ACT” FOR THE PROJECT'S BENEFIT................................................................................................. 29
GET THE RIGHT LEVEL OF AUTHORITY...................................................................................................................... 29
ACCEPTING AND ASSIGNING RESPONSIBILITY............................................................................................................ 30
USE THE “RIGHT” PROCESS ................................................................................................................................... 31
HELP OTHER PROJECT MANAGERS ......................................................................................................................... 31
CONCLUSIONS..............................................................................................................................................32
REFERENCES.................................................................................................................................................32
Author Name: NIRAV VICHARE (10517867)
Word count: 2078
INTRODUCTION
Project Management, as a method for focusing and inspiring a group or
association to accomplish its goal, is a much examined yet frequently misjudged
idea. Dilemmas of Project Manager, as its title recommends, consist of
leadership challenges that are hard to determine. Its methodology helps in the
processes of managing troublesome practical and hypothetical issues.
This can be explained with a small example. There is a project manager named
Adam and he recently had a fight with Steve who is not capable and absolutely
not responsible and interactive with the ream members, but the boss tells Adam
that “You are in charge of the project, Adam, but make sure Steve is on board.”
Here it can be see that Adam is in the dilemma.
The approach includes the utilisation of an analogy of information portrayal as
a map. Map-reading, map-making, and map-testing are proposed as leadership

abilities empowering authority development and progressively powerful activity
potential outcomes in managing intricate and questionable circumstances.7
Ethical duties of a project manager centres around highly contrasting issues, for
example, conflict circumstance. An excelled project manager is likewise
compelled by a solemn obligation to do whatever is to the greatest advantage
of the undertaken project. Each time and again, we discover project managers
who are generally on the right side of the rules show at least one of the
accompanying indications:
- Not taking projects seriously, enabling them to drift, and abandoning all
duties to the sponsors and superior authorities.
- Let going their brief as doing just coordination and administrative work, not
by taking projects seriously.
- Readiness to accept impulses and likes of the most compelling or most vocal
stakeholders ensuring them to capture ventures.
- Hiding the truth of the project from the stakeholders.8
TYPES OF ETHICAL DILEMMAS
There are 8 types of ethical dilemmas in project management:
The “Correct” Project Reports
Below are some of the projects current situation and advancement
reports.
- Pessimistic: Being old fashioned in accepting progress.
- Optimistic: It is known that all project managers like to portray to be in
control and keep the energy high.
- Factual: Displaying raw data and let the pursuer review his or her thoughts.
It is enticing, yet an "escape system" since it is trusted that the project manager
is evading duty here.
The project manager’s professional duties should be as follows:
7
Shouche, S. (2008). Ethical project management. Paper presented at PMI® Global Congress 2008—Asia
Pacific, Sydney, New South Wales, Australia. Newtown Square, PA: Project Management Institute.
8
Helgadóttir, Hildur. International Journal of Project Management. Oct2008, Vol. 26 Issue 7, p743-748. 6p.
DOI: 10.1016/j.ijproman.2007.11.002. , Database: Business Source Complete

- Build up the principles and parameters of revealing and let everyone know
ahead of time. For example, a 10% schedule slippage implies project status
consequently winds up RED. This isn't only a "best practice" however an ethical
duty. By what other method would partners realise how to understand
reports?
- Endeavour to be as precise as possible in announcing figures. In the event that
approximations are utilised, it ought to be unmistakably expressed.
- Do not surrender to weights to supplies certainties or expressing deceptions
and misleading statements, regardless of whether it originates from your higher
authorities.
- Inside the confinement and materialist, dependably attempt to portray
possibility of issues and hazards and give relief plans. Things don't just pass by.9
Protect the Interests of “All” Stakeholders
Stakeholder requires the project manager to ace the craft of diplomacy. It is
exciting for project managers to choose least resistant path and gel with
stakeholders — be it clients, bosses, or the sponsors. However, in that instance
project manager is trained to fulfil stakeholder needs and manage fights, a
project manager needs to be constantly "proactive". The researcher trust a
project manager's professional duty ought to incorporate the accompanying:
- Build up and archive every stakeholder's enthusiasm for a project and set
trade-offs and limit conditions ahead of time if conceivable.
- Guarantee straightforwardness and genuineness in deciding the effect of key
choices on all stakeholders.
- Endeavour to utilise arrangement and compromise methods to achieve the
ideal choice including all stakeholders.10
Remaining “Objective”
For general project, project manager manages people whose employments are
naturally versatile. For instance, the coding team in a software development
project, whose activity is to develop error free code and the "test" team, whose
task is to identify bugs in the code. Project managers intentionally or unwittingly
become "one-sided" for one team over the other. To add in to the example, a
project manager who was once a software engineer in the past would will in
9
Rickards, T., 2012. Dilemmas of leadership. Routledge.
10

general support designers over analysers. This can possibly prompt awful
choices and cause inestimable damage to the project.
The duty of a project manager should possess:
- To be unbiased in meetings. When project manager is an employee it is
extremely hard to recapture one’s goals.
- It is critical to be objective as well as to likewise have all the earmarks of being
in this way, similarly as Caesar's better half should be unquestionably sound.
Sometimes being straightforward and spending time with one team, can lead to
being one-sided. So tools of being vital in the life of a project manager.11
Get Leaders to “Act” for the Project's Benefit
By "leaders" here it mean senior administration, bosses, or sponsors, or all of
them. Project managers need their help to be effective. Be that as it may, leaders
are frequently excessively occupied or basically not prepared to comprehend
what the task needs from them. Especially during emergency and key choice
focuses, project managers must produce leaders with the correct data and
inspiration for the benefits of the projects.
Project Managers must encourage leaders to take some actions such as:
- At the point when unrealistic requests are submitted to the project group by
the business or the client or stakeholders. Leader beholds the duty to guarantee
that the objectives of the project are "doable." Project managers generally
slaughter themselves and their teams pursuing objectives that are not real in
any case.
- At a stage when stakeholders declining to play, it is the leader's duty to get
equal coordination from everyone. Project managers should recruit different
intends to verify this cooperation, yet it isn't his duty alone.
- At the point when changes overrules the project objectives, project manager
is in charge of "overlooking" change, however needs guidance from leader to
shield it from worthless change.
- All projects based on someone to accommodate the vital foundation and help
defeat hurdles in the path. Project manager is in charge of dealing with the
conditions where there will be circumstances when someone one is relying on a
person who is unowned of the project which is at the highest point of one’s to-
11

do list. Project Managers are generally busy around aimless and left to battle for
themselves. One must urge and request for help.12
Get the Right Level of Authority
A project manager is dependable and liable for the achievement of the activities.
Be at the same time, duty without senior notices for super-human
characteristics from the project manager and is out of line. The duty of project
manager is to guarantee that the individual in question is enabled enough to do
all responsibilities. On the other hand that this isn't naturally presented to the
person in question, the individual must request it.
Project Manager should have the following empowerment:
- The power to demand an unmistakable contract and to look for clarifications
now and then.
- The power to decline any change without negotiation on either the cost,
scope, time, or quality variables.
- The superior to acquire the required assets for a project inside the endorsed
spending plan. This incorporates the power to choose the project team.
- Power to request to enquire about the project plans from every contributing
groups and to have the capacity to implement the plans.
- The power to request the measurements important to keep projects going
from the project group and managing directors.
- Permissions to senior administration of the project for any accelerations.13
Accepting and Assigning Responsibility
A project manager has undoubtedly acknowledge duty regarding a project's
prosperity or disappointment. It doesn't imply that the person in question
"alone" is dependable. To be responsible and to handle the capacity to consider
others responsible is a vital part of affecting project results and gaining from
them and it is the project manager's responsibility to appoint duty where
essential.
A project manager has the duty to search for the genuine sources and
endeavour to determine them. This needs free, forthcoming and genuine
correspondence and a project manager must advance that culture. The person
12
Loo, Robert. International Journal of Project Management. Oct2002, Vol. 20 Issue 7, p489. 7p. 1 Chart. DOI:
10.1016/S0263-7863(01)00056-4. , Database: Business Source Complete
13

must acknowledge duty just as set up to be ready without dread or support. For
instance, if higher authority or sponsors expected to accomplish something in
an unexpected way, they should be told so as obviously as could be expected
under the circumstances.
Project advancement or conclusion gatherings frequently beat around the bush
while never coming to the heart of the matter. No one needs to abort the project
on a harsh note, so the talks will be sweet and canvassed in an evocative. It is
disastrous, and loss of important intellectual chance.14
Use the “Right” Process
Generally run over project managers who state that what they realise it is fine
in principle, however never works in real. In addition to the fact that the
researcher believe it can work in practice, it is to be sure that project manager's
duty is to make it work.
For instance, risk management rehearses in a project are lacking, the project
manager must demand to get the best way out. If change management is not
strong, the person must highlight one’s insight to tolerate in acquainting this
with the group.
Change always comes with an opposition. "We have constantly done it along
these lines," "if it is not broken, don't fix it" are a few remarks that you will
experience. In any case, if you are focused on the accomplishment of your task
and you believe you can change the game, you should demonstrate the boldness
of conviction to achieve the change.15
Help Other Project Managers
Project management is an essential profession which leads to strengthening
associations, networks, and countries. Strengthening the business isn't only a
respectable aim in getting completed late, however a moral duty that a project
manager should emphatically relate to.
One project manager should help other project manager in the following way:
- Being a mentor of a fellow project manager can include:
- Going "off the beaten path" to enable them to gain the aptitudes and the
techniques that they need in their field.
14
John Carroll,. (2012) Effective project Management. 2nd ed. United Kingdom: In easy steps Limited.
15

- Disclosing to them the significance of accreditation, contemplating and
organising.
- Going about as an expert when they face issues and need suggestions.
- Take an interest in intentional exercises including rehearsing or sprouting
project managers.
- Creating good job environment and profession movement tracks for project
managers.
- Dealing with the approximation of project management in the manner they
can.16
CONCLUSIONS
A portion of the particular proposals expressed here might be easily proven
wrong. In any case, it is one’s conviction that they speak to ethical dilemmas as
much as they do the management exchange offs. A project manager is
consistent in his or her field must be fit for making the "right" decisions in these
circumstances, as opposed for the most "beneficial" or non-judgemental choice.
The perfect call must be directed by the relevant information procured by the
project manager.
REFERENCES
• Rickards, T., 2012. Dilemmas of leadership. Routledge.
• Shouche, S. (2008). Ethical project management. Paper presented at PMI® Global
Congress 2008—Asia Pacific, Sydney, New South Wales, Australia. Newtown Square,
• Loo, Robert. International Journal of Project Management. Oct2002, Vol. 20 Issue 7,
p489. 7p. 1 Chart. DOI: 10.1016/S0263-7863(01)00056-4. , Database: Business
Source Complete
• Helgadóttir, Hildur. International Journal of Project Management. Oct2008, Vol. 26
Issue 7, p743-748. 6p. DOI: 10.1016/j.ijproman.2007.11.002. , Database: Business
Source Complete
16

• John Carroll,. (2012) Effective project Management. 2nd ed. United kingdom: In easy
steps Limited.
INTRODUCTION
Project Management, as a method for focusing and inspiring a group or
association to accomplish its goal, is a much examined yet frequently misjudged
idea. Dilemmas of Project Manager, as its title recommends, consist of
leadership challenges that are hard to determine. Its methodology helps in the
processes of managing troublesome practical and hypothetical issues.
This can be explained with a small example. There is a project manager named
Adam and he recently had a fight with Steve who is not capable and absolutely
not responsible and interactive with the ream members, but the boss tells Adam
that “You are in charge of the project, Adam, but make sure Steve is on board.”
Here it can be see that Adam is in the dilemma.
The approach includes the utilisation of an analogy of information portrayal as
a map. Map-reading, map-making, and map-testing are proposed as leadership
abilities empowering authority development and progressively powerful activity
potential outcomes in managing intricate and questionable circumstances.17
Ethical duties of a project manager centres around highly contrasting issues, for
example, conflict circumstance. An excelled project manager is likewise
compelled by a solemn obligation to do whatever is to the greatest advantage
of the undertaken project. Each time and again, we discover project managers
who are generally on the right side of the rules show at least one of the
accompanying indications:
- Not taking projects seriously, enabling them to drift, and abandoning all
duties to the sponsors and superior authorities.
- Let going their brief as doing just coordination and administrative work, not
by taking projects seriously.
17

- Readiness to accept impulses and likes of the most compelling or most vocal
stakeholders ensuring them to capture ventures.
- Hiding the truth of the project from the stakeholders.18
TYPES OF ETHICAL DILEMMAS
There are 8 types of ethical dilemmas in project management:
The “Correct” Project Reports
Below are some of the projects current situation and advancement
reports.
- Pessimistic: Being old fashioned in accepting progress.
- Optimistic: It is known that all project managers like to portray to be in
control and keep the energy high.
- Factual: Displaying raw data and let the pursuer review his or her thoughts.
It is enticing, yet an "escape system" since it is trusted that the project manager
is evading duty here.
The project manager’s professional duties should be as follows:
- Build up the principles and parameters of revealing and let everyone know
ahead of time. For example, a 10% schedule slippage implies project status
consequently winds up RED. This isn't only a "best practice" however an ethical
duty. By what other method would partners realise how to understand
reports?
- Endeavour to be as precise as possible in announcing figures. In the event that
approximations are utilised, it ought to be unmistakably expressed.
- Do not surrender to weights to supplies certainties or expressing deceptions
and misleading statements, regardless of whether it originates from your higher
authorities.
- Inside the confinement and materialist, dependably attempt to portray
possibility of issues and hazards and give relief plans. Things don't just pass by.19
Protect the Interests of “All” Stakeholders
18
19

Stakeholder requires the project manager to ace the craft of diplomacy. It is
exciting for project managers to choose least resistant path and gel with
stakeholders — be it clients, bosses, or the sponsors. However, in that instance
project manager is trained to fulfil stakeholder needs and manage fights, a
project manager needs to be constantly "proactive". The researcher trust a
project manager's professional duty ought to incorporate the accompanying:
- Build up and archive every stakeholder's enthusiasm for a project and set
trade-offs and limit conditions ahead of time if conceivable.
- Guarantee straightforwardness and genuineness in deciding the effect of key
choices on all stakeholders.
- Endeavour to utilise arrangement and compromise methods to achieve the
ideal choice including all stakeholders.20
Remaining “Objective”
For general project, project manager manages people whose employments are
naturally versatile. For instance, the coding team in a software development
project, whose activity is to develop error free code and the "test" team, whose
task is to identify bugs in the code. Project managers intentionally or unwittingly
become "one-sided" for one team over the other. To add in to the example, a
project manager who was once a software engineer in the past would will in
general support designers over analysers. This can possibly prompt awful
choices and cause inestimable damage to the project.
The duty of a project manager should possess:
- To be unbiased in meetings. When project manager is an employee it is
extremely hard to recapture one’s goals.
- It is critical to be objective as well as to likewise have all the earmarks of being
in this way, similarly as Caesar's better half should be unquestionably sound.
Sometimes being straightforward and spending time with one team, can lead to
being one-sided. So tools of being vital in the life of a project manager.21
20
21

Get Leaders to “Act” for the Project's Benefit
By "leaders" here it mean senior administration, bosses, or sponsors, or all of
them. Project managers need their help to be effective. Be that as it may, leaders
are frequently excessively occupied or basically not prepared to comprehend
what the task needs from them. Especially during emergency and key choice
focuses, project managers must produce leaders with the correct data and
inspiration for the benefits of the projects.
Project Managers must encourage leaders to take some actions such as:
- At the point when unrealistic requests are submitted to the project group by
the business or the client or stakeholders. Leader beholds the duty to guarantee
that the objectives of the project are "doable." Project managers generally
slaughter themselves and their teams pursuing objectives that are not real in
any case.
- At a stage when stakeholders declining to play, it is the leader's duty to get
equal coordination from everyone. Project managers should recruit different
intends to verify this cooperation, yet it isn't his duty alone.
- At the point when changes overrules the project objectives, project manager
is in charge of "overlooking" change, however needs guidance from leader to
shield it from worthless change.
- All projects based on someone to accommodate the vital foundation and help
defeat hurdles in the path. Project manager is in charge of dealing with the
conditions where there will be circumstances when someone one is relying on a
person who is unowned of the project which is at the highest point of one’s to-
do list. Project Managers are generally busy around aimless and left to battle for
themselves. One must urge and request for help.22
Get the Right Level of Authority
A project manager is dependable and liable for the achievement of the activities.
Be at the same time, duty without senior notices for super-human
22
Loo, Robert. International Journal of Project Management. Oct2002, Vol. 20 Issue 7, p489. 7p. 1 Chart. DOI:
10.1016/S0263-7863(01)00056-4. , Database: Business Source Complete

characteristics from the project manager and is out of line. The duty of project
manager is to guarantee that the individual in question is enabled enough to do
all responsibilities. On the other hand that this isn't naturally presented to the
person in question, the individual must request it.
Project Manager should have the following empowerment:
- The power to demand an unmistakable contract and to look for clarifications
now and then.
- The power to decline any change without negotiation on either the cost,
scope, time, or quality variables.
- The superior to acquire the required assets for a project inside the endorsed
spending plan. This incorporates the power to choose the project team.
- Power to request to enquire about the project plans from every contributing
groups and to have the capacity to implement the plans.
- The power to request the measurements important to keep projects going
from the project group and managing directors.
- Permissions to senior administration of the project for any accelerations.23
Accepting and Assigning Responsibility
A project manager has undoubtedly acknowledge duty regarding a project's
prosperity or disappointment. It doesn't imply that the person in question
"alone" is dependable. To be responsible and to handle the capacity to consider
others responsible is a vital part of affecting project results and gaining from
them and it is the project manager's responsibility to appoint duty where
essential.
A project manager has the duty to search for the genuine sources and
endeavour to determine them. This needs free, forthcoming and genuine
correspondence and a project manager must advance that culture. The person
must acknowledge duty just as set up to be ready without dread or support. For
instance, if higher authority or sponsors expected to accomplish something in
an unexpected way, they should be told so as obviously as could be expected
under the circumstances.
Project advancement or conclusion gatherings frequently beat around the bush
while never coming to the heart of the matter. No one needs to abort the project
on a harsh note, so the talks will be sweet and canvassed in an evocative. It is
disastrous, and loss of important intellectual chance.24
23
24
John Carroll,. (2012) Effective project Management. 2nd ed. United Kingdom: In easy steps Limited.

Use the “Right” Process
Generally run over project managers who state that what they realise it is fine
in principle, however never works in real. In addition to the fact that the
researcher believe it can work in practice, it is to be sure that project manager's
duty is to make it work.
For instance, risk management rehearses in a project are lacking, the project
manager must demand to get the best way out. If change management is not
strong, the person must highlight one’s insight to tolerate in acquainting this
with the group.
Change always comes with an opposition. "We have constantly done it along
these lines," "if it is not broken, don't fix it" are a few remarks that you will
experience. In any case, if you are focused on the accomplishment of your task
and you believe you can change the game, you should demonstrate the boldness
of conviction to achieve the change.25
Help Other Project Managers
Project management is an essential profession which leads to strengthening
associations, networks, and countries. Strengthening the business isn't only a
respectable aim in getting completed late, however a moral duty that a project
manager should emphatically relate to.
One project manager should help other project manager in the following way:
- Being a mentor of a fellow project manager can include:
- Going "off the beaten path" to enable them to gain the aptitudes and
the techniques that they need in their field.
- Disclosing to them the significance of accreditation, contemplating and
organising.
- Going about as an expert when they face issues and need suggestions.
- Take an interest in intentional exercises including rehearsing or sprouting
project managers.
- Creating good job environment and profession movement tracks for project
managers.
25

- Dealing with the approximation of project management in the manner they
can.26
CONCLUSIONS
A portion of the particular proposals expressed here might be easily proven
wrong. In any case, it is one’s conviction that they speak to ethical dilemmas as
much as they do the management exchange offs. A project manager is
consistent in his or her field must be fit for making the "right" decisions in these
circumstances, as opposed for the most "beneficial" or non-judgemental choice.
The perfect call must be directed by the relevant information procured by the
project manager.
REFERENCES
• Rickards, T., 2012. Dilemmas of leadership. Routledge.
• Shouche, S. (2008). Ethical project management. Paper presented at PMI® Global
Congress 2008—Asia Pacific, Sydney, New South Wales, Australia. Newtown Square,
• Loo, Robert. International Journal of Project Management. Oct2002, Vol. 20 Issue 7,
p489. 7p. 1 Chart. DOI: 10.1016/S0263-7863(01)00056-4. , Database: Business
Source Complete
• Helgadóttir, Hildur. International Journal of Project Management. Oct2008, Vol. 26
Issue 7, p743-748. 6p. DOI: 10.1016/j.ijproman.2007.11.002. , Database: Business
Source Complete
26

• John Carroll,. (2012) Effective project Management. 2nd ed. United kingdom: In easy
steps Limited.

Project Management Tools & Techniques Assignment 3

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to Project Management Tools & Techniques Assignment 3

Similar to Project Management Tools & Techniques Assignment 3 (20)

More from Chetan Pandharinath Padme

More from Chetan Pandharinath Padme (13)

Recently uploaded

Recently uploaded (17)

Project Management Tools & Techniques Assignment 3