Page 195 - DMGT302_FUNDAMENTALS_OF_PROJECT_MANAGEMENT

Fundamentals of Project Management

Notes 12.3 Current Situation

In spite of advances made in project management over nearly 5000 years, there are still an
inordinate number of project failures, i.e., failing to meet the original project objectives. While
some progress has been made in increasing success rates of projects, a significant number still
fall short of meeting the objectives. Why is there such a waste of resources through failed
projects?
The one component that seems to be weak is the human side of managing people in project
teams. Individuals are rewarded for individual achievement throughout their lives, but are
expected to perform in a project team with the team’s best interest in mind. Voting is often used
to determine a course of action rather than using consensus. Team building is not high on the
priority of the project manager as long as the project appears to be meeting the objectives. Team
cohesiveness is often lacking and individuals often function like a single entity in a crowd. It
was recognized in the early 20th century that managers were not tapping the collective physical
and mental energies of the team members in a unified approach. In 1924, Mary Parker Follett
(1868-1933) published Creative Experience that addresses “creative interaction of people through
an ongoing process of circular response.” Her ideas are recognized as “cutting edge” in
organizational theory. These ideas include seeking win-win solutions, strength in human
diversity, situational leadership, and a focus on process.
Today, little has been accomplished to fully harness the full potential of the project staff through
team building and team motivation. Some examples of actions that destroy team unity and
disrupt project efforts have been noted over the years of contact in projects. These examples raise
awareness on what should not occur.

Project Manager: “We have a team when everyone agrees with what I say.”
Project Manager: “I am empowering everyone to do whatever is necessary between
milestones – Just don’t miss a milestone.”

Project Manager: “Don’t lie to the customer – that’s my job.”
Project Manager: “Everyone get ready, we’ll have some fun at the new guy’s expense.”
Project Manager: “You’re not a team player (to new team member).”

Project Manager: “ I need six resources on this job. (Refers to people in an impersonal way
as though the people were objects.)”
Team Member: “I need to check that with the project leadership, I mean leadership.
(Freudian, perhaps)”
Team Member: “Who is God’s boss or who does God report to? I want to know how to
properly address my boss (project manager).”

There are numerous examples that reflect the negative side of leadership and failure of leadership
to effectively motivate the project team. Some evoke a smile or chuckle, but these failures
cannot have a positive effect on team unity or team productivity.
Positive leadership and team building is needed in each example to obtain the best from the
team individually and collectively.

!
Caution The one component that seems to be weak is the human side of managing people
in project teams. Individuals are rewarded for individual achievement throughout their
lives.

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