Name: Chime Chinedu

Student ID H00025860
Week 1: People management for effective management of projects
Assignment Name: Discussion Question

Introduction
To guarantee success, project managers are required to use available resources to deliver projects on
time, within scope, and budget. To further illustrate this, Wong (2007, pp.13) explains that project
managers are to meet both projects and peoples expectations. Meeting project expectations means
executing it within the three constraints (time, specifications and budget); while meeting peoples
expectations means satisfying team members intellectual and emotional needs, making them feel
engaged and valued, put in their very best, and feeling fulfilled as they progress successfully till
project closure.
Questions to ask to understand human factors
Asking the right questions requires us understand the reason the team have assembled for the project
(content), how we plan to meet our goals (process), and the right way or attitude (including steps in
which we can achieve this) each team member is to interact with one another to achieve success
(behaviour); Wong (2007, pp.27).
Questions are:
a) What qualifications and other skills does the team have; to what benefits would these skills
have on the project and what motivates them to put in their best?
b) What are their nationalities, cultural and religious backgrounds, behaviour and temperaments,
and how they could react under normal conditions and under stress.
c) Have they worked together on earlier project(s)? Were there previous conflicts which may
prevent future collaboration; if and how the conflict was settled?
d) Is the working environment here in America the same as the U.K? Are there changes to be
made to improve work efficiency and effectiveness; e.g. appraisals or incentives?
e) Who are those who would affect or be affected by the project within and outside the
organisation (management, team and clients), and their influence on the project.
Preparation for fact-to-face meeting
I assume I understand where the project fits in the general scheme of the parent organisation, and its
priority against other projects being embarked by the organisation, Meredith (2009, pp.107). I also
assume to understand the organisational structure/culture in the American branch, and have
documented all relevant information on the backgrounds of each team member.
First is to identify projects goals and list all tasks to be executed. Secondly, I would fix a meeting
date, and send the meeting agenda (which would include important project data and information) to
those who would be in attendance; in order for them to come prepared with full knowledge on what
would be discussed, tasks they would be involved in, and with questions where they need
clarifications. This would be done through the preferred communication channel used by organisation.

A conflict management plan would be in place to manage any conflicts or mistrust within the team
members prior, during, or as a result of the meeting.
Those to be invited
The first meeting would involve every team member. I would formally introduce myself, my
qualifications, experiences and achievements; and address them on all that would be expected from
them (including attitude towards their work and one another) during the project.
After getting feedback during the meeting, where I get inputs and ideas from members on other
possible ways to execute tasks (which are noted), I would then fix a one on one meeting individually.
I would start with meeting department heads and other senior team members, down to the least
experienced or qualified staff. This process would make them feel more comfortable to ask questions
or pour out grievances without creating further friction within the team. For example, those who are
the least experienced might not be confident enough to bring up ideas when surrounded by senior
team members for fear of being laughed at or sounding stupid. I would encourage them to also bring
their ideas; it helps those who might have felt disengaged or not valued in the team feel vital to the
project and boosts their morale; Frehsee (2014).
The meeting also identifies those who need more training or has been in the wrong department or
have been given wrong tasks; reshuffling roles and reassigning them to areas where their potentials
would be harnessed.
Conclusion
Even if well planned, lack of proper communication could lead to project failure. Mechanisms should
be put in place to facilitate effective communication within the project team and clients, which not
only motivates the team, clarifies task demands and project progress, but reduces misunderstandings
and conflicts; Meredith (2009, pp.108).
An example could be an online database, where team members log on for projects news, and input
ideas on any problems being faced; thus harnessing a collaborative culture within the team, Frehsee
(2014).
References:
Frehsee, N 2014, 'A Solution to Every Problem', PM Network, 28, 4, pp. 36-43, Business Source
Complete, EBSCOhost, viewed 15 October 2014.
Meredith, J.R. & Mantel, Jr., S.J. (2009) Project Management: A Managerial Approach. 7th
ed. Hoboken, New Jersey: John Wiley & Sons.
Wong, B.T.Z. (2007) Human factors in project management: concepts, tools, and techniques for
inspiring teamwork and motivation. San Francisco: Jossey-Bass