Rachael Jacobson

OGL 240
Final Paper

Project Management is the successful (or sometimes not so successful),

coordination of multi-faceted, countlessly layered, overlapping tasks that all fit
together-- puzzle-like, into a unique product, service or result [that is either
tangible or intangible] (D. Bates, Module One PowerPoint). The final result can
include new products or procedures that can effect change, develop new
systems, conduct research or construct physical infrastructures. There is such a
wide range of projects and each project requires a Project Manager with skills
unique to the needs of that project.
First and foremost, in order to have a successful project, there must be a
commitment within a structured culture for any concept of a project to grow and
be defined. A project sponsor must assign the right project lead for the job as
well. Without the appropriate team working together to define clear tangible or
non-tangible outcomes, the success of a project cannot be decided. Careful
consideration must be taken when selecting the lead for your projects. Current
focus on the individuals ability to lead is mainly dependent on their skill level,
education level, past experience, ability to think critically, ability to communicate
well, or an individuals work ethic. The list goes on and on-- and rightfully so!
However, in order to effectively manage projects, I believe unequivocally, that the
Project Manager must have BALANCE. Now before you start taking a Yoga
class to strengthen your core, (which I highly recommend anyway), let me

explain what I mean by balance. The principles and practices of effectively

managing projects are not all inclusive but there is a need for a generous
balance of each characteristic.
Throughout this course, I have learned that there are several principles
and practices of effectively managing projects. First, the project must clearly
identify a need or concept along with any stakeholders who might be involved. A
project sponsor needs to identify a qualified and experienced project manager to
lead a team of qualified individuals who can be dedicated to the project and see it
to the end. The project must contain influencing factors and have an integrated
plan that outlines all actions required in order to be successful. Not all projects
will be successful, but we do most of our learning when we fail, so sometimes it
really is O.K. to fail. The project must be self defining in a few words or
sentences and it cannot be just an ongoing activity. It must have a purpose that
aligns with business needs and goals. (Ongoing activities are usually classified
as Operational projects or Operations Management). A charter should be in
place with stakeholders, project sponsor and project lead signing off on the
agreements so that there is clear understanding of required time, cost and scope
allocations. Project managers need to establish a single channel of
communication that exists between the project sponsor and the project manager
for all decisions affecting the product of the project. This way, projects stay on
task, on time and within scope. Each decision that affects the end goal should
have the project sponsor and stakeholders sign off once again to ensure
understanding. A well-founded management must provide a supportive cultural

environment to enable the project team to function at it's best. My favorite

principle however, is of time management. I don't like to wait until the last minute
to complete tasks so by implementing a Work Breakdown Structure, also called
WBS, tasks are assigned, and work tasks are made into "smaller packages" so
they are more manageable. I love the analogy of "How to eat an Elephant" ... one
bite at a time. The same is with projects. You take it one step at a time, plan
accordingly, assign tasks properly and soon you'll have that elephant gone.
When you plan the details of your project, it's tedious, but worth it.
Just when I think I've covered all the principles of project management, I
find another one I just can't live without. So the next practice of effectively
managing projects that I am fond of is creating accountability. Accountability
holds those responsible for tasks within the project accountable. Seems pretty
straight forward, but it can be more difficult that it seems. Lastly, I believe that a
Risk Management Plan must be in place and available for guidance in the
unfortunate situation where something doesn't end up going as planned. I've
used this analogy a couple of different times now, but it's because I really believe
that the Risk Management plan helps the team lead to run the project with
confidence, that if something doesn't go as planned when monitoring and
controlling the project they have this "back-up plan" to refer to. It's Plan B so-tospeak. Take one of our recent case studies for example. The Altex Corporation
had a project sponsor for the Army contract who was not interested in using a
risk management plan because he was afraid the contract would be cancelled. I
believe that risk management assessments are best practices to have in place so

that business can be run from an anticipative state rather than a crisis or reactive
state.
Project risk is an uncertain event or condition that, if it occurs, has a
positive or negative effect on one or more project objectives such as scope,
schedule, cost and quality (PMBOK, 310). The Altex Corporation was afraid of
the truth or openness of a risk management plan. They were awarded an Army
contract and they knew that they fell short in some areas of their proposal;
however, they chalked it up to over-optimism when really they knew they couldnt
deliver what they proposed. The Project Manager wanted to build a risk
management plan into his/her project plan, but by doing so, the project sponsor
saw the risk management plan as a threat more than unnecessary and said no.
The project manager wanted to safeguard the overall project plan by building in
specific actions to certain processes that might have outcomes that pose risks. In
doing so, the organization would be able to anticipate bumps in the road instead
of working in a state of crisis when things didnt go as planned. Its not even so
much about hiding risk; its about being prepared to handle the risk at stake.
When you anticipate what can go wrong in a project, youre better equipped to
handle the crisis if/when it emerges.
Three takeaways from the Altec Corporation Case are-- a good
organization would recognize the need for and importance of risk management
plans and would encourage their project managers to utilize them, not
discourage them. Good business expects things to go wrong and prepares for it
with a risk management plan, and a risk management plan is not waving the

white flag of surrender; its stocking the bomb shelter with food and water. A risk
management plan brings teams closer together and creates an atmosphere of
trust within them. Get the right people on the bus and in the right seats.
I have grown exponentially through this course. It was truly amazing to
learn from you and your experiences. I didn't always know I wanted to be a
project manager. Only since I started working at my current job in Healthcare did
I find a passion (and hidden talent) for project management. I'm so naive though
because I thought I could just go out and manage things.... well, it's not so easy.
There are multiple levels to project management that I hadn't even considered.
Project sponsors choose to assign and go about their projects in their own
unique ways. There are no two alike, similar maybe, but will never be alike. As a
project manager, I've learned that I will need to be a chameleon, be able to adjust
and adapt to different styles, but as a PM I will get to bring my own style as well.
And hopefully, I will be selected for projects because of my own unique style.
I have been told so many times that I have a creative knack for managing
projects. I can plan parties, I can create professional posters for managerial off
sites, I can plan and execute a community 5k 1k fun run and on and on! But
project management is an ever changing field, not even like the way technology
changes... but it changes from project to project. There are many ways to
accomplish tasks and as the team lead we must find the best way to accomplish
those tasks.
Learning does not end here, it doesn't end when we graduate and receive
our degrees either. Someone wrote in her post that she had been in project

management for over 15 years and this course was the first she had ever heard
of the pre-mortem term.... and she was excited about it! Learning is exciting. It's
how we grow. When we cease to learn, we cease to grow and we cease to lead
effectively.

**Thank you for the opportunity to take this class. Your powerpoints are so
detailed and effective! The book selections were appropriate and helpful and I'm
looking forward to taking your class in the Spring. Merry Christmas to you and
yours! Enjoy your season of JOY!