MGT647- Unit 2 - Individual Project.Final

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Unit 2 - Individual Project Student Name Institutional Affiliation MGT647: Project Planning, Execution, and Closure Instructor Date Submitted

1 Strengths Attributable To The Project Management Life Cycle (PMLC) Theory The project management life cycle (PMLC) theory provides a comprehensive and systematic approach to managing and handling projects. One of the most notable general strengths attributable to the PMLC model is that it provides a standard methodology for overseeing projects from initiation to closure. Precisely, this approach breaks down projects into manageable phases (e.g., initiation, planning, execution, monitoring and evaluation, and closure (Usmani, 2022)), allowing project managers to gain clarity, direction, and better control and coordination throughout the project's life cycle. Kerzner (2017) acknowledges that following a defined cycle also gives project managers a clear understanding of the project's objectives, deliverables, and milestones. This is important in setting tangible targets for each specific phase. Another notable strength of the PMLC theory is that it allows project managers to identify and mitigate risks throughout the life cycle. This is mainly because each phase involves assessing risks and managing key activities ( Kerzner, 2017). It is imperative to note that risk identification allows project managers to initiate proactive measures to minimize project disruptions, ensure smooth execution, and enhance overall success. Communication is also an attributable strength of the PMLC theory. Research based on empirical evidence shows that productive or effective communication in project management helps prevent confusion and conflicts by promoting transparency ( Zulch, 2014). This model encourages regular communication amongst the participants, parties, or stakeholders in a project to ensure everyone is aligned with the project's goals and objectives. For instance, when team members working on the same project have differing opinions and objectives or are in dispute, the project manager must communicate effectively as well as devise approaches to resolve conflicts, build trust, and foster collaboration.

2 Influences such as evolving requirements, unprecedented circumstances, or feedback from participants, parties, or stakeholders may influence changes in a project. However, one of the general strengths attributable to the PMLC model is that it incorporates change management practices to accommodate potential changes more effectively. Wysocki (2011) argues that by incorporating change control processes and formal change request mechanisms, the PMLC theory ensures that modifications are properly evaluated, approved, and implemented, minimizing the impact on project scope, schedule, and resources. Another general strength attributable to the PMLC theory is its capacity to foster engagement and satisfaction for stakeholders. Kerzner (2017) explains that the PMLC theory emphasizes stakeholder recognition, evaluation, and engagement strategies at different project phases. This proactive approach ensures that stakeholders' expectations, concerns, and requirements are taken into consideration, thus fostering stakeholder satisfaction and increasing the likelihood of project success. The PMLC theory can also foster a culture of continuous improvement throughout the project lifecycle, which is a noteworthy strength. More specifically, this theory encourages project managers to reflect on lessons learned from previous phases and apply them to subsequent ones. Finally, the PMLC theory facilitates organizational learning, promotes best practices, and enhances project outcomes over time by incorporating feedback loops, post-implementation reviews, and knowledge transfer activities ( Wysocki, 2011) . A Critique Of Other Project Manager's Strategic Plans I chose to critique and defend the logic underlying Susan's strategic plan to resolve a conflict between two department heads. Susan's approach was largely informed by the PMLC theory, especially considering her strategic plan included key phases of PMLC: inception, planning, execution, and evaluation. During the initiation period, Susan showed her ability to

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3 analyze complex situations and find effective solutions. Precisely, she identified some of the possible causes of the conflict (e.g., clash of personalities, resource scarcity, and differences in interpreting the company's mission and vision) as well as Susan acknowledged that she needed to set up a meeting to gain some insights as to which of these factors were the main causes. Susan's meticulous approach and attention to detail were evident in the planning phase. She carefully crafted questions that she used during the meeting to gather information and foster relationship- building between the two leaders. Susan encouraged open and honest dialogue by asking thought-provoking questions about project success, warning signs, risks, and the company's strengths, paving the way for constructive discussion and effective planning. She also ensured the meeting venue was neutral, creating an environment where both leaders felt equally respected and heard. Susan successfully steered the conversation away from opinions and towards facts, enabling a productive negotiation by adopting the role of a mediator as well as asking/clarifying questions. Susan's ability to engage the leaders and facilitate collaboration showcased her excellent communication and conflict-resolution abilities. Lastly, during the evaluation phase, Susan focused more on key aspects that would show the successful accomplishment of the project's goals. These included getting the two departmental leaders to understand each team's unique contributions to the organization's success, agree on team collaboration, and develop a solid plan to ensure the success of these goals. Finally, Susan displayed her commitment to assessing the project's outcome by defining measurable success criteria that involved creating a team charter and tracking member attendance at joint committee meetings. I also critiqued and defended the logic underlying Katia's strategic plan. As a project manager, Katia did a fantastic job with the whole PMLC, from inception to planning, execution, and finally, evaluation. Her strategic plan, like Susan's, was detailed and well executed.

4 However, from a cursory glance, it appears Katia put a lot of emphasis on defining her project's parameters and goals. During the inception phase, Katia emphasized the need to keep open lines of contact and communication to avoid running into constraints or challenges that could derail the project's success. I believe this gave her the leverage to organize her thoughts in order to devise a way to get everyone hands-on with the project. Katia understood that establishing a cooperative atmosphere was a sure/failsafe pathway to improving the project's outcomes and the achievement of desired goals. One major point of difference between Katia's project, Susan's, and my approach was that Katia considered follow-up and continued support as part of the assessment of her project's success. Kerzner (2017) acknowledges that project management encourages continuous improvement or integrating lessons from previous projects as well as harnessing feedback to improve the project's efficiency. I deduced from Katia's strategic plan that project management is a dynamic process that necessitates adaptability, adjusting plans, and making continuous improvements throughout the project's life cycle. In the final stage, Katia recommended steps for assessing the project's assess outcomes. Lessons Learned My classmate's project management plans were a great source of learning for me. Firstly, when working with teams, conflicts are inevitable. While it is okay for people to have differing opinions or outlooks, unhealthy conflicts can be detrimental to the success of the organization. Project managers must identify the underlying issue and devise ways to resolve it before it escalates. My classmates, Susan and Katia, derived significant value from the PMLC theory, particularly in their strategic plan inception, planning, execution, and evaluation. One of the major takeaways from this analysis is that as a project manager, the success of a project depends on meticulous planning. Every last detail is important. Susan's meticulous planning and

5 preparation were evident in her well-crafted meeting questions and the thoughtfully chosen meeting venue. On the other hand, Katia's meticulous planning was evident Katia in the way she extensively defined her project's parameters and goals. When planning, the project manager must identify key goals and objectives, anticipate potential challenges, and creates a supportive environment for effective communication. Productive and effective communication is essential for ensuring everyone feels valued and heard. Effective communication has also been found to foster trust amongst team members, which is great for addressing key concerns and expectations that the project manager can capitalize on to increase the project's success. Critiquing my classmate's strategic plans also helped me appreciate the significance and need for regularly monitoring and assessing the projects' development to ensure it stays on track and produces the desired results. This includes comparing the actual progress in the goal's achievement for each milestone against the planned time schedule. This is important for tracking progress, identifying possible deviations, and devising continuous improvements to ensure the projects align with the planned timelines and goals. Finally, as a project manager, incorporating these lessons in future projects can significantly enhance their effectiveness as well as increase the likelihood of their success.

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6 References Kerzner, H. (2017). Project management: a systems approach to planning, scheduling, and controlling . John Wiley & Sons. Usmani, F. (2022, July 1). Project Life Cycle: Definition, Stages, Types & Example [Educational]. PM Study Circle. https://pmstudycircle.com/project-life-cycle/ Wysocki, R. K. (2011). Executive's guide to project management: organizational processes and practices for supporting complex projects . John Wiley & Sons. Zulch, B. G. (2014). Communication: The foundation of project management. Procedia Technology , 16 , 1000-1009. https://doi.org/10.1016/j.protcy.2014.10.054

MGT647- Unit 2 - Individual Project.Final

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