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Poor Project Management And Lack Of Inspiration Management Essay

Leadership is a significant factor in the complete project process. An excellent management will lead to task success. A poor project leadership will cause failing in the task. Project leader who is in charge to the project is someone that sets direction and affects people to follow that direction. Many project market leaders were selected for their education background alternatively than their experience. The effect is, the task innovator will lead the project that surpasses their capabilities. Poor project command also the result of project leader that does not see the opportunity and will not listening to folks.

One secret to successful job implementation is the project leader's ability to obtain the diverse qualifications, education and encounters of project associates doing at maximal efficiency. Consequently, the task innovator must be both a innovator and a motivator.

Poor project leadership was a respected factor of the business failure. A lead's behaviours such as abnormal ego often lead to a poor project leadership. The lack of leadership skill will bring about people get demotivated and finally reduce their work performance. And because, a task leader does not have a clear eye-sight of the marketplace craze such as soaring of essential oil prices and credit crunch, the project will definitely cost more and you will be delayed.

Lack of Motivation

According to William R. King (1998) page 756, mentioned that motivation is important to the project manager from two perspectives. First, the average person must be motivated to be always a project administrator. If one doesn't have sufficient intrinsic motivation to consider the types of managerial steps required, then one is not likely to success at the job management job. Second, the task manager must have the ability to motivate others. Because of this it is crucial that the task manager produce an adequate understanding of motivation and approaches for motivating others.

Lack of drive is one of the task failure factors. It will be crucial, when a project head is demotivated since it can directly affect the task team and present impact to organisational performance.

Lack of inspiration could possibly be the result of many factors such as company plans, work condition and salary. Insufficient motivation equates to less work being achieved by the worker. The efficiency of the worker will copy to something that does not relate with project's work. Things such as internet surfing, personal chat and taking longer lunches cost the organisation time and money.

Low employee drive may be the result of lowered success of the company, abrupt changes in firm and economical downturn. No matter what the cause, while working in unpleasant work environment as a consequence to lack worker motivation will give a direct effect to the existing and clients and lovers. A reputation can be tainted and dictate its future on the market.

Employees are like lifeline to the company. If they are highly encouraged, they will do whatever is essential to attain the targets and keep maintaining the company stableness. An company whose employees have low drive is completely prone to difficulties because its staff are not heading extra mile to maintain the company's stableness.

The space shuttle Columbia disaster

One of the most notable project failures cause by poor authority is 'Columbia catastrophe'. Columbia was one of the area shuttle owned by NASA. Amy Donahue (2004) stated that on January 16, the Columbia with her team of seven was lunched to start a medical research quest. Sixteen times later, Columbia and her team were lost during re-entered the earth's atmosphere with undiscovered harm to her remaining wing. Columbia split up over the western United states at 200 000 legs and 12 000 miles each hour.

Columbia's disintegration was both a tragedy and a tragedy. A tragedy because the lives of seven heroic astronauts and their life's work of many designers were lost that day. And a tragedy because more than 87 000 pounds of dust from the shuttle was strewn over 2000 rectangular mls of east Tx and traditional western Louisiana. Some material was no more than postage stamps but other pieces weighed some 800 pounds and came up in at upward of just one 1 600 kilometers per hour, angering several ft into the floor.

Just following the 2003 tragedy happened many experts figured technology was at fault. But a far more thorough and detailed investigation, carried out by the Columbia Incident Investigation Board, CAIB, concluded differently. It taken care of that management was just as much to be blamed for the failure as was the foam hit. The Board defined an organizational culture where, at every juncture, program professionals were resilient to new information. It had been a culture in which individuals were unwilling to speak up or if they have speak up were never been told. In their article they wrote that the organizational inability was something of NASA's history, its culture, and its politics. (Columbia Incident Investigation Board, 2003).

Engineers requested inspection by crew or remote picture imagery to check for the destruction but no actions were taken up to ensure space shuttle integrity. Management, however, was apparently confident that there was no safety concern and a decision was made against imagery. Got the imagery been approved, and the destruction determined, the conjecture is that a rescue attempt would have had an acceptable potential for success. The project head didn't take the advice from his engineer and still proceed with his decision. Mature management also dismissed the airline flight data from the previous mission where foam got busted on every meal. This is a typical example of poor project control. Together with these problems, the original leadership composition was diffuse, with national point out and local field offices, procedures canters and command articles all directing of the operation.

Figure 1 : Foam hit found in launch

Taken from

www. aiche. org/uploadedFiles/CCPS/. . . /Demonstration_Rev_newv4. ppt

Denver International Airport Baggage handling System

On top of that, one of good exemplory case of project failure that caused by poor job planning and poor risk management was 'Denver International baggage handling system'. Regarding to Dr. R. de. Neufuille (1994) Denver's baggage handling system was the world's major automated air-port baggage controlling system. Confronted with the need for greater airport terminal capacity, the town of Denver elected to create a new state-of-the-art airport that could cement Denver's position as an air vehicles hub. Covering a land region of 140 Kilometres2, the international airport was to be the most significant in america and have the capability to handle more than 50m individuals annually

The airport's baggage handling system was a critical component in the program. By automating baggage handling, aeroplanes turnaround time was to be reduced to as little as thirty minutes. Faster turnaround designed more efficient businesses and was a cornerstone of the airports competitive edge.

Despite the good intention, the task intricacy was underestimated and was postponed by 16 weeks and cost metropolis of Denver USD 1. 1 Million each day. After a decade of opening, the machine never worked well well and in august 2005, United Airlines has abandoned the system completely.

The root of this failure was Denver international airport failed to calculate the complexity engaged. The system that was the first on the globe and 10 times larger than any other robotic baggage handling system. The project team projected the project can be carried out in two years but it required almost four years to complete. Because of the complexity included, the air-port management does not provide enough trolley in the event the machine failed. They were overconfidence that the project wills success.

The system that done 100 individual Personal computer that were connected together have no regress to something easier if one Computer failed to operate. The machine also was struggling to identify any jams in the system and instead the system keeps piling increasingly more baggage making the jam much worse.

Another project failure factor was poor in risk management. The task encountered an enormous technical problem however, not action has been taken. The most important issue was, the machine suffered from electric shock, To solve this issue, a filter is used in the electric powered circuit to prevent current surge. However the delivery and installing the filter got several months. Such issues were predictable if the project team more centered on risk management.

Figure 2 : Denver baggage handling system

Taken from

http://calleam. com/WTPF/wp-content/uploads/2008/12/denverbag5. jpg

Motivation

From the PMBOK 4th Release (2008) site 418 motivating in a project environment consists of creating a host to meet job objectives and will be offering maximum self-satisfaction related from what people value most. These prices can include job satisfaction, challenging work, a sense of accomplishment, accomplishment and expansion, sufficient financial settlement, and other rewards and acknowledgement the individual considers necessary and important.

Motivation is the task of the project manager. He has to provide inspiration for his task team. He has to motivate them individually and collectively, that both may produce their best-and then excel even more. The essential tools in the project manager's kitbag for the determination of his team are:

Approval, praise and recognition-These will encourage visitors to do work and keep carefully the focus

Trust, admiration and high expectation-Trust is the essential of project success. The first choice should put trust on his people and in exchange, people will feel encourage to work

Job enrichment

Good communication-Communication is simply a two communication between top and bottom level. A leader should listen for any suggestion from his employees. Most of the project failing was caused by the break down in communication composition. With a good communication system between task leader and employees, any problem can be resolved

Cash incentives-Money is a good motivator. Good salary and motivation based on performance will encourage visitors to go extra mile.

The project administrator has a much better potential for success if he uses persuasion rather than coercion. The previous build morale and initiative, whilst the second option quite effectively eliminates such characteristics. Three basic components in persuasion are:

1. Suggestion

2. Playing the individuals sentiments

3. Appealing to their logic.

Using these practices, the project director will achieve his goal silently, softly with the minimum of real effort. It really is, in place, an effortless achievement.

The project innovator has a great role to play in respect of the output of his team and through them, the productivity of the complete site. It really is upon this the actual efficiency of individuals on the site-that the success of his task finally rest. Production can be an abstract concept and incredibly controversial indeed.

According to William R. Ruler (1988) page 764 one very helpful model for describing the changes that contain occurred in human motivation through the years is that produced by Abraham Moslow. Maslow's hierarchy argues that man's needs come within an ordered collection that is assemble in the following five need categories:

1. Physical needs : the foods, water, air

2. Basic safety needs : the needs for security, balance and independence from risk to physical basic safety.

3. Love needs : the necessity for friend with whom you can affiliate.

4. Esteem needs : the necessity for self-respect and esteem of others. This consists of popularity, attention and understanding from others.

5. Self-actualization needs: The need for self-fulfilment to have the ability tp grow and learn

The project leader must be able to determine where each of his subordinate and co-workers are on the hierarchy and try to appeal to the correct needs. some individuals crave position and identification. Others wand strongly to be always a person in a cohesive team and 'to belong'

Herzberg has advised they are two types of motivational factors: cleanliness factors and motivators. He suggest that the cleanliness factors are essential condition for a satisfied workers, but do not assure satisfaction. The health factors include

Company coverage and administration

Supervision

Relationship

With supervisor

Working condition

Salary

Personal llife

Relationship with peers

Status

Security

In other words, the health factors satisfy the lower level maslow needs. On the other hand, there are motivators that happen to be factors that take into account satisfaction in the employee. the motivators include

Achievement

Recognition

Work itsef

Responsibility

Advancement

Growth

As a realization, motivation is a must that drive people to work. Motivation also offers regarding human factors. Folks are eager to do work if indeed they feel safe to do it and fell appreciated with their work.

Leadership

From the PMBOK 4th Edition (2008) site 417 leadership includes focusing the efforts of a group of folks toward one common goal and enabling them to are a team. Generally terms, authority is the capability to get things done through others. Esteem and trust, rather than dread and submission, will be the important elements of effective leadership. Although important throughout all task phases, effective control is critical through the beginning phases of your project when the emphasis is on interacting the eye-sight and motivating and inspiring project participants to attain high performance. A good innovator always lead by example and make the people work under him feel pleasurable.

According to William R. King (1988) site 741, leadership behaviour can be divided into task behaviour (one way communication) and relationship behaviour (two way communications). These key points of control present s variety of sometimes conflicting premises which will make it difficult to choose appropriate behaviours in practise.

Throughout the job, the project team leaders are responsible for establishing and preserving the eyesight, strategy, and communications; fostering trust and team building; influencing, mentoring, and monitoring; and assessing the performance of the team and the project. If the job leader plays a main role, the task will run easily. The good theory off command will determine whether the job wills success or not. By putting into action the essential techniques of control, the people that be employed by the job will put their heart and soul on work. People at lower level likewise have to speak up if the feel something wrong with the project. By taking into account various opinions a final decision can be produced by the project leader

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