CaseStudy: Project Management
Theproject is falling apart due to the different group dynamics presentwithin the participants. It (the project) brings together employeesdrawn from various divisions of the organization and externalcontractors who have diverse cultures and approaches to work therebymaking it difficult to cooperate with one another(Deutsch,Coleman, & Marcus, 2011). This enmity continues to exist evenafter undertaking team-building and effective communicationexercises.
Thereneeds to be a conflict-resolution structure within the project e.g. aconflict-resolution panel. This structure will not only ensure thatinter and intra-group conflicts are resolved but will be able topre-empt conflicts before they happen and take corrective actions(Deutsch,Coleman, & Marcus, 2011). After putting these structures inplace, the project will get back on track
Itis important to put in control measures to continuously assess theperformance of the project. From the case study, one will note thatthe project’s performance has never been monitored. Karin is notaware of the progress of the project in the various departments anddivisions. Therefore, it would be imperative to continuously controlthe project, monitoring the performance and correcting any deviationsfrom the set goals.
Also,since the project is being conducted by both internal and externalmembers of the company, it is wise to ensure that the two remainclose and continue to have a shared vision and objectives for theproject. This can be achieved through continuous team-buildingexercises.
Inconclusion, it is important to create small wins for people to bemotivated and continue working on the project. For example, Karin canoversee the successful installation and operation of the softwarewithin one division say, Georgia. This will motivate employees inother divisions to work towards achieving the same.
Deutsch,M., Coleman, P., & Marcus, E. (2011). Thehandbook of conflict resolution(2nd ed.). San Francisco, CA: Jossey-Bass.