Advanced Project Planning and Visualisation Best Assignment Sample
Part 1
Remote working has become a very familiar scenario and a different sector during the last two years of the recent pandemic. From the very beginning of 2020, other sectors across the global business background are compelled to sustain the remote working process. The projects are undergoing this work from the home system, where the project manager is supposed to communicate with his team members correctly applying communication approaches. This assignment will discuss the different issues and the mitigation strategies for the same problems.
Project managers working skills and communication with the project team members in remote working
The communication skill of a project manager needs to be very strong when he is working with a team in a remote working process (Grant et al., 2018). As the unit cannot meet face to face with the manager, the leader needs to communicate over the telephone or email at a regular interval so that his team may work properly without any mistakes. Apart from proper communication with the team leader, there will be a massive chance of committing mistakes from the end of the team members, especially those fresher to the job. Sometimes due to the lack of internet or any technical issues, the team members and the leaders face a communication gap that is considered a hindrance in front of the work in progress. The team leader should know the communication strategies verbally and nonverbally with the team to become adequately aware of the project’s progress (Wang et al., 2021).
Managing multicultural project stakeholders
A project manager has to vote with multicultural stick holders while working on a project. Primarily he has to manage the different employees or team members working under his leadership from different cultural backgrounds (Hu et al., 2018). Especially for multinational organisations, the team members are selected from the various corners of the world, and they inherit their cultural background, which creates a vast cultural diversity.
There are both advantages and disadvantages when a team works with cultural diversity between the team members and other stakeholders. For example, the employees coming from cross-cultural backgrounds can exchange their values, which ensures the team’s productivity and increases the employees’ knowledge.
On The other hand, the project manager sometimes faces enormous difficulties in accumulating the mental setup of the team members coming from different cultural backgrounds (Dwivedi et al., 2020). The differences between the employees’ cultural backgrounds are responsible for creating conflict between the team members, and these kinds of disputes are harmful to the progress of the project.
It is also a problem to handle from the end of the project manager as in the remote working process, and he is not talking to the employees or team members sitting at their home and creating conflicts. This is why the cross-cultural presence of different stakeholders is good, but sometimes it hinders progress and increases the project’s deadline.
Overcoming the pressure due to the cost and time overruns from the stakeholders
In the retail sector of the United Kingdom, some conflicts arose among the stakeholders while the organisation was working in the remote working system during the covid 19 pandemic. The consumers are the most valuable stakeholders of the organisation. On the other hand, the employees delivering the products at the consumers’ doorstep during such risky periods are also crucial for the organisation (Carroll, and Conboy, 2020).
A consumer was having specific complaints about the logistic staff, which is the reason for conflict between the two most important stakeholders: the consumer and the employee. This kind of situation is most likely pressurising for the manager of the team leader who is handling the project. That is the reason for proper communication between all the stakeholders from the project manager’s end.
The manager has taken up the approach of verbal communication to sort out the issue and adequately address the consumer’s complaint to the logistic team and make them understand sensibly, which is an instance of proper communication from the end of the project manager.
Part 2
Multi constraints planning
The study will discuss the importance of multi-constraints planning in variety of projects. These significances will be reviewed throughout the report. The article proposed by Zhen-Zhong et al. (2016) reviewed that the project manager of a project going under the remote working system needs to maintain multi constraints planning to ensure the project’s success. He has to look after several issues in order to complete the project without any hazards and hassle (Zhen-Zhong et al., 2016).
The capability which should be there is a project manager who is working with a team in a remote working system is discussed throughout the report. The project manager should have proper communication skills to communicate with each stakeholder properly so that no communication gap can arise during the project (Zhen-Zhong et al., 2016). He should have an excellent personality to handle the team that every team member abides by his instruction and makes the project successful.
The article of Zhen-Zhong et al. (2016) suggested that the project manager should have the capacity to handle the conflicts between the team members because, for global organisations, the leaders have to work with employees from different cultural backgrounds. The project manager should have good communication skills in the verbal communication domain so that he can talk to the stakeholders and the team members properly so that no misunderstanding could arise (Zhen-Zhong et al., 2016).
The project manager should inherit a good problem-solving capacity because many problems can arise during the project, and he should sort out those issues with proper skill. The project manager should be sensitive towards his team members to take care of their problems and communicate appropriately with the management about those. As the project manager is considered the team leader for a particular project, he should act as a bridge of communication between the employees and the organisation’s hierarchy.
Outline analysis of the planning
Another article of Nashwan Dawood and Eknarin Sriprasert (2006) argued that the project manager should outline the proper planning of the project before starting the project, and some of the steps to draft a project under the remote working systems are discussed. The author suggested that before the start of the project, the project manager should adequately plan the project, maintaining the deadline of the work (Nashwan Dawood and Eknarin Sriprasert, 2006).
After creating the project planning, the manager should adequately communicate the project management planning to the team so that everybody is well aware of the project criteria. In the remote working system, the project manager and the team members do not have any face-to-face communication (Nashwan Dawood and Eknarin Sriprasert, 2006). In that case, the communication skill of the project manager should be more active so that all the team members can sort out their doubts and queries about the project management activities.
According to Nashwan Dawood and Eknarin Sriprasert (2006), the project manager should properly create the report on the project’s progress and communicate with the company’s hierarchy so that the management can be well aware of the gain or any issues about the project. The project manager should adequately communicate with the other stakeholders, such as the consumers, investors and other subsidiary organisations that no confusion can be created during the project management practice.
The project manager should inculcate a value while working on a project among all the team members that everybody should be loyal and the approaches will be proper towards the project’s success (Zhen-Zhong Hu et al., 2016).
Some of the value analyses of the project management planning are discussed. The project manager should be very impartial toward the team members, and no cultural background should be judged as superior from the end of the leader. A project manager of a multinational organisation has to work with different employees coming from different cultural backgrounds (Nashwan Dawood and Eknarin Sriprasert, 2006).
They inherit different casts, creed communication strategies and so on, which should be appropriately compiled and respected by the project manager. Otherwise, it will demotivate the work culture and loyalty of the employees, which will be derogatory to the project’s success.
The author also suggested that the project manager should always be a motivational leader for the team members. He should always motivate the team members to give their best performance to the project management activities so that the interpersonal skills of the individual employees increase, and it will be helpful for the progress and productivity of the project (Nashwan Dawood and Eknarin Sriprasert, 2006).
It is suitable for the employees because they will improve their interpersonal skills, and if the skills of the employees increase, the organisation will be benefited automatically. The project manager should generate a perfect value management system while progressing with the project management activities because many problems arise when the project management activities are going on.
The author suggest that despite being puzzled by the adverse circumstances, the leader should have the capacity to solve the problems and make good value chain management for the organisation so that the project can reach the expected success. The leader has the responsibility to motivate the employees in diverse situations so that they do not lose their energy to work on the project.
Application of the approach
The proper application of the project management practices should be introduced by the project manager, who is highly necessary for the success of an organisation. The project manager should give the employees needed freedom to show their interpersonal skills.
At the same time, he has to guide them with proper instruction according to the previous planning of the project. According to Nashwan Dawood and Eknarin Sriprasert (2006), a project manager’s approach should be a guideline to the team members that they can portray their capabilities with utter freedom but without committing any mistakes.
The above report is written on the communication skills and approaches of a project management leader or a project manager working in the retail sector during the remote working period. As the project team leader and the team members do not have face-to-face communication in a remote working system, the manager should have excellent communication skills to avoid unexpected situations (Zhen-Zhong et al., 2016).
This report describes the skills and approaches of a project manager who is leading a project in work from the home system during any emergency. The problems which may arise and the upcoming possible solutions for those problems are discussed and described in this business report.
Bibliography
Bartsch, S., Weber, E., Büttgen, M. and Huber, A., (2020). Leadership matters in crisis-induced digital transformation: how to lead service employees effectively during the COVID-19 pandemic. Journal of Service Management.
Blondin, M.J., (2021). Controller Tuning Optimization Methods for Multi-Constraints and Nonlinear Systems: A Metaheuristic Approach. Springer International Publishing.
Carroll, N. and Conboy, K., (2020). Normalising the “new normal”: Changing tech-driven work practices under pandemic time pressure. International Journal of Information Management, 55, p.102186.
Cha, J., Newman, M. and Winch, G., (2018). Revisiting the project management knowledge framework: Rebalancing the framework to include transformation projects. International Journal of Managing Projects in Business.
Chen, W., Sun, J., Li, W. and Zhao, D., (2020). A real-time multi-constraints obstacle avoidance method based on LiDAR. ArXiv, abs/2006.00142
Cong, M., Cheng, X., Zhao, Z. and Li, Z., (2021). Studies on Multi-Constraints Cooperative Guidance Method Based on Distributed MPC for Multi-Missiles. Applied Sciences, 11(22), p.10857.
Dwivedi, Y.K., Hughes, D.L., Coombs, C., Constantinou, I., Duan, Y., Edwards, J.S., Gupta, B., Lal, B., Misra, S., Prashant, P. and Raman, R., (2020). Impact of COVID-19 pandemic on information management research and practice: Transforming education, work and life. International journal of information management, 55, p.102211.
Gao, B., Li, X., Liu, S. and Fang, D., (2018). How power distance affects online hotel ratings: The positive moderating roles of hotel chain and reviewers’ travel experience. Tourism Management, 65, pp.176-186.
Grant, C.A., Wallace, L.M., Spurgeon, P.C., Tramontano, C. and Charalampous, M., (2018). Construction and initial validation of the E-Work Life Scale to measure remote e-working. Employee Relations.
Hang, P., Lv, C., Huang, C., Cai, J., Hu, Z. and Xing, Y., (2020). An integrated framework of decision making and motion planning for autonomous vehicles considering social behaviors. IEEE transactions on vehicular technology, 69(12), pp.14458-14469.
Hidalgo, E.S., (2019). Adapting the scrum framework for agile project management in science: case study of a distributed research initiative. Heliyon, 5(3), p.e01447.
Horng, M.F., Kung, H.Y., Chen, C.H. and Hwang, F.J., (2020). Deep learning applications with practical measured results in electronics industries. Electronics, 9(3), p.501.
Hu, J., Erdogan, B., Jiang, K., Bauer, T.N. and Liu, S., (2018). Leader humility and team creativity: The role of team information sharing, psychological safety, and power distance. Journal of Applied Psychology, 103(3), p.313.
Hu, Z.Z., Zhang, J.P., Yu, F.Q., Tian, P.L. and Xiang, X.S., (2016). Construction and facility management of large MEP projects using a multi-Scale building information model. Advances in Engineering Software, 100, pp.215-230.
Miller, C.C. and Yar, S., (2019). Young people are going to save us all from office life. New York Times.
Molino, M., Ingusci, E., Signore, F., Manuti, A., Giancaspro, M.L., Russo, V., Zito, M. and Cortese, C.G., (2020). Wellbeing costs of technology use during Covid-19 remote working: An investigation using the Italian translation of the technostress creators scale. Sustainability, 12(15), p.5911.
Müller, R., Drouin, N. and Sankaran, S., (2019). Modeling organizational project management. Project Management Journal, 50(4), pp.499-513.
Nashwan Dawood and Eknarin Sriprasert (January 2006), Construction scheduling using multi-constraint and genetic algorithms approach, Construction Management and Economics, 19–30.
Panteli, N., Yalabik, Z.Y. and Rapti, A., (2018). Fostering work engagement in geographically-dispersed and asynchronous virtual teams. Information Technology & People.
Ruiz-Meza, J., Brito, J. and Montoya-Torres, J.R., (2021). A GRASP to solve the multi-constraints multi-modal team orienteering problem with time windows for groups with heterogeneous preferences. Computers & Industrial Engineering, 162, p.107776.
Wang, B., Liu, Y., Qian, J. and Parker, S.K., (2021). Achieving effective remote working during the COVID‐19 pandemic: A work design perspective. Applied psychology, 70(1), pp.16-59.
Zhen-Zhong Hu, Jian-Ping Zhang, Frang-Qiang Yu,Pei-Long Tian and Xue-Song Xiang (October 2016) Construction and facility management of large MEP projects using a multi-Scale building information model
Know more about UniqueSubmission’s other writing services:
