Running head: project management 1

Project Management

Name:

[Institutional Affiliation(s)]
project management 2

Project Management

A successful implementation of a project proposal depends on the ability of a project

manager to execute the related functions efficiently (Alias, Ahmad & Idris, 2012). More so, a

project manager should be able to counter the challenges that threaten to derail the

implementation process from the intended path. Correspondingly, project managers act as the

link between the stakeholders, customers, and employees. They are responsible for interpreting

and ensuring that the activities of employees translate into objectives that align with the

expectations of all stakeholders, especially customers (Alias, Ahmad & Idris, 2012).

Additionally, project managers should be able to facilitate the completion in a timely and quality

manner. Therefore, it is important for project managers to possess both the technical and soft

skills that can be used to overcome barriers. The three most critical soft skills that are crucial in a

successful project management include effective leadership, risk management, and change

management.

Project Management Soft Skills

Effective Leadership

A leadership process entails translating a particular vision into desirable outcomes by

motivating followers to commit to the translation process (Anantatmula, 2010). The role of

project managers has evolved from providing direction with the hope that employees would

follow to leading by example. The sudden focus on leadership has been facilitated by the

realization that efficient management of human resource can optimize their contribution to the

success of a particular organization. Modern leadership and management concepts such as

human resource frame highlight that satisfied workers tend to be relatively more productive
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compared to the dissatisfied workers. Human resource frame, a component of modern

management and leadership, is predominantly based on Maslow’s hierarchy of needs.

Effective leadership process allows a manager to transform employees into a particular

image which is capable of providing results within a minimum duration (Anantatmula, 2010).

The success of a given project requires a manager to possess various leadership skills which

revolve around enhancing the productivity of employees. Effective completion of projects

require managers to break down the related tasks into different units, subsequently forming

adequate teams to oversee their completion. In this context, a project manager should possess

communication skills, inception and vision sharing skills, integrity, and team building skills,

effective decision making skills, and problem-solving skills.

Efficient communication is a prerequisite for the development of a healthy relationship

between the management team and workforce (Chuang, 2013). Additionally, it allows managers

to share their visions, expectations, and guidelines for workers. It also enables managers to

receive both positive and negative criticism from employees, and assimilate them in improving

the implementation process. Likewise, active communication channels enable the workforce to

relay issues affecting them to the management. Secondly, inception and vision sharing skills refer

to the ability of a project manager to see past a particular project and communicate the vision to

workers (Anantatmula, 2010). This skill is crucial in determining and averting potential risks and

barriers to the completion of projects. A clear articulation of a vision enables workers to develop

a mental image of what required and implemented its aspects, thus achieving desirable outcomes.

Integrity is a crucial component of leadership because it facilitates the development of

trust between the management and workforce (Chuang, 2013). A project manager should

demonstrate that they are capable of adhering to the values they set as well as the ethical
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standards guiding organizational behavior and management practices. This approach would

create a perception that a manager is honest, thus making it easy for workers to develop trust.

Fourthly, a project manager should possess effective team building skills because their success

translates into the completion of organizational objectives (Anantatmula, 2010). Team formation

passes through various stages such as norming. It is the responsibility of the manager to guide

the employee through these steps to prevent wastage of time in disagreements.

All the decisions made by a project manager can impact the outcome of the organization

positively or negatively. Therefore, it is crucial for all managers to have all the relevant

information before making decisions. They should also be able to visualize the future by

developing an insight regarding how each decision can impact the progress of a project

implementation. Additionally, project managers should optimize the productivity of workers by

giving them roles that complement their strengths (Anantatmula, 2010). Lastly, project managers

should be able to solve challenges that are likely to occur during project implementation process.

For instance, managers should be able to address resistance to change by enhancing the

participation of everyone within an organization.

Risk Management

Risk management involves the identification, analysis, and responding to potential threats

to enhance the attainability of project objectives (Rabechini Junior & Monteiro de Carvalho,

2013). Therefore, not only does risk management entails dealing with present challenges, but

also assessing the future and mitigating the factors that may derail a successful project

implementation. It allows a project manager to scrutinize and understand the operations of

various departments, such as finance and activities, with the aim of preventing potential futures

challenges. Importantly, project managers should carry out risk management during the entire
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project cycle. Risk management is an integral part of project management because it allows

managers to plan, prepare, as well as obtain and evaluate results with the aim of achieving

strategic objectives (Rabechini Junior & Monteiro de Carvalho, 2013).

Risk Management Planning

Plans regarding risk management facilitate project success because it allows project

managers to determine potential internal and external risks (Zwikael & Ahn, 2011). Additionally,

managers can understand the probability of occurrence as well as their perceived impacts on the

success of projects. Likewise, risk management planning facilitates the projection of budget

related to mitigation process. This way, project managers can adjust the project implementation

budget accordingly to achieve realistic results.

Risk Management Preparation

One of the crucial elements in risk management is the preparation to deal with various

challenges, both present and anticipated, effectively to enhance the outcome of desired results

(Zwikael & Ahn, 2011). Apparently, risk management preparation facilitates the overview of the

entire implementation plan. Subsequently, managers communicate the plan to stakeholders and

workers. Not only does it set expectations of funders but also prepare workers to respond to

challenges that may arise during the implementation of the project.

Risk Management Results

Apparently, the determination and mitigation of potential risks enhance the attainability

of positive results. For instance, effective risk management facilitates the achievement of

organizational objectives as well as working within the budget. This way, an organization

minimizes resource wastage, thus enhancing its profit margin.

Evaluation

Evaluation is a crucial component of a risk management strategy because it allows

managers to determine whether the objectives were met (Zwikael & Ahn, 2011). Project

managers can adjust their plans or adopt new ones following a successful review. Therefore, risk

management evaluation ensures that the right strategy is used to avoid failure. The same report

can be utilized in the next project to reduce the time and resources used in the implementation.

Change Management

Change management entails the management of inevitable changes and the behavioral

outcomes of workers to ensure that they are committed to attaining the related objectives

(Pieterse, Caniëls & Homan, 2012). Apparently, an organization’s mode of work is likely to be

altered following the implementation of a project, especially those which are large in scope.

Change is inevitable because they can result from the need to adopt efficient processes or

incorporate technological provisions in the daily organizational routines. Change management is

critical because it ensures that all employees accept the process, thus contribute towards the

attainment of the related goals (Pieterse et al., 2012). In fact, one of the ways of showing that a

project is implemented successfully is when all the users accept it and incorporate its aspects in

organizational processes to maximize outcomes. A project can be disrupted when a significant

section of the workforce resist the related change. People tend to resist change because it

threatens their position in the organization and alters familiar processes.

A successful project manager should manage such resistances by ensuring that

stakeholders understand the rationale for the implementation of a project (Renukadevi &

Vignesh, 2015). Likewise, they should understand how the project will impact the organizational

processes and the implications on their work and position in an organization. Managers can
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achieve this objective by facilitating the participation of workers in critical decision making

stages to make them feel part of the change process. An increased awareness of the components

of a project implementation is likely to reduce the resistance from the workforce, thus facilitating

a smooth application process.

Secondly, change management provides a realistic outlook of a project regarding the

people who will be involved and their roles, the time frame, the methodology of implementation,

as well as the essential resources(Renukadevi & Vignesh, 2015). The assessment of such factors

reveals the feasibility of a project. For instance, project managers would be advised not to initiate

a project if they lack resources or adequate personnel. It also enables managers to determine the

appropriate support functions such as consistent reporting, monitoring, and evaluation, as well as

organizational support and cooperation.

Best Practices

Leadership

The analysis of active leadership as one of the crucial soft skills in facilitating a

successful project management reveals a relatively more focus on human resources compared to

other factors of production. Therefore, the best leadership practice in project management should

be employee-centered. The premise of this approach is that highly motivated employees are

capable of facilitating the attainment of organizational goals (Muhonen et al., 2013). It portrays

human resource as the most important factor of production in a project. Employees are directly

responsible for the implementation of project processes. Therefore, a project is like to lag when

some employees are less motivated. For instance, workers can be demoralized if they are not

engaged in crucial decision making stages and the development of implementation plan.
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Correspondingly, they can be motivated if a manager fails to clarify the importance of a

particular change in an organization.

Therefore, an employee-centered leadership is based on Maslow’s hierarchy of needs. It

also borders on modern management concepts such as human resource frame which emphasizes

on motivating employees by helping them meet their psychological, emotional, and physical

needs. The context of Maslow's hierarchy of requirements highlights that people can only be

motivated when their needs are met by an organization. For instance, the development of an

intrinsic motivation depends on whether employees have a sense of belonging. A sense of

belonging can be developed by engaging employees in various phases of project design and

implementation. Specifically, workers are likely to feel part of an organization if their inputs are

valued during crucial decision making stages.

Employee-centered leadership is effective in facilitating intrinsic motivation because it

focuses on optimizing productivity by creating an appropriate work environment. It focuses on

implementing all the factors that can encourage employees to be focused and committed to

attaining the objective of the project. In this case, a leader should be aware of the attributes of

workers, including their strengths and weaknesses as well as their values. Subsequently, they

should complement the strengths using appropriate methods while addressing their weaknesses

and appealing to their values.

Risk Management

The best practice in facilitating risk management is by creating a culture that entails

threat projection and adequate and timely responses to promoting a successful implementation of

projects. This approach makes it possible to pursue risk management objectives such as planning,

preparation, and evaluation daily. The advantage of conducting risk management daily is that it
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prevents surprises and sets an organization on a successful path. Therefore, project management

leaders have the task of increasing the probability of positive results by minimizing challenges

(Iacob, 2014). Correspondingly, a project manager has the responsibility of enhancing the

participating of a team in risk management process.

Typical daily risk management processes should include risk identification, risk analysis,

response planning, as well as monitoring and controlling risks. Risk identification is the most

crucial part of risk management. Risk identification can be conducted through the establishment

of risk identification sessions where all the stakeholders are invited to understand the project and

make contributions regarding how risks can be countered 9Iacob, 2014). Risks can also be

identified by reviewing past logs. The information obtained from such reviews can form the

primary basis of analysis of risks and subsequent application of countermeasures. Likewise, risks

can be identified by examining their categories such as scope-related risks, time-related risks,

and quality-related risks among others (Iacob, 2014). These approaches provide leverage for

dealing with current and anticipated risks daily to avoid future crises.

Change Management

The best change management practice capable of facilitating successful project

management process includes employee engagement. From the onset, change management aims

at minimizing resistance and enhancing employees’ willingness to participate in a project

irrespective of the perceived changes. Employees tend to resist projects when they do not

understand how they would be affected. Project acceptance can enhance success because it

facilitates motivation. Employees are likely to feel motivated because they feel part of the

organization. Employee-centered change management focuses on ensuring that workers

understand the reason for engaging in projects. It also enables them to understand the potential
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impact of the related change in their responsibilities as well as position within the organization.

Subsequently, project managers can address concerns and assure employees that their jobs are

secure.

Implementation of Best Practices

Leadership

The application of employee-centered leadership should be pursued within the context of

intrinsic motivational structure, where the aim is to make employees feel like they are a valuable

part of the organization. The confidence of employees can increase if they are allowed to

participate in crucial decision making phases of project design, implementation, and analysis.

Additionally, their confidence can grow if they are allowed to innovate and work with minimum

supervision. The context should also emphasize on motivating employees to enhance their

productivity.

Firstly, project managers should create a culture where employees can work freely and

are respected by the management. The culture should also revolve around making employees feel

valuable. This approach would appeal to their emotional and psychological needs. The

organization should also establish appropriate remuneration rates to enable employees to meet

their physical needs adequately. Secondly, project managers should enhance the communication

between workers and the management to facilitate the establishment of a positive relationship.

Lastly, it is crucial to establish policies which guide organizational behaviors, especially the

respect for other peoples' values.

Risk Management

The implementation of a daily risk assessment and response approach should stem from

an organizational culture which prioritizes and promotes team participation and regular risk
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aversion. Risk identification and countermeasures can enhance an organization's profitability

because it prevents instances where an agency would have wasted time and resources. Likewise,

it prevents failure because the process involves the assessment of future threats and countering

them even before they occur. Thus, an organization that conducts daily risk identification and

neutralization is likely to succeed. Every member of the organization becomes aware of this

culture and incorporate them into their processes.

Change Management

Change management should be implemented by embracing the culture of inclusiveness in

an organization. An organization that tends to engage its employees in crucial decision making

process is likely to experience less resistance when implementing a project. Therefore, inclusive

participation in organizational activities should be embedded within a corporate culture to

facilitate the introduction of new projects. Likewise, employee-centered leadership provides a

platform where an organization can promote the inclusiveness of employees in various activities.

Effective change management should have sessions where project managers raise the awareness

of all stakeholders. This approach would provide the opportunity to understand the reason for

embarking on such projects as well as their implication on employees. Such sessions will also

reveal the impacts of change on funders and customers.

Conclusion

The three most crucial soft skills in project management are efficient leadership skills,

risk management skills, and change management skills. Leadership is important because it

provides guidance of organizational behavior and subsequent motivation to pursue the related

goals. Risk management facilitates the success of a project because it leads to risk identification

and ultimate mitigation. Change management is critical to the success of a project because it
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influences the attitude and behavior of employees towards a project. It minimizes resistance

while enhancing employee participation and commitment towards attaining positive results. The

best leadership practice should be employee-centered because it focuses on meeting the needs of

workers, subsequently motivating them to increase their participation in the organization. The

appropriate risk management practice involves promoting daily risk identification, assessment,

and implementation of responses. This approach would help an organization to avoid

unforeseeable threats. Change management should be pursued within the context of intrinsic

motivation. Project managers should enhance the participation of employees in various phases of

a project because it would promote acceptance and successful implementation.

References

Alias, Z., Ahmad, Z., & Idris, M. F. M. (2012). Project management towards best

practice. Procedia-Social and Behavioral Sciences, 68, 108-120.

Anantatmula, V. S. (2010). Project manager leadership role in improving project

performance. Engineering Management Journal, 22(1), 13-22.

Chuang, S. F. (2013). Essential skills for leadership effectiveness in diverse workplace

development. Online Journal of Workforce Education and Development, 6(1), 5.

DuBois, M., Hanlon, J., Koch, J., Nyatuga, B., & Kerr, N. (2015). Leadership Styles of Effective

Project Managers: Techniques and Traits to Lead High-Performance Teams. Journal of

Economic Development, Management, IT, Finance, and Marketing, 7(1), 30.

Iacob, V. S. (2014). Risk management and evaluation and qualitative method within the

projects. Ecoforum Journal, 3(1), 10.

Muhonen, T., Jönsson, S., Denti, L., & Chen, K. (2013). Social climate as a mediator between

leadership behavior and employee well-being in a cross-cultural perspective. Journal of

Management Development, 32(10), 1040-1055.

Pieterse, J. H., Caniëls, M. C., & Homan, T. (2012). Professional discourses and resistance to

change. Journal of Organizational Change Management, 25(6), 798-818.

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risk management on project performance: an empirical study. Journal of technology

management & innovation, 8, 6-6.

Renukadevi, R., & Vignesh, I. (2015). Need Projected For Change Management in an

Organization. Journal Impact Factor, 6(1), 118-128.

Zwikael, O., & Ahn, M. (2011). The effectiveness of risk management: an analysis of project risk

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