Project Management Concepts and Practices

This assignment delves into the fundamental principles of project management, encompassing various aspects such as planning, execution, monitoring, and control. It examines different project management methodologies, highlighting their strengths and limitations. The assignment also explores the influence of cultural differences on project success and emphasizes the importance of effective communication and stakeholder engagement.

Complex Project Management

Table of Contents
INTRODUCTION...........................................................................................................................1
PART A...........................................................................................................................................1
Critically discuss the impact of relationship between functional and project managers on
organization success.....................................................................................................................1
PART B...........................................................................................................................................7
A. Predecessor and successor relationship and activity duration.................................................7
B. Early start, early finish, late start, late finish and slack...........................................................7
C. Expected duration and variance for each activity...................................................................8
D. Construction of activity on node diagram...............................................................................8
E. Critical path of the project.......................................................................................................9
F. Calculation of probability of project completion in 190 weeks.............................................10
G. Calculation of probability of project in 202 weeks...............................................................10
H. Brief summary.......................................................................................................................10
CONCLUSION..............................................................................................................................11
REFERENCES..............................................................................................................................12
Table of Figures
Figure 1 Project Manager Role in different structure....................................................................2
Figure 2 Activity-on-Node (AON) Diagram..................................................................................9
Figure 3 Gantt chart..................................................................................................................... 10

INTRODUCTION
Project Management encompasses various key activities such as planning, initiation,
execution, monitoring & controlling and closure phases. All the activities are associated with
each other through their predecessor and successor relationship. A sound project management
requires strong relationship between functional manager and project manager. Thus, the current
research report will examine that how such relationship affects project success rate with key
focus on different industries, corporate culture and national culture. Lastly, MS project will be
use for finding out expected completion duration, critical path and other key requirements for a
new campus construction project in Bahrain.
PART A
Critically discuss the impact of relationship between functional and project managers on
organization success
In a complex world, managing project successfully is one of the key concerns of project
managers, a sound management structure assures that knowledge, skills and talent is capture,
direct, monitor and controlled in an effective way. In today’s period, project managers are
involved with different type of projects such as technological advancement, construction, new
product launch and others. All involves number of activities and tasks, which are dependent upon
each other, therefore, must be manage accordingly.
Functional manager and project manager plays two different roles in the array of project
management. According to Jackline (2014), functional manager have expertise knowledge and
talent in a certain specific function i.e. sales manager, data architect manager, resource manager,
marketing manager, customer service manage and others. However, project manager (PM) has
expertise in a specific field like software developer.Although, both play a distinctive role, still,
their dependencies cannotavoid andproject success is a combination of mutual commitment and
efforts of both the FM and PM. In the study of Brown and Hyer (2010), it is investigated that in
Information Technology (IT) sector, software developers handling the position of PM needs to
work with the entire functional team such as marketing manager, contact centre manager, sales
manager and others. Functional manager use their expertise knowledge and talent to maximize
team effectiveness and PM use it to achieve their project goals including timely completion, cost
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management, schedule management and others. For instance, FM look over their staff
performance, resolve conflicts and build plans for their professional advancement, while, PM
ensure that every member well understood their role and align their efforts towards the defined
goals. Thus, it states that functional manager has a strong chain of command over their
subordinates; still, they need to report their progress to the PM.
Conversely, Girard and Girard (2015), argued that companies with traditional and matrix
business structure, functional managers have strong control over resource allocation and control,
project manager report them about their staffing, funding and other resource requirement. PM
works as a coordinator and expeditor withlittle decision-making authority and control.It raise
power struggle issues among both the members, in which, PM focuses on achieving milestone
successfully whereas functional managers key focus is to satisfy technical, financial and other
goals which are not aligned with the project targets. Similarly, Cusworth and Franks, (2013), said
that in a purely functional structure, the authority of decisions making and managerial
responsibilities lies on the functional manager, however, PM posses full range of control in
organizations who follows purely projectized structure.
Figure 1 Project Manager Role in different structure
(Source: Chung, 2017)
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Chung (2017), criticized the functional structure because it provide limited or no
authority to the project manager and project requirements are often less prioritized by the line
manager results in detrimental projects. However, a purely project based culture is not
appropriate because professional growth and advancement of the team member is difficult.
Therefore, the study supports matrix structurethat integrates both the functional and projectized
structure. In public sector, a number of complex and riskier projects carried out by governmental
authorities like bridge construction, railway track and others. In order to execute it successfully,
PM demands technical experts, architecture and contractors having expertise in different field.
Due to lack of resource availability, firms require specialists and necessitate manpower sharing;
therefore, matrix structure is being followed. Thus, it is important for both the members to have a
clear understanding of their boundaries to eliminate any possible resource conflicts. In complex
business environment, strong coordination and bonding is essential to promote their working
togetherness to manage their associated projects successfully and achieve milestone.
Zhao, Hwang and Phng (2014), enlightened focus on different industries with different
kind of organizational structures. In the dynamic era, companies who rarely change their product
specification and have a satisfied customer base use functional structure. However, on the other
side, considering the rapidly changing technology and its rising cost make it essential for the
R&D companies to use matrix structure to ensure optimum utilization of specialized skills. Thus,
in such sector, PM and line managers work together by applying their own technical excellence
and highly committed towards achieving the goals.
In despite of this, corporate culture also has a significant impact over success of the
project. Organizational culture can defined as a mixture of shared beliefs, values, norms and
assumptions that govern people behavior and direct their efforts. The project success is heavily
depends upon the PM skills and competencies, workforce motivation, enthusiasm, dedication,
efforts and commitment. As per the views of Marle and Vidal (2016),culture has a considerable
impact on the project success rate. For instance, companies, in which, functional manager has
managed a familiar environment, strong culture and undertook many initiatives to promote team-
working are able to deal with the complex projects like software development. A line manager
owes accountability to manage their people effectively and offer them various professional
growth and advancement opportunities. Thus, if he is able to create positive attitude among
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people and, in which, people take joint responsibility to finish the assigned tasks and duties on
time, then staff productivity can be improve to a considerable extent. It can be done through
offering them training, extra benefits like incentive, bonus, commission and other monetary as
well as non-monetary benefits like award which recognize their performance.
In addition to this,Stoshikj, Kryvinska and Strauss (2014), states democratic leadership
which consider workers as an important assets, they are being invited to come up with their
unique thoughts, opinion and viewshelps to motivate workforce. This in turn, skilled and talented
labor pool can retain in the corporation. It facilitates PM to have a portfolio of digitalized skills
and experts who are able to deal with the complex technical projects and assist them in resource
collection. Thus, by having an extremely motivated workforce enables PMto complete the
project successfully on scheduled data and within the scheduled time. Such culture also promotes
coordination and cooperation between line manager and PM and builds strong bounding. It
avoids any power struggling issues and minimizes possible staff conflicts, which improve
success rate of the project.
The findings ofKerzner (2004), reported that in digitalized world, each organization
regardless their sizes are strongly committed towards promoting innovation to stay competitive.
Therefore, they always implement new technologies like dynamic CRM software to understand
consumer need and use various data analytics software to have data-driven input targeting
rationalized decision-making. However, talented and competent workforce is the main
requirement for their sound implementation and it will be only possible, if the line manager is
able to deliver trained people to the project manager considering the complexity of the project.
Besides this, as said earlier, that project manager requires working closely with the line
manager and regularly communicates with them on varied aspects such as staffing, quality
management, risk management and others. Working relationship between both of them would be
definitely best, if they view each other role and participation equally important instead of any
superior and subordinate relationship. Such attitude will help in eliminating any unnecessary
competition; even support coordination and mutual relationship. Such corporate culture fosters a
trustworthy, cooperative and familiar atmosphere at the workplace.
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However, on the critical note, Garel (2013), said that in current era, it is often seen that
PM emphasizes more on getting incentives rather than creating good relationship with the line
managers. It makes things really worse because,PMs are now offers with high compensation
package that is extremely larger than the compensation available to functional counterparts. It
deteriorate both the members relationship, which in turn, of-course, had an adverse impact on the
project success rate. As a result, line manger may decide to switch off working with the company
and business had severe impact due to the loss of capable and expert candidate. Despite this,
Ochieng and Price (2010), it also had a significant impact over workers because, they start
believing that they can only make their career stronger through project management. It dilute
technical base because everyone volunteering to become a PM. Such culture would not be
helpful in execution of project successfully because it create jealousy attitude rather than
promoting togetherness and cooperation. Staff may also resist accepting changes at their
workplace, in turn, companies struggle to advance their operations through adopting newer
technologies. In the uncertain environment, many project managers are struggling and facing
vast number of challenges in creating a sound multinational culture to improve project success
rate.
Krishna, Sahay and Walsham (2004), differentiated organizational culture and national
culture, former integrated internal business element whereas later includes a set of behavior,
norms, belief, custom and assumption for the entire nation as a whole. Multinational organization
operating in the different countries across the globe, project success rate is highly affected by the
national culture.
Anbari and et.al., (2009), viewed that in cross cultural projects, cultural differences can
interfere in the successful completion of different variety of projects. Individualism and
collectivism are the two most important elements that affect relationship between project team. It
can be defined as an attitude to which people expects to monitor and control their own work.
Individualism-culture centered people do not favors others control and they expects to look
themselves, in contrast, collectivism is about integrating into a cohesive group, in which, all
members favors and support each other. Individualism Index (IDV) can be use to assess national
cultural differences among people. Besides this, gender duality and discrimination practices also
affect the project success rate. For instance, masculinity presents clear distinction between role
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of genders, because, in this, male are expected to be tough, successful and assertive, in contrast,
women workers are believed to be modest, tender and more concerned with the life quality.
Thus, gender dimension is a factor that affects project success; companies who treat all of its
manager and workforce equally eliminate biasness and subjective judgment about both the line
manager and project manager and give them equal importance.
Lückmann and Färber (2016), argued that equality is not only important for managerial
perspective but also required for the entire team. Cultural difference among workers results in
biasness and misunderstanding about the people throughout the entire lifecycle. Religious
biasness, language barrier, socio-economic differences resultant normative pattern and present
permissible action. People came from different culture has different way of workings, knowledge
and expertise. Thus, cross-cultural team can manage through training and development, which
promote continuous learning. It also facilitates functional manager and line manager eliminating
any language barrier and avoids confusion.Zwikael, Shimizu and Globerson (2005), said that
collectivist culture pays greater attention to mutual bonding and trustworthy relationship,
friendship and social aspect comes at top priority for them. Thus, openness and friendliness helps
them in contributing long-term orientation & paternalism as well. For instance, in international
technology projects, companies have diversified or cross-cultural team, diligent team work
together to design new system, outdated software code, imbedded system, design unique
infrastructure and build telecommunication network. It requires regular communication between
functional counterparts and project manager to share information regarding plan, their project
progress i.e. behind or above the schedule, cost variances, risks and associated problem and
failure as well. Strong bonding and ongoing communication helps to recognize areas where both
the members need to focus to perform well. It helps in taking timely remedial actions, which
assists project manager to maximize their project progress and finish it on the expected or
scheduled date. It helps to overcome project delay and overrunning costs than set limit.
Thus, from the discussion made, it becomes clear that structure, corporate culture and
national culture significantly influence project success rate. Matrix structure, strong
organizational culture and collectivist attitude of the project manager and team assist people to
combat all the risks and assure good progress to get expected deliverables and milestone.
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PART B
A. Predecessor and successor relationship and activity duration
For the given construction project of University Campus, expected duration of
completion is calculated here as follows:
Expected completion time=[Optimistic time+4(most likely time)+ Pessimistic time]/6
Activities Optimistic time
Most likely
time Pessimistic time
Expected
duration
A 21 26 64 32
B 38 40 107 51
C 18 26 64 31
D 15 29 80 35
E 30 40 98 48
F 20 26 98 37
G 15 20 55 25
H 14 26 98 36
I 20 26 77 34
J 30 35 98 45
K 14 20 64 26
L 15 20 64 27
M 25 35 98 44
N 54 69 172 84
O 12 36 67 37
B. Early start, early finish, late start, late finish and slack
Activities
Expected
duration
Early
start
Early
finish
Late
start Late finish
Total
slack
(LS-ES)
OR (LF-
EF)
A 32 0 32 118 150 118
B 51 0 51 0 51 0
C 31 32 63 150 181 118
D 35 51 86 51 86 0
E 48 0 48 38 86 38
F 37 86 123 123 154 31
G 25 86 111 86 111 0
H 36 0 36 75 111 75
I 34 86 120 147 181 61
J 45 0 45 52 97 52
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K 26 111 137 111 137 0
L 27 123 150 154 181 31
M 44 137 181 137 181 0
N 84 45 97 129 181 84
O 37 137 144 174 181 37
C. Expected duration and variance for each activity
Expected duration=[Optimistic time+ 4 (most likely time)+ pessimistic time]/6
Variance=[( Pessimistic time−optimistic time)/6]2
Activitie
s
Optimistic
time
Most
likely
time
Pessimistic
time
Expected
duration
Variance
[(Pessimistic-
optimistic)/6]^2
A 21 26 64 32 51
B 38 40 107 51 132
C 18 26 64 31 59
D 15 29 80 35 117
E 30 40 98 48 128
F 20 26 98 37 169
G 15 20 55 25 44
H 14 26 98 36 196
I 20 26 77 34 90
J 30 35 98 45 128
K 14 20 64 26 69
L 15 20 64 27 67
M 25 35 98 44 148
N 54 69 172 84 387
O 12 36 67 37 84
Total 1871
Standard
deviation √1871 = 43
D. Construction of activity on node diagram
Activity on Node (Activity on Node) diagram presents all the activities in a logical
arranged order and display predecessors and successor clearly.
AON Diagram
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Figure 2 Activity-on-Node (AON) Diagram
E. Critical path of the project
Critical path: It is the longest path but shortest period of completion of the entire project
of constructing University campus. All the activities with zero slack are called critical activities,
and the total path is computed below:
Critical activities Duration
B 51
D 35
G 25
K 26
M 44
Total duration 181wks
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Gantt chart
Figure 3 Gantt chart
The results presents that the project of constructing University Campus at Bahrain will
take around 181 wks in completion.
F. Calculation of probability of project completion in 190 weeks
Z score=(190 wks – 181 wks)/ 43 wks
Z score=0.21
Probability : 0.58317
G. Calculation of probability of project in 202 weeks
Z score=(202 wks – 181 wks)/43 wks
Z score=0.49
Probability : 0.68793
H. Brief summary
To: Senior Manager
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From: Project Manager
Date: 7th December 2017
The findings of the project management report that the new construction project will
possibly take 181 wks in completion following critical paths B−D−G−K −M. As per the
analysis, if project start on 6th December 2017 than it will be complete on 25th May 2021. In
order to assure timely completion, the key concern is that all the critical activities must complete
on scheduled date to overcome unnecessary delay. It is because, on such activities, slack is not
available to the team. Construction projects subjected with multiple kinds of risks such as
resource constraints, unfavorable weather, lack of expert people and specialists and
environmental risks. Therefore, all the things must be properly examined and managed to not to
delay the project. In despite of this, as the project will take 181 wks that is a long period, hence,
it is possible that over the time, material may be available at higher rate than managerial
expectations which may exceed actual costs. Besides this, the probability analysis discovered
that completing a project within 190 and 202 wks has a probability of 0.58317 and 0.68793.
In order to complete by the decided date, it is necessary regularly track the progress
through project progress reports. It must present information regarding percentage of completion,
behind or above the schedule, cost and schedule variances so that, team can determine that which
areas needs to be focused and improved to assure timely completion. In addition, supervisors and
other seniors must monitor their subordinates work progress and success to assess that whether
cost is under control or not and project is undertaken in line with the set schedule or not. In order
to create a correct cost plan, construction project often create some reserves for contingencies.
Thus, it is better to suggest that university must create some reserve, so that, it can meet financial
risks due to sudden increase in material charges, construction supplies, high borrowing cost and
others. By this way, the work can managed successfully and targets can achieved easily.
CONCLUSION
The report analyzed that no-doubt; functional manager and project manager needs sound
coordination, strong bonding and trustworthy relationship with each other. They must consider
each other’s role equally important and mutually committed towards achievement of project
goals. However, in practical world, there are power struggle between line manager and project
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manager, which negatively affects the project success rate. Lastly, the practical application of
MS project found that University will take 181 wks to complete its campus construction project.
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REFERENCES
Books and Journals
Anbari, F. and et.al., 2009. Managing cross cultural differences in projects. Proceedings PMI
Global Congresss North America.
Brown, K.A. and Hyer, N.L., 2010. Managing projects: a team-based approach. McGraw-Hill.
Cusworth, J.W. and Franks, T.R., 2013. Managing projects in developing countries. Routledge.
Garel, G., 2013. A history of project management models: From pre-models to the standard
models. International Journal of Project Management. 31(5). pp.663-669.
Girard, J. and Girard, J., 2015. Defining knowledge management: Toward an applied
compendium. Online Journal of Applied Knowledge Management. 3(1). pp.1-20.
Kandelousi, N.S., 2011. Key success factors for managing projects. World Academy of Science,
Engineering and Technology, International Journal of Social, Behavioral, Educational,
Economic, Business and Industrial Engineering. 5(11). pp.1541-1545.
Kerzner, H., 2004. Advanced Project Management: Best Practice on Implementation. John
Wiley & Sons.
Krishna, S., Sahay, S. and Walsham, G., 2004. Managing cross-cultural issues in global software
outsourcing. Communications of the ACM. 47(4). pp.62-66.
Lückmann, P. and Färber, K., 2016. The impact of cultural differences on project stakeholder
engagement: a review of case study research in international project
management. Procedia Computer Science. 100. pp.85-94.
Marle, F. and Vidal, L.A., 2016. Managing Complex, High Risk Projects. Springer.
Ochieng, E.G. and Price, A.D.F., 2010. Managing cross-cultural communication in multicultural
construction project teams: The case of Kenya and UK. International Journal of Project
Management. 28(5). pp.449-460.
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Stoshikj, M., Kryvinska, N. and Strauss, C., 2014. Efficient managing of complex programs with
project management services. Global Journal of Flexible Systems Management. 15(1).
pp.25-38.
Zhao, X., Hwang, B.G. and Phng, W., 2014. Construction project risk management in Singapore:
resources, effectiveness, impact, and understanding. KSCE Journal of Civil
Engineering. 18(1). p.27.
Zwikael, O., Shimizu, K. and Globerson, S., 2005. Cultural differences in project management
capabilities: A field study. International Journal of Project Management. 23(6). pp.454-
462.
Online
Chung, E., 2017. Functional VsProjectizedVs Matrix Organizations for PMP Exam. [Online].
Available through: <https://edward-designer.com/web/functional-vs-projectized-vs-
matrix-organizations-for-pmp-exam>.
Jackline. 2014. Difference between a Project Manager and A Line Manager. [Online]. Available
through: <https://www.whizlabs.com/blog/difference-between-a-project-manager-and-
a-line-manager>.
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