Executing a Project: Team Selection, Development and Conflict

This report provides a comprehensive overview of project execution, focusing on critical aspects such as team selection criteria, including attendance and efficiency. It details various team development tools and techniques, specifically highlighting the use of communication technology, colocation, and virtual teams, along with their respective feedback. The report delves into conflict management strategies, addressing common issues like working in silos and miscommunication, and the project manager's role in resolving these conflicts. Furthermore, it outlines the project manager's responsibilities in directing and managing project work, including coordinating with the project management team and reviewing the impact of project alterations. The report concludes by identifying essential tools and techniques, such as meetings and expert judgment, utilized during project execution. This report showcases real-world project management practices, providing valuable insights into achieving successful project outcomes. This report is an example of the type of assignments available on Desklib.

Running Head: EXECUTING A PROJECT 1
EXECUTING A PROJECT

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1. Project Team selection criteria
The following are some of the criteria that is used to rate the team members in the project
team:
- Attendance: It is one of the most important criteria that helped me to look whether the
team member showed up in the project on time or not. Team attendance is considered
to be one of the most important performance metrics also.
- Efficiency: To find out the efficient and potential team member it was observed if
they were able to handle and finish the project on stipulated time with the available
resources.
- The quality- It is regarded as one of the most important criteria among all but it is also
one of the most difficult one to define. The potential team members were the ones
who cared about what they did and were engaged completely in the project so they
performed well (Guide, 2001).
2. Project Team development
There were mainly three tools and techniques use namely: Communication technology,
Colocation and virtual teams.
Collocation- It mainly involved placing the team members who were active in the team in the
similar physical location for improving their ability for performing as a team. The collocation
strategies included a team meeting room, and also other things that improved communication
so that they were able to deliver the expected deliverables of the project by L & N Steak
Tavern.

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Feedback- The feedback about this was quite positive by the team members as it served as
one of the most important medium during the critical time of the project.
Virtual team- We got much more skilled employees from different geographical locations
that were able to lay out the restaurant design and the effective advertising and marketing
plan. The virtual team also helped the offline team in terms of assisting them to the day-to-
day operations and selecting the proper eating utensils, napkins and etcetera.
Feedback- The feedback regarding this by the team members were mixed because some faced
communication problems with the virtual teams while others concluded it as one of the most
effective medium.
Communication technology- It helped to build a peaceful environment. Few of the
communication technology that was used for the project are as follows: Video conferencing it
was the medium used by the virtual team because it was quite effective. Chat/email was also
used for the regular communications as it was quite efficient (Cameron & Green, 2015).
Feedback- Video conferencing and the other chat medium such as email proved to be quite
good for the team members as their communication became quite smooth.
3. Conflict management
It has been observed that conflict is one of the most inevitable situations that take place in
every project. One of the most common conflicts that took place in this particular project was
the working in silos. Most of the team members in this project worked individually in their
project so they did not get any such scope to interact with other group members in the project.
It caused conflict amongst the group as the members became quite annoyed about a single
persons contribution because they were not all communicating with the rest of the group.
Hence, miscommunication also took place. The project manager used some of the tactics for

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resolving this conflict such as: The project manager brought the team together for discussing
about the project status, the project manager also encouraged them to help each other in the
project and the project manager also embraced the conflict as it is the first step towards
conflict resolution (Wallensteen, 2018).
The skills that were used to resolve the conflict were: Being aware and respecting the
differences, emotional awareness and the ability of quick stress relief.
4. Project work
It has been observed that managing and directing a project work is one of the main
responsibility of the project manager when a project is being executed.
My role in directing and managing the project work included coordinating with the project
management team, managing the various organizational and technical interfaces that exists in
the project and also directing the performance of the planned project activities. I reviewed the
impact of all the alterations in the project along with the implementation of the approved
changes that consisted of the preventive action, corrective action and defect repairing. At the
time of the project execution the data of the work performance were collected and
communicated to the applicable controlling processes for the purpose of analysis.
The tools and techniques that will be used are:
Meetings- It will be mainly used for discussing and addressing some of the main topics when
project work will be directed and managed. The attendees of this meeting will consist of:
Stakeholders, project manager, and the project team.
Expert judgment- The expertise will be considered from the people with the exceptional
expertise and knowledge in some of the topics such as: Legal and procurement, technical
knowledge, and organizational governance.

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References
Cameron, E., & Green, M. (2015). Making sense of change management: A complete guide to
the models, tools and techniques of organizational change. Kogan Page Publishers.
Guide, A. (2001). Project Management Body of Knowledge (PMBOK® GUIDE). In Project
Management Institute.
Wallensteen, P. (2018). Understanding conflict resolution. SAGE Publications Limited.