Project Management: EWS Organization Case Study

Running head: PROJECT MANAGEMENT 1
Project management
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PROJECT MANAGEMENT 2
Project management; EWS organization case study
The authentic leadership style to use in the project would be pacesetting and democratic.
Compared to commanding, pacesetting allow both the leader and the manager to set objectives
during the project and achieve them all together. This kind of leadership style gives rise to
performance. Pacesetting advantageously provides the organizational structure as required in the
new EWS markets. Since the project manager is needed to assess and updates current
arrangements to accommodate the expanded monitor, pacesetting as a style would help the
project manager to assign the duty to every essential head of each department. Use of command
style of leadership may risk the project. The scared employees may fear for their safety and
might be at risk, but at the same time, they would perform due to pressure from the project
manager. Since the project in the EWS case study is not a military project but rather a result
oriented project the best style of leadership would be pacesetting (Todorović et al. 2015).
Democratic would be a perfect second style. Considering that the organization has tried
out such projects in foreign places like the Chinese branch. Such collaboration is proof that this
company in itself and the surrounding brushes shoulders with experts. Through democracy, the
company can engage them so that the professional opinions given by each can quickly solve the
problem space created by the project. Although it might be difficult to determine whose decision
might be perfect as the project manager, the final decision is always easy to make when there are
better options (Todorović et al. 2015).
Tools and techniques
Crawford slip adaptation
Crawford slip adaptation specifically involves generating as many ideas as possible for
the project without evaluating either of the views. With the kind of expertise that is available

PROJECT MANAGEMENT 3
within the company, it is easier for the head of departments and the leaders to draw ideas about
the project. Once a proposal is out on how the project will be conducted with the role that will be
played by each person, as the project manager relate the situations with where they might apply
best. The significant ones are paired side-by-side giving each the power and the focus for
analysis. This technique is a perfect way of getting a lot of ideas within a very short duration of
time. With the little duration that the EWS has the method is an ideal way out.
The project manager can also use the success-failure technique. Usually, stakeholders and
clients have a criterion of determining how successful a project is. The parameter used include if
the project is within the designed quality, time and the predicted budget. As a project manager,
one should set targets for each member of the team, as a technique to reach the set goals. When
each of them achieves, that is a success without considering what the stakeholders think. At the
end of the project when everyone in the project team reaches their target, it will be clear that all
the criteria used by the stakeholder to determine the success of the project shall have been duly
achieved.
Communication techniques during the project
Since communication should be all overflow from the top stakeholder of the EWS to the
lowest positions in the project, there should be the distribution of communications
responsibilities. A list of all stakeholders involved with the project will be put down. The project
change in the communication process is that in this case, the PM becomes the CEO and all the
other stakeholders are answerable to him. He is given the final project report and has to make
decisions from the same. Reports are made by the respective heads of the project. Different
project heads are responsible for communicating for their teams and making statements
regarding budgeting, timing and other valuable information regarding the project. Each team