MBA642 Reflective Journal: Analyzing Project Management Behaviors

This reflective journal analyzes project management behaviors categorized as good, poor, and ugly, based on real-world scenarios and standard project management principles. The analysis focuses on a college sports event project, examining team dynamics, leadership, and conflict resolution. The first case highlights exemplary leadership in team design and conflict resolution, emphasizing the importance of communication and addressing team member concerns. The second case discusses poor project behavior due to resource scarcity and lack of contingency planning, stressing the need for transactional leadership and alternative plans. The third case examines unacceptable behavior involving manipulation and personal conflicts within a team, underlining the importance of diversity management and constructive conflict resolution. Each case concludes with lessons learned for project management practice, emphasizing proactive leadership, resource planning, and conflict management to ensure project success. Desklib provides access to similar solved assignments and past papers to help students excel in their studies.

Running head: PROJECT INITIATION PLANING AND EXRCUTION
PROJECT INITIATION PLANING AND EXRCUTION
Name of the Student
Name of the University
Author Note

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Table of Contents
Introduction:...............................................................................................................................1
1. Exemplary good project behaviour:.......................................................................................1
Description of the context and the case..................................................................................1
Critical reflection for identifying the behaviour as good, bad or ugly...................................2
The lessons learnt for project management practice..............................................................3
2. Poor project behaviour:..........................................................................................................3
Description of the context and the case..................................................................................3
Critical reflection for identifying the behaviour as good, bad or ugly...................................4
The lessons learnt for project management practice..............................................................4
3. Bad or ugly project behaviour:...............................................................................................5
Description of the context and the case..................................................................................5
Critical reflection for identifying the behaviour as good, bad or ugly...................................5
The lessons learnt for project management practice..............................................................6
Conclusion:................................................................................................................................7
References:.................................................................................................................................9

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Introduction:
The paper analyses some project related case to discuss some project behaviour and
categorize them in terms of good, poor and ugly or bad behaviour. This categorization has
been done with reference to standard project management principles. Three case have been
selected here which is based on a project of organizing a sport event in college. This project
has been selected as this will help to analyse the cases better because of personal experience
and interaction with the project. The analysis of the cases has been done in a systematic
manner. Fist the context of the case has been analysed, then the justification has been
provided behind selecting the behaviour as good, poor or ugly in that particular case followed
by lesson learned for the project management behaviour. The same style has been followed
for all the three cases analysed here in the report.
1. Exemplary good project behaviour:
Description of the context and the case
The context of the case is related to the organization of a sport event in college and I
was a part of the project as well.
As the event was decided to be an extravagant one, there was required to form a team
to manage several aspect of the project. The head of the college sport department was
selected as leader to manage the project. He formed three different team to serve different
requirements such as finance, student coordination, logistics management, food management
as well as waste management.
Although team members were assigned role, the leader interacted with each and every
one to identify if everyone has understood the role and responsibility properly or not. He also
investigate about if everyone is satisfied with the role or not. After the interaction it was
revealed that 2 members in the student coordination team is was not satisfied with the team

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design as they though that the distribution has not been done properly and the leader was
particularly biased in assigning the role of finance management to 3 of the team member even
though they were having the relatively less experience than 2 of them. Hence this position
would have been assigned to them if there was no biasness.
The leader then explained in details to them that the position of student coordination
is as important as the position of finance management. Hence he wanted someone in the
student coordination team who have experience in this context and they were the most
experienced in this aspect as they already have done this before. The other three persons who
were assigned to the finance team does not have experience in this aspect. Otherwise there
was no reason behind the team distribution rather than designing a balanced team based on
experience and efficiency for effective project execution and project success.
Critical reflection for identifying the behaviour as good, bad or ugly
The leader here has set an exemplary good behaviour as it will ensure effective team
design and team collaboration (Todorović et al. 2015). If the issue was not identified by the
leader, there was possibility of conflict within the team which means teams would find it
difficult to work effectively and increase productivity (Aga, Noorderhaven and Vallejo
2016). However as the leader was quick to interact with team members it was easier for him
to identify the issue and solve it properly with providing justification for the choice. As the
reason for roles and responsibility distribution became clear to the team members who
thought of bias, they agreed to set aside the differences and work effectively to ensure tem
goal as well as project goal (Pat Holahan and Ann Mooney 2018).

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The lessons learnt for project management practice
The role of leader should not only be limited to the team formation and team
supervising, he or should be able to identify issue within the team and make sure that each
and every team members are satisfied with roles and responsibilities and this should be done
with effective interaction and communication with the team members (Humphrey et al.
2017). Apart from finding issue, leader should also resolve those issues effectively to ensure
proper environment for team work and team collaboration for the project.
2. Poor project behaviour:
Description of the context and the case
The context of this case is also related to the same project identified in the previous
section.
The progress of the project was running smoothly. The estimated budget was also
secured from funding and sponsorship. However two team members informed few days
before that they would not be able to appear for 2 days. As there was not any prior
information and backup was not available to substitute their work. Now it was poor
behaviour form the team member but the project manager should be accounted for this as
well. Because it is always important to have proper backup plan as project based work should
always have plan b if plan have some issues and need to be modified for project progress.
The context of this case is also related to same project referred in the first case. Here
the context of the case is related to the resource scarcity.
As the preparation for the event was in full swing, there was no way to allow delay in
the project. However one member from the filed preparation team was absent and there was
no one available to replace that role as every team was busy in their own work. Even there

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was no alternate plan for that as the project manager did not take that into account while
developing the schedule for the project.
Critical reflection for identifying the behaviour as good, bad or ugly
Here the manager lacks transactional leadership skills. Hence he was not efficient in
preparing the schedule for the project and also lacked proper panning (Lee et al. 2015). If the
manager had proper skill, he would have definitely took resource scarcity in the project
schedule planning (Pat Holahan and Ann Mooney 2018).
If there was an alternative plan then he could have find substitution for that effectively
to make sure that the project is completed within time. Hence this behaviour of the manager
is poor in the context of project management and project leadership (Dominick, Lechler and
Aronson 2004).
The lessons learnt for project management practice
Resource scarcity is an important issue to be recognized in any project based work.
Hence planning for the project should take this into consideration, especially when designing
project schedule. There should always be an alternative plan along with the primary plan so
that it is possible to deal with issues like resource scarcity, especially human resource without
compromising with project progress and quality and finish the project within time.
Hence project manager should apply his or her transactional leadership qualities
while designing project schedule to ensure effective project planning in terms of resource
estimation, resource substitution and resource arrangement for achieving success in the
project as a project manager as well as a project leader.

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3. Bad or ugly project behaviour:
Description of the context and the case
The context of this case is also related to the project that has been discussed in the
earlier section of the report. The behaviour related to this case is identified as ugly or bad as
the behaviour is not justified at all, especially in the context of professional project
management behaviour.
In the finance team of the project, out of eight team member two member were friends
of each other and there were one member who had personal issue with one of the two friends.
So they were not satisfied to work with him. Hence when he went to them for some project
related help as they were experienced, he was manipulated by them by wrong information. If
they had issue with him they could have just denied to help him. But they provided him
wrong information deliberately so that they could prove that he is not fit for the work and he
should not be included in the team.
Critical reflection for identifying the behaviour as good, bad or ugly
This behaviour is not acceptable at all as it is not professionally justified. First of all,
in professional aspect team members should not prioritize personal issues as long as it is not
affecting team work and team goal (Yeung, Fung and Chan 2015). However, even If they had
issue with the team member they should have discussed it with the team leader rather than
misguiding him to prove that he is not worth of the position that he has been assigned with.
This kind of activities not only affect the team work but also destroy environment to allow
constructive conflict enrich team knowledge and team collaboration (Pinha and Ahluwalia
2018). As a result team diversity, instead of enhancing team work, creates issues for the
project itself which leads to destructive conflict within the team. Hence this behaviour has
been termed as ugly or bad for the project (Holahan and Mooney 2018).

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The lessons learnt for project management practice
Diversity in the team is important for improving team knowledge and experience to
increase team productivity. However with added benefits, diversity also has issues as
identified in this case. When adding diversity it should be made sure that the team is
accounted with the diversity and its need for the team (Kerzner and Kerzner 2017). Hence in
this context team members needs to be motivated to work effectively in team and set aside all
the personal conflict if any as the focus should be on the team work and team goal.
Team members have to be motivated as well to discuss issues within the team and
with the team leader as well. They should allow each other to share knowledge within team
and increase their knowledge through communication and interactions. Leader has to take the
responsibility to effectively manage conflicts within team so that it does not encourage
destructive conflict where there is less chance of accomplishing team based goal through
effective team work and knowledge sharing (Kerzner and Kerzner 2017). Hence this need to
be properly reviewed and if there is any issues identified, no matter how less significant it
seems, this should be resolved properly so that it is easier to achieve success in the project.

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Conclusion:
The analysis of three cases have brought several important and key points about
successful project executions, team behaviours, leadership qualities and team work.
According to the analysis of the first case it is concluded that leadership plays an
important role in the execution of any project. A leader should have the ability to always lead
from the front and take responsibilities for identifying issues within team and resolving them
efficiently with expertise. One of the major issues in any team building and team leading is
the identification of cause behind team conflict and resolve them properly before it could
affect the project progress and project success. One of the most important and effective
strategy for resolving team conflict is to identify if the distribution of roles and responsibility
is proper within the team and each and every member is satisfied with that. This has to be
make sure by the leader himself or herself and for this a leader should always have an
exceptional transformation leadership skill.
Another important point according to this assessment is that, in project based work
resource scarcity, especially human resource is a major problem if not identified or planed
properly with effective resource allocation. Hence it is concluded that resource planning have
to be proper and there should be scope for proper resource substitution in the actual project
planning. Hence it is important to have an alternate plan that specifies what exactly need to
be done in case original plan has issue. Transactional leadership skill helps a leader to plan
properly which ensures success in the project. Hence it is concluded that apart from
transformational skill a leader should also have transactional skill as well to become
successful leader and resolve issues effectively and efficiently within a project.
When working in a team it is necessary to set aside personal issues and focus on
collaborative team work. If a team does not ensures collaborative work, team work will not
be effective. Team work plays an essential role in team based project to decide whether the

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project will be successful or not. While adding diversity in a team it is duty of the leader to
identify if team members are willing to work in such a diversity and ensure successful team
work. If this is not ensured it will create differences within team and there will be conflict
within the team. Hence this issue have be properly assessed to ensure effective team work
and project success.

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References:
Aga, D.A., Noorderhaven, N. and Vallejo, B., 2016. Transformational leadership and project
success: The mediating role of team-building. International Journal of Project
Management, 34(5), pp.806-818.
Dominick, Peter., Lechler, Thomas. and Aronson, Zvi., 2004. PROJECT
CHARACTERISTICS AND PROJECT LEADERSHIP: Understanding Sources of Uncertainty
in Project-Based work. [ONLINE] Available
at: https://web.stevens.edu/ses/documents/fileadmin/documents/pdf/Project
%20characteristics%20and%20project%20leadership.pdf. [Accessed 5 December 2018].
Holahan, Pat. and Mooney, Ann., 2004. Conflict In Project Teams: Gaining The Benefits,
Avoiding The Costs. [ONLINE] Available at:
https://web.stevens.edu/ses/documents/fileadmin/documents/pdf/Project%20characteristics
%20and%20project%20leadership.pdf. [Accessed 5 December 2018].
Humphrey, S.E., Aime, F., Cushenbery, L., Hill, A.D. and Fairchild, J., 2017. Team conflict
dynamics: Implications of a dyadic view of conflict for team performance. Organizational
Behavior and Human Decision Processes, 142, pp.58-70.
Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.
Lee, C.C., Lin, Y.H., Huang, H.C., Huang, W.W. and Teng, H.H., 2015. The effects of task
interdependence, team cooperation, and team conflict on job performance. Social Behavior
and Personality: an international journal, 43(4), pp.529-536.
Pinha, D.C. and Ahluwalia, R.S., 2018. Flexible resource management and its effect on
project cost and duration. Journal of Industrial Engineering International, pp.1-15.

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Todorović, M.L., Petrović, D.Č., Mihić, M.M., Obradović, V.L. and Bushuyev, S.D., 2015.
Project success analysis framework: A knowledge-based approach in project
management. International Journal of Project Management, 33(4), pp.772-783.
Yeung, D.Y., Fung, H.H. and Chan, D., 2015. Managing conflict at work: comparison
between younger and older managerial employees. International Journal of Conflict
Management, 26(3), pp.342-364.