This paper will walk through the simulation project experience, discuss lessons learned and key take ways from the project. The project simulation was designed to challenge project managers in a life like simulation of project management. It challenges a Project Manager to take over and manage an existing project within a global company. The simulation ran the project manager through the full life cycle of a project. It began with identifying all project stakeholders and project requirements in which the project manager must base decisions on.
The project manager was given thought-provoking scenarios of project planning, budget, schedule, risk, quality, resource allocation and scope. It was left to the project manager to make decisions from the WBS, project charter, vendor contracts, risk register and budget. Within the scenarios many conflicts, communication issues, budgeting requests and team dynamics challenged the project manager and project’s overall success. Key Decisions Made
As the project scope was laid out, the project manager was quickly pressed to make decisions on project planning, budgeting, valid schedule creation, risk management, quality assurance, and resource allocation. Many documents were sent for the project manager to use in decision making. Making decisions for the project schedule and the budget were key in the success or failure of the project. While working through the software based schedule and budget tool, it was easy to get caught up in all choices and not reflect wholly on what was included in the project WBS, project charter, vendor contracts, and risk register.
Hasty decision making within project planning and cost projecting set this project up for future problems. Score Breakdown The Double Master project simulation was a great experience and I found it a bit more real life than I had imagined. I found that the same problems plague projects in simulation as in real life. The simulation held many valuable learning opportunities. The areas in which I received low scores were in project scheduling, financial decision making, and communication across cross cultural teams. My scores respectively, were not terrible, but show areas that need improvement.
My scores were higher in decision making and schedule completion than in financial decision making, although; each area presents an opportunity to better myself as a project manager. (Appendix A) Lessons Learned Successes In receiving the final scores and comments from the simulation it was clear and easy to note what methodologies that were successfully deployed with in the project. Overall decision making and schedule completion were the successes of this project. Decision making based on project management development, resource allocation, communication styles and team dynamics were highlights of the ultimate scores.
The project was completed after the optimum deadline, although not totally out of the window of opportunity. Areas for Improvement My simulation scores show the area of most need for improvement in the areas of cost projecting and financial decision making. While working on the project in the beginning. I do not believe that I spent enough time with the work breakdown schedule and the project charter, as the project was behind schedule for the full duration of the project life cycle requiring multiple revisits to request further funds to cover project costs.
It will be in my best interest in future projects to familiarize myself fully before determining financial needs. WBS As the project planning ramped up the use of the work breakdown structure (WBS) is designed to help the project manager to capture project tasks in a visual and organized manner. The work breakdown structure is a highly regarded tool for project managers, as it is a visual depiction of all the deliverables to be provided with the fulfillment of the project.
The WBS is one of the most important documents created near the beginning of the project life cycle and is used throughout the project “as a checklist to determine what deliverable have and have not been completed or accepted” (Kerzner, 2013. p. 541). It was quickly apparent as the project progressed that I had not spent enough time with the work breakdown structure to identify task that were at risk for delay. Project Scheduling Project scheduling requires that the project manager fully understands of the scope of the project while employing the use of methods and tools to be successful in the scheduling plan.
Using different tools to help map a plan, that is also easily viewable and quickly referenced, helps keep a project on track. The use of a Gantt chart which provides a graphical illustration of a schedule that helps to plan, coordinate, and track specific tasks in a project is invaluable to a project manager. It includes tasks, resources, dates, the person assigned to the task and relationships between tasks. The simulation proposed challenges to the schedule throughout the entire project life cycle, making difficult decisions for the project manager and requiring changes to the schedule.
The changes to the schedule created new critical paths throughout the duration of the project. Manipulating these changes to then stay in the confines of the triple constraints was difficult and created scope creep. Cost Projecting and Financial Decision Making Cost projecting and financial decision making are important elements of every project. The cost of the project is the projected amount of monetary funds that will be necessary to complete the project. A cost analysis may include various items, such as: salaries, supplies, equipment, materials, sub-contractor rates, etc. (WordPress, 2011).
The use of tool and methods to effectively predict the costs can be difficult. The final project budget did not go over the final budgeted amount, nonetheless the further use of estimating methods and tools to determine costs of overages would have been beneficial to the bottom line. Best Practices Triple Constraints The challenge of every project is to complete the assigned work successfully within the projects set constraints. All projects have common general objectives also known as the project triple constraints; scope, time and cost. These three factors work as a connected group.
If any one of these factors is changed within the project, it will create a change in the other two. The project manager must understand how to balance the three factors to allow for the successful planning and execution of a project. These are the key factors of a successful project no matter how large or small the project is. They will determine if a project is successful. “The success of the project should be measured in terms of completing the project within the constraints of scope, time, cost, quality, resources, and risk as approved by the project managers and senior management” (PMI, 2013. P. 35).
Risk Management All projects are subject to the effects of uncertainty. Uncertainty creates the need for organizations to be aware of the many different types of risk they will be challenged with for the duration of the project. Understanding what risks are within the project each of these processes and how to apply them will give organizations an edge in controlling all types of risk within a project. Unfortunately, even with the best tools there is no way to remove all risk from a project.
Consequently, “the importance of including clear communication procedures in the risk management process cannot be overemphasized. ” (Kiser & Cantrell 2006, p. 17). In conclusion, project teams should remember that risk management has many tools and techniques however it is not a difficult process. The best strategy to follow for effective risk management is to have a well-defined process that focuses on the overall project objectives and is communicated throughout the project. Communication and Conflict Resolution
Communication with stakeholders can make or break a project. Even with the best project planning, scheduling and budgeting, without superior communication a project can fail. The simulation also brought to light the need for extraordinary communication skills. The project simulation laid out some important issues around team dynamics and communication. It made it even more important as this project was also across many different cultural teams. Handling conflict in project management is an area that not only takes effort but experience.
I will need to focus on these concepts to help develop a more professionally mature approach to dealing with conflicts within project management. Cultural differences have strong effects on individual personality and behavior, as well as on organizational culture (Hofstede, 2001). These differences can be a significant barrier for a global project manager. Failure to understand and adapt to these differences may result in undesired outcomes, which can have adverse effects on performance. It is important for a project manager to understand differences and similarities in their workforce to manage effective and efficient teams.
Conclusion The project simulation was designed to challenge project managers in a life like simulation of project management. Overall the project simulation was an excellent experience and really challenged me to work with and embrace methods and tools that are pertinent to successful project management. It will help me become a successful project manager by keeping at the forefront, the key takeaways from the project that include scheduling, cost projecting, financial decision making and communication.
