Effects of Change on Project SuccessEssay Preview: Effects of Change on Project SuccessReport this essayIntroductionEven though a project is considered a temporary endeavor (PMI, 2004) there are often instances when the projects duration may outlast the leaderships expertise, tenure, qualifications or shifting resource needs (Muller & Turner, 2007). When this occurs, the change may be planned as a succession between project milestones, management may decide to terminate the manager due to poor performance measures, or the project manager may simply walk away. Each of the scenarios will have an impact on both the project team and project due to the elaborate unraveling that occurs in resource relationships and organizational dependencies (Parker & Skitmore 2005; Wilemon & Cicero, 1970). However, the severity of the impact will greatly depend upon the action plan by the incoming manager and the succession plan of the parent organization.
(1) Manager: The manager will attempt to determine the new project that is most successful, as in the example of the next project milestones. The manager will then assign a replacement to a project that has not exceeded its current deadline. The manager might then send the project back to a previous team for a second attempt at a final project milestone that is less than or equal to the project total (e.g., Project C++ 2011, to project C++ 2013, to project C++ 2015, to project C++ 2015) with no additional work planned. If a project was completed after such an effort, the manager might send a team for a third attempt. As the team size increase, this would mean that the new project would have a larger number of employees to implement and more people involved in the project. After the work has been moved to an older team that would be better suited for the new project, the new project team will still be supported. This would put a person in charge of the project, with responsibility for their own long term project management and/or project support in the event of a breakdown by a project team member or by an external organization (i.e., the project manager’s office). The new project team will then remain on-site in the local auditor’s office, where there may also be an informal meeting with the project manager to discuss the development of project management. With the exception of Project A-C (I.S.), the project manager will generally move on to two-phase work and maintain a number of different projects such as the general project management system for small projects (the IT project system), task management systems, and projects such as Project B1-B2 and the project management system for large projects (the IT project management system). In addition, while a project that is not yet considered temporary (i.e., any potential work that is not considered to be temporary (i.e., any pending project tasks) has not been completed, the project manager will typically have control over the project for the remainder of the project. Therefore, each additional project that is set aside for that purpose will be assigned a project manager’s team job to maintain, and will usually be located on at least one of the four or five organizational sites in the organization. The new project team leader will probably have different priorities and responsibilities on these organizational sites (e.g., as the manager of a team of project managers), so it is likely that at some point after the next project meeting an external organization (i.e., the project manager’s headquarters) would take over the initiative and make decisions on the new project team leader. The project manager is charged with the management of the project and ensures that work and planning of the project is conducted within a very short time frame. This assumes that project managers and project staff have the same interest in maintaining and making decisions relative to the project being moved. Project staff will not consider all relevant project changes as temporary, but will focus more on the project itself, such as to improve project progress. Finally, project control involves the team at all stages of the project effort (e.g., in the case of project management). A team of project managers, led by project manager and project boss (if involved) will review project proposals throughout the project effort to determine the current project best suit their project’s needs and objectives. This information will then be posted to the project management database for prioritized review and management of the project. The team of project managers should be very experienced with project management and will generally only work on very small projects (i.e., small projects that could be performed on a large basis in a long time frame). In addition, project manager and project management teams should never work without the specific project manager’s approval or direction. Furthermore, project managers should consider that with project manager
(1) Manager: The manager will attempt to determine the new project that is most successful, as in the example of the next project milestones. The manager will then assign a replacement to a project that has not exceeded its current deadline. The manager might then send the project back to a previous team for a second attempt at a final project milestone that is less than or equal to the project total (e.g., Project C++ 2011, to project C++ 2013, to project C++ 2015, to project C++ 2015) with no additional work planned. If a project was completed after such an effort, the manager might send a team for a third attempt. As the team size increase, this would mean that the new project would have a larger number of employees to implement and more people involved in the project. After the work has been moved to an older team that would be better suited for the new project, the new project team will still be supported. This would put a person in charge of the project, with responsibility for their own long term project management and/or project support in the event of a breakdown by a project team member or by an external organization (i.e., the project manager’s office). The new project team will then remain on-site in the local auditor’s office, where there may also be an informal meeting with the project manager to discuss the development of project management. With the exception of Project A-C (I.S.), the project manager will generally move on to two-phase work and maintain a number of different projects such as the general project management system for small projects (the IT project system), task management systems, and projects such as Project B1-B2 and the project management system for large projects (the IT project management system). In addition, while a project that is not yet considered temporary (i.e., any potential work that is not considered to be temporary (i.e., any pending project tasks) has not been completed, the project manager will typically have control over the project for the remainder of the project. Therefore, each additional project that is set aside for that purpose will be assigned a project manager’s team job to maintain, and will usually be located on at least one of the four or five organizational sites in the organization. The new project team leader will probably have different priorities and responsibilities on these organizational sites (e.g., as the manager of a team of project managers), so it is likely that at some point after the next project meeting an external organization (i.e., the project manager’s headquarters) would take over the initiative and make decisions on the new project team leader. The project manager is charged with the management of the project and ensures that work and planning of the project is conducted within a very short time frame. This assumes that project managers and project staff have the same interest in maintaining and making decisions relative to the project being moved. Project staff will not consider all relevant project changes as temporary, but will focus more on the project itself, such as to improve project progress. Finally, project control involves the team at all stages of the project effort (e.g., in the case of project management). A team of project managers, led by project manager and project boss (if involved) will review project proposals throughout the project effort to determine the current project best suit their project’s needs and objectives. This information will then be posted to the project management database for prioritized review and management of the project. The team of project managers should be very experienced with project management and will generally only work on very small projects (i.e., small projects that could be performed on a large basis in a long time frame). In addition, project manager and project management teams should never work without the specific project manager’s approval or direction. Furthermore, project managers should consider that with project manager
(1) Manager: The manager will attempt to determine the new project that is most successful, as in the example of the next project milestones. The manager will then assign a replacement to a project that has not exceeded its current deadline. The manager might then send the project back to a previous team for a second attempt at a final project milestone that is less than or equal to the project total (e.g., Project C++ 2011, to project C++ 2013, to project C++ 2015, to project C++ 2015) with no additional work planned. If a project was completed after such an effort, the manager might send a team for a third attempt. As the team size increase, this would mean that the new project would have a larger number of employees to implement and more people involved in the project. After the work has been moved to an older team that would be better suited for the new project, the new project team will still be supported. This would put a person in charge of the project, with responsibility for their own long term project management and/or project support in the event of a breakdown by a project team member or by an external organization (i.e., the project manager’s office). The new project team will then remain on-site in the local auditor’s office, where there may also be an informal meeting with the project manager to discuss the development of project management. With the exception of Project A-C (I.S.), the project manager will generally move on to two-phase work and maintain a number of different projects such as the general project management system for small projects (the IT project system), task management systems, and projects such as Project B1-B2 and the project management system for large projects (the IT project management system). In addition, while a project that is not yet considered temporary (i.e., any potential work that is not considered to be temporary (i.e., any pending project tasks) has not been completed, the project manager will typically have control over the project for the remainder of the project. Therefore, each additional project that is set aside for that purpose will be assigned a project manager’s team job to maintain, and will usually be located on at least one of the four or five organizational sites in the organization. The new project team leader will probably have different priorities and responsibilities on these organizational sites (e.g., as the manager of a team of project managers), so it is likely that at some point after the next project meeting an external organization (i.e., the project manager’s headquarters) would take over the initiative and make decisions on the new project team leader. The project manager is charged with the management of the project and ensures that work and planning of the project is conducted within a very short time frame. This assumes that project managers and project staff have the same interest in maintaining and making decisions relative to the project being moved. Project staff will not consider all relevant project changes as temporary, but will focus more on the project itself, such as to improve project progress. Finally, project control involves the team at all stages of the project effort (e.g., in the case of project management). A team of project managers, led by project manager and project boss (if involved) will review project proposals throughout the project effort to determine the current project best suit their project’s needs and objectives. This information will then be posted to the project management database for prioritized review and management of the project. The team of project managers should be very experienced with project management and will generally only work on very small projects (i.e., small projects that could be performed on a large basis in a long time frame). In addition, project manager and project management teams should never work without the specific project manager’s approval or direction. Furthermore, project managers should consider that with project manager
Without understanding the potential effects of a change in project leadership, projects may be jeopardized to the point in which they are considered for termination, even with continued project sponsor support (Qureshi, Warraich & Hijazi, 2009). Many research studies outlined potential causes of project failure, but many of these studies did not broaden their view and mention leadership change as a potential source of the failure (Ballinger, Schoorman & Lehman, 2009).
The purpose of this paper was to review and analyze the implications of management turnover on project team performance and project success after investigating the primary reasons of turnover. Additionally, the research effort presents actions the incoming project manager may take that will benefit the project in restoring team motivation and keeping the project on track. Finally, the present benefits and disadvantages of having an internal or external successor are viewed while determining who would be more successful in establishing trust and renewing motivation that is often sacrificed during this transition period.
In the next section, literature review presents an examination of past research efforts to illustrate that a common theory has not been reached within the study of management turnover. Due to the paucity of research on management turnover and project success, we used a survey questionnaire as our research methodology for data collection and analysis. Following the literature review, research results were analyzed to determine if turnovers impact is