Behaviors in scheduling
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4. Change management | 4. Change management | ||
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| + | A change can be understood as unavoidable result of an unexpected event, a transition or a project itself. Despite that there are key guidelines of communicating the change and concrete types of behaviors expressed in response. | ||
5. Approach to client vs. project team | 5. Approach to client vs. project team | ||
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| + | Differences in communicating and settling the schedule with clients and the team responsible for project. | ||
==References== | ==References== | ||
Revision as of 21:30, 11 February 2018
Abstract
The scope of the article will be to show the influence of human behaviors on project's planning, realization, monitoring with regards to time and resources scheduling. In project management human is the decision making factor so it is vital to consider what mechanism drive people and their performance in the group. The article will consider different approaches to scheduling and what impact they may have on team dynamics and final result of a project. The main focus will be towards the topics listed below:
1. Project manager as task-oriented individual
Project managers often underestimate the importance of informing their co-workers on early levels in the process whereas successful leaders do not interact with people only when a process demands they do, but build relationships with everyone involved on the project [3].
2. Student syndrome and Dunning–Kruger effect
The article will consider what methods and tools can be implemented to ensure a uniform distribution of work and objective estimatation of risks and deliverables.
3. Cost & resources management
4. Change management
A change can be understood as unavoidable result of an unexpected event, a transition or a project itself. Despite that there are key guidelines of communicating the change and concrete types of behaviors expressed in response.
5. Approach to client vs. project team
Differences in communicating and settling the schedule with clients and the team responsible for project.
References
1. Murdick, R. G. (1976). Managing human resources in project management. Project Management Quarterly, 7(2), 21–25.
3. https://www.apm.org.uk/blog/people-and-behaviours-in-project-management/
4. DiTullio, L. A. (2009). Expected behaviors for project team performance: road rules, not road rage. Paper presented at PMI® Global Congress 2009—North America, Orlando, FL. Newtown Square, PA: Project Management Institute.
