Motivation in Project Management from the Project Manager’s Perspective

Too often, projects are doomed to fail because they didn't get enough support from the departments and people affected by and involved in the project. Either managers: "1) Didn't make clear what everyone's role was. 2) Didn't describe the personal payoff everyone would get when the project was completed successfully. 3) Didn't tell how each person's contributions to the project would be evaluated. And/or 4) Failed to generate a sense of urgency about the project, leading the team to think business as usual will be fine,"' argues Bill Rosenthal, CEO of Communispond [1]

Leading the group efficiently through a project is crucial for its success. The managers’ role of leading starts with gathering the right team. Once the team has been identified, the team members go through four stages of development during the project; Forming, storming, norming and performing (Lenner-Axelson). During these stages, it is important for the project manager to create cohesion in the team. When conflicts arise, it is important to be prepared with tools that can help solve them with the involved parties walking away satisfied. On the personal level, every member of the team has to be on line with the project goal, and has to constantly be motivated through feedback and coaching.

This wikipage will reveal potential problems a project manager might run into, while also presenting different techniques which can help the manager run his team through the project in the most efficient way.

1. The creation of the group

2. Group development

   2.1 Forming 
   2.2 Storming  
   2.3 Norming
   2.4 Performing

3. Conflicts 4. Motivation and feedback 5. Coaching, support and personal development

[1] Mette Lindegaard Attrup & John Ryding Olsson, Power i Projekter og Portefølje, DJØF Forlag, 2008. [2 ]https://www.liquidplanner.com/blog/the-difference-between-managing-and-leading/ [3 ]http://www.cio.com/article/2391872/project-management/12-common-project-management-mistakes--and-how-to-avoid-them.html