Behaviors in scheduling
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==Abstract== | ==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. The main focus will be towards the topics listed below: | + | 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 | 1. Project manager as task-oriented individual | ||
| − | + | Project managers often underestimate the need of | |
| − | + | 2. Student syndrome and Dunning–Kruger effect | |
| − | + | 3. Cost & resources management in scheduling | |
| − | + | 4. Change management | |
| − | + | 5. Approach to client vs. project team | |
==References== | ==References== | ||
Revision as of 21:28, 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 need of
2. Student syndrome and Dunning–Kruger effect
3. Cost & resources management in scheduling
4. Change management
5. Approach to client vs. project team
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.
