Motivation in Project Management from the Project Manager’s Perspective

Revision as of 00:00, 10 September 2016

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 succes. The managers role of leading starts with gathering a team. When the team is identified, according to Lenner-Axelson the team goes through 4 phases. Its important for the project manager to gather cohesion in the team in the early phases through teambuilding. When conflicts arises it is important to be prepared with tools, that can help solve them.

On the personal level the single member of the team has to agree with the project goal, and has to constantly be motivated through feedback, and coaching.

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