MINISTRY OF EDUCATION AND SCIENCE OF RUSSIAN FEDERATION
Federal public autonomous educational institution of higher education
"THE NORTH CAUCASUS FEDERAL UNIVERSITY"
CONTROL WORK
BY DISCIPLINE
«Quality management in international corporations»
ON THE TOPIC:
«The project participants, their roles and functions in
implementing projects»
Performed by:
Eremeeva V. A.,
th
4 year student of the group MEN-b-o-18-3
directions (specialties)
38.03.02 Management
Head of work:
Shatskaya E. Y.,
Candidate of Economic Sciences,
Associate Professor of management departments
The work is approved for protection
_________________
_______________
(signature of the manager)
(date)
The work is completed and
protected with a rating ______________________
Stavropol, 2021
Protection date ____________
CONTENTS
Introduction
1 Theoretical aspects of forming a team of project participants
2 Typical roles and functions of project participants
3 Analysis and management of project participants
Conclusion
Bibliography
INTRODUCTION
Today any organization needs an effective team for its successful existence
and development, that is, a group of people who have common goals and
objectives and take responsibility for the final results.
In order to avoid constant staff turnover and achieve the most effective work
of the organization, it is important to form a cohesive team.
The head traditionally plays an important role in the effective work of the
enterprise. The experience of recent years has shown that in almost identical
economic and social conditions, some enterprises have not only survived, but are
also successfully developing, while others have turned out to be insolvent and are
experiencing a severe crisis. An analysis of the state of these enterprises showed
that to a large extent the fate of the enterprise was and still is in the hands of its
head.
The successful functioning of the entire management system, its
effectiveness largely depends on the activities of managers, on their ability to
organize the management process.
A manager is an employee responsible for a specific economic object or a
comprehensive program, who has a team of employees under his command and is
endowed with the necessary rights and authority to make managerial decisions and
be responsible for the consequences of their implementation.
In the late 80s - early 90s, a method of organization development - team
building - appeared and quickly gained popularity in the business environment of
the USA and Western Europe. This did not happen by chance. In the context of the
transition from impersonal mass consumption of goods and services to a higher
level of consumer demand for quality and service, the favorite hierarchical
pyramid of the organization, where a small group of senior management exercised
control over the rest of the employees, stopped working. There is a need to
maximize the use of human potential by delegating responsibility to those who
directly produce these goods and services, and therefore know and can fully meet
the needs of consumers. Thus, the gradual evolution of joint activities and the
improvement of organizational culture have determined the components of a new
personnel management doctrine - the doctrine of team management, involving the
participation of employees in self-organization and self-management of joint
activities, mutual control, mutual assistance and interchangeability. After all, an
individual can successfully cope with work only when it concerns a limited task.
When the problem becomes bigger and more complicated, teamwork is needed,
and the question of creating a team arises.
The relevance of the work is explained by new trends in the field of
organization management and the creation of a team for the effective development
of the enterprise.
The purpose of the course work is to study the role and function of project
participants.
In accordance with the goal, the following tasks are set:
─
study of the theoretical aspects of the project participants;
─
consider the formation of a team of project participants.
3
1 THEORETICAL ASPECTS OF FORMING A TEAM OF PROJECT
PARTICIPANTS
What is a team? Some, hearing this word, remember only about sports, about
training; others - about joint activities related to cooperation and assistance to each
other, others think that any group that works together is a team; some believe that
any management group is a team.[1; 251 p.]
In general, a team is defined as several people acting together when
performing any work or activity. Another, more complex definition of the term
"team" is a group of individuals who distribute work operations and responsibility
for
obtaining
specific
results
among
themselves.
Team
members
are
interdependent in their work, i.e. they need the work of other members to achieve
shared goals. .[1; 41 p.]
These definitions emphasize three important points characteristic of teams.
1. Interdependence. Each team member makes an individual contribution to
the overall work. Other team members depend on everyone's work. In the team,
everyone shares working information with each other. Team members are also
perceived as equal participants in the activity process and have the opportunity to
influence each other. .[1; 251 p.]
2. Shared responsibility. Responsibility for team goals is understood and
shared by everyone.
3. The result. Responsibility for team results is shared by all members of the
group and focuses group activity.
Thus, a team is a group of people with common goals, complementary skills
and abilities, a high level of interdependence and sharing responsibility for
achieving the final results[12].
Recently, the heads of organizations have set the main goal - to create and
strengthen a favorable psychological climate in the company. They understand that
a cohesive team can reduce the burden on the leader of the organization, improve
the quality of decisions made, and reduce the likelihood of managerial mistakes. In
the course of team building, the interaction between people and departments
improves, problems that have not been noticed for a long time are identified in a
timely manner. Moreover, the likelihood of manipulation by managers by
subordinates is reduced. And most importantly, an effective team increases the
reliability of the business, its profitability, allows you to solve tasks that a single
person cannot do[1].
Of course, each organization is unique, but in almost every company you can
find situations of confrontation, and even conflicts between departments. The
"features" of interaction between sales and marketing departments have already
become classic. The manager must stop such interaction, understand the situation
and gain skills to optimize the work of departments for a common goal. Nowadays,
in most companies, directions and projects are managed by management teams. In
order to survive, the organizational structures of the company become more
dynamic, since the tasks that the company faces require the creation of new teams
specifically for the implementation of specific projects. Therefore, the project team
is recognized as the central cell of a modern organization. The work of the team
will be effective only if the composition of the team is selected correctly [2].
2 TYPICAL ROLES AND FUNCTIONS OF PROJECT PARTICIPANTS
Roles and functions are defined individually for each specific project,
however, desirable ones can be distinguished[3]. The project director and his main
functions:
─
the main intermediary between the enterprise and representatives of
the IP supplier or a consulting firm
─
preparation and further adjustment of the project budget
─
submission of budget and implementation schedule adjustments to the
coordination committee and the implementation group
5
─
control over the fulfillment of the terms of the contract by the
customer
─
creation of a cohesive, efficient implementation group
─
appointment of performers by the customer,
─
ensuring a clear vision of the project from the implementation team,
─
maintaining and monitoring the progress of the project;
─
creation and adjustment of the implementation schedule;
─
assistance in identifying requirements and problems of the
implementation process;
─
removal of obstacles on the way to improving the efficiency of the
group's functioning;
─
conducting a dialogue with the members of the group in their areas of
responsibility - making a final decision in controversial situations;
─
foreseeing the needs that may arise at the stages of implementation;
─
provision of training for members of the implementation group in
separate special courses within the framework of the project;
─
control and timely acceptance of the results of work performed by the
employees of the customer and the contractor;
─
making a decision on the suspension and resumption of work [1].
Product manager. This role provides a communication channel between the
customer and the project team. The best candidate for this role is an existing user,
an employee of the commercial department or another representative of the
customer, if he understands the tasks of the business. Product manager:
─
manages customer expectations;
─
develops and supports - project context;
─
his work is focused on the product, his task is to identify and ensure
customer satisfaction [3].
Project Manager and his main functions:
─
project coordination;
─
communication and relationship management in the project group;
6
─
coordination of interaction procedures between the company's
divisions;
─
decision-making on tactical issues arising on the project;
─
making necessary changes to the document management and
accounting system, necessary and agreed upon during implementation, monitoring
the implementation of internal changes develops functional specifications and
manages them [1];
─
maintains a project schedule and reports on the status of the project;
─
initiates the adoption of decisions critical to the progress of the
project.
The system administrator and his main functions:
─
material and technical support of the implementation process;
─
operability of computers, printers, network and other necessary
equipment;
─
installation of software in the workplace [4].
Technical specialists. Main functions:
─
addition and modification of the functionality of the software product
by means of development: technical design; prototyping; coding; testing;
documentation;
─
makes technical decisions that can be implemented and used,
─
creates a product that meets the specifications and expectations of the
customer,
─
advises other roles during the project.
─
implements the capabilities of the product,
─
participates in the creation of functional specifications,
─
tracks and corrects errors in an acceptable time.
─
in the context of a specific project, the role of the developer may
imply, for example, the installation of software, the configuration of a product or
service [5].
Members of the implementation team. Main functions:
7
─
ensuring decisions made by project managers.
─
collection, analysis and systematization of the required information.
─
preparation of the data necessary for implementation.
─
input of primary information necessary for putting the system into
operation;
─
training users and providing users with instructions and information
during the operation phase. [1]
Tester and its functions. Testing is focused on the project and operates with
details and techniques of work. The tester ensures that all the features and tasks
will be known before the IC is put into operation. Testing is required:
─
code, functional specifications, performance assurance system, user
interfaces, implementation plans and terminology used.
─
develops a testing strategy and testing plans for each of the phases of
the project [5].
Instructor and his functions:
─
responsible for reducing the cost of further maintenance of the
product,
─
ensuring maximum efficiency of the user. To ensure optimal
productivity, the instructor collects statistics on user performance and creates
solutions to improve productivity using technologies such as multimedia, video,
HTML, embedded hint systems, wizards, simulators, etc.
─
participates in all discussions of the user interface and product
architecture[6].
Logistics and its functions are to provide:
─
smooth implementation and development of the product. A common
situation is when the introduction of a product costs more than its development so
─
that the customer is ready for implementation
─
so that all preparatory work is completed on time and the necessary
infrastructure exists [6].
8
3 ANALYSIS AND MANAGEMENT OF PROJECT PARTICIPANTS
The project manager always takes responsibility for what goes wrong. Do
not shift responsibility or blame for problems to your group, subcontractor, or
anyone else. You are a key figure – this is your responsibility. Never contact a
client with a problem if you do not have any possible solutions to it. Also tell your
group that you don't just need to point out the problem – you need to offer any
options to fix it.
Many projects start with the expectations of stakeholders, making you feel
annoyed and shocked. Can you guarantee that all of them will be fulfilled? The
short answer is, as a rule, you can't. At some point, you need to draw a line on
which the words are written: «We are ready to go only up to this point. We don't
have the resources to do everything you want. But we are happy to listen to your
suggestions – we will definitely take them into account in future projects» [1].
You need to be sincere with interested parties. It is necessary to inform them
that before proceeding with the project implementation plan, you need to find out
what they want. But you also have to let them know that you can't promise them
everything [7]. It is necessary not only to collect the requirements of stakeholders,
but also to be able to turn them into project management indicators. You need to
pay great attention to indicators related to your commercial needs. If they are really
measurable, they will be very useful.
Interest is important in any relationship. This is a value that encourages
different people so that everyone can work together independently and without
problems. Without it, there is no connection and no common goal[8]. Romantic,
family or business interest is a force that moves the relationship forward towards a
joint desired goal, usually aimed at development and/or profitability.
It is difficult to strengthen interest, especially if the two sides do not see an
incentive. There are many obstacles to strengthening interest, and there are many
9
levels of interest that do not necessarily guarantee an incentive at its end, and the
parties will not necessarily receive a reward.
In business, the importance of the interest of stakeholders should never be
underestimated. The meaning of "interested person" is extremely important here. It
is quite surprising to find several meanings of stakeholders in business and in
project management, but one attracts attention. You may realize that one such
definition that you relied on, based on the Project Management Body of
Knowledge (PMBOK), may use a more convincing version. Back in 1963. The
Stanford Research Institute has defined stakeholders as "those groups without
whose support the organization will cease to exist." The main idea, in other words,
was "survival"; without the support of such key groups, the firm will not survive[7].
As a management expert, Stefan Kavi puts it succinctly: «Your organization
is a complex ecosystem of many interconnected parts inside and outside its formal
boundaries, and your stakeholders are its most important elements»[8].
With this in mind, ignoring stakeholders by some organizations, since it is
too difficult to manage them, means suicide. The real task of managing the interest
of stakeholders should be accepted as a task that is extremely important for
success, even if it is not as interesting as determining the ideal solution or building
a new (office) intranet.
It is difficult for any single group of stakeholders, even for departments
within the same organization, to appreciate or understand each other's needs and
how they should all work together to maximize long-term benefits for
everyone."[9]
In all organizations and projects, strengthening the interest of stakeholders
has great benefits:
─
educational organizations that develop stakeholder relationships are
better prepared to implement technological solutions and methods that can have a
decisive impact on learning, teaching and management, according to the North
Central Regional Educational Laboratory of the U.S. Department of Education.
10
─
the participation of stakeholders is extremely important for the
development of the system, and the support and interaction of stakeholders can
help solve many social problems, according to scientist Russell Ecof.
─
the factor determining the levels of emergency assistance will often be
the degree of interest of the stakeholders, the strength and sustainability of the
network of humanitarian organizations working on the ground.
─
firms that create and maintain stakeholder relationships based on
mutual trust and cooperation will have a competitive advantage over other firms
that do not act in this way[9].
How should the strengthening of the interest of interested parties be carried
out? First you need to determine who the interested parties are. Each organization
has a set of ready-made stakeholders - PMBOK has a ready-made list: project
manager, client, executing organization, project team members and sponsors. In
general, these are groups of people interested in the success or failure of the project
as a whole. In addition to sponsors, they also include parties in contact with the
project, such as the audience, competitors and project employees. [10]
They can also be grouped by roles. An interested person can act in one of
five roles:
─
partners who support the project by investing money, personnel,
instructions, etc.
─
sponsors who finance the project.
─
supporters who may not have the legal authority to influence the
project, but are interested in the result and can help support the sponsor's interest.
─
change agents involved in such operations - for example, large
suppliers and a project team.
─
targets, people or groups affected by the project and being the center
of (change) efforts [11].
Making a list and grouping interested persons is not enough to determine
who they are. Could help (and would be interesting) also determine their typology.
This can help to separate the wheat from the chaff, as the application of typology
11
can clearly show you which of the stakeholders can cause a real and sustained
impact. Given the likely time and budget constraints, there are types of
stakeholders (and their interests) that need to be given preference. These are those
who have all three critical attributes, that is, authority, legality and urgency. An
interested person of this type is depicted in Figure 1 as an exact interested person
(element 7 intersecting all parts of the diagram)[10].
Figure 1 - Typology of stakeholders
While strengthening the interest of stakeholders, there may be a need to
provide some form of support throughout the so-called "interest curve" (see Figure
2). The interest curve informs that it is best to develop awareness, build
understanding, and create interest before strengthening the interest of stakeholders.
The diagram also shows mistakes that should be avoided, as they will force
interested parties to move away from the goal [11].
12
Figure 2 - Interest curve
Maintaining the interest of interested persons has its own difficulties, since
each interested person may experience difficulties at different stages of interest.
13
CONCLUSION
The project manager needs a way to provide people on the receiving side of
the project with a certain degree of control, without sacrificing the speed of the
project. And it's not as difficult as it might sound, provided that the project is
properly structured and of course provided that you remain practical. There are two
simple basic methods.
The first method is to think about how to minimize the psychological impact
of the change. The only most effective way to achieve this is to introduce a number
of small, symbolic changes at the beginning of the project and use them as a
mechanism to create a sense of complicity, and thereby a sense of personal control.
A more cynical observer might call the "feeling of personal control" an
"illusion of personal control." However, they are not identical, since the underlying
purpose of perception management is not to manipulate, but to encourage project
stakeholders to focus on the benefits they will receive from the project; not the
temporary problems they will face on the way to improvement. This method
combines well with other practical methods of project management – early
prototyping, customer evaluation and feedback from them.
An alternative option is to present so many changes to the project
stakeholders so that they face an unpleasant difficulty in their established working
methods. This can be seen as giving complete freedom to those who are most
affected by the project. But in fact, it may turn out that as a result they will be
overwhelmed with choice.
The second method is to manage expectations by controlling the release of
the change. Release management is a familiar discipline for anyone working in
software development, and the related field of configuration management is an
integral part of the disciplines of physical design. The same methods – even the
same processes – can be applied to changes – especially to the presentation and
transmission of the project results provided.
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