Running head: PROBLEM SOLUTION AND MANAGEMENT PLAN Problem solution and management plan Insert Insert Grade Insert October 10, 2011 Problem solution and management plan 1. Introduction An effective management of a given problem requires first that there be an established mechanism for identifying the problem. This was achieved for this particular project, as the contractor was able to identify a problem that would deter the project right from the onset. A proper solution of the problem will be found through emphasis on the initial identification of the probable problem. It requires an excellent management and leadership skills in the managers concerned with the given project.
The manager needs to have persistence, optimism, listening skills, and the ability to wok collaboratively towards the objectives (Queensland Government, 2007). After the identification of the problem, it is necessary to consider the possible solutions to the problem. All the solutions are examined and the probable consequences evaluated against the objectives of the organization carrying out the project. It is also appropriate to consider the ease with which a particular solution can be implemented. A course of action that is easy to implement and has the maximum likely positive consequences suffices to provide a solution to the problem.
2. The solution to the problem Developing a solution to the stated problem requires effective managerial and decision-making skills through a scientific method (Creative Problem Solving, 2011, para. 2). Three solutions were identified to address the issue that arose in carrying out the reservoir construction project. Developing an appropriate solution consists in evaluating the possible results of each of the solution if adopted. It is appropriate to consider the financial impacts of each of the solution, the legal obligations, as well as how the solution relates to the organizational values, policies, and objectives.
The manager has to understand the ‘environment in which the solution and to work and the organizational constraints imposed upon it’ (Vandenbosch, 2003, p. 7). One identified option was to hire an engineering firm that would deal with the breakdown of the granite rock that would impede the construction of the reservoir. The contractor did not consider this part of the contract, as it would call for additional expenses in terms of labor and time.
Now, subcontracting a separate engineering firm would be appropriate since such firms have demonstrated capacity and competence to perform such tasks. However, this option would call for a relatively higher additional cost. Besides, there will be a need to advertise for the subcontract and recruit the best firm. The other option was to do away with this contractor, cancel, and re-advertise the contract. This is equally expensive. The whole cost that has been incurred in the advertisement and in the selection of this contractor will be lost since the process has to be repeated.
It would also show lack of ethical consideration that is contrary to the organizational values and culture that the needs of different stakeholders need to be considered in designing the operational plans. Besides, it has also been observed that this contractor is among the best that had applied for the job. Losing the contractor would compromise the project to the disadvantage of the beneficiaries. Moreover, it is also likely that the next contractor will raise the same issue and the problem will continue in a cycle.
The other contractors might also doubt the credibility of the management of this organization giving the management a negative image. This would have negative impacts on contracting for future projects. The other option was to amend the contract to include basting of the granite rocks, in the event that the contractor is capable of performing the task. The contractor has indicated that he has the capacity to perform the task. This option would be cost-effective as compared to the first option of hiring an engineering firm.
However, before extending the contract, the project manager has to ensure that the contractor avails the legal document that supports his capability of carrying out this additional task. 3. The management plan This focuses on the organizational objectives, mission and vision, and what the management will do in order to meet the objectives (Australian Government, 2011, para. 2) 3.1. Mission The organization is out to serve the needs of the members of the community through developing and establishment of projects aimed at improving human life like clean water and health services.
3.2. Vision of the organization To be an organization that understands its corporate social responsibility and integrates the CSR principles in formulating its operational strategies and policies, implementing the policies and policies, and dealing with different problems as they emerge. 3.3. Future state The organization hopes to accomplish its mission and vision within a short period in the future. With the completion of this project, that serves the community within the next one year, the organization intends in other development initiatives within two to five years from now. 3.4.
Benchmark or milestone This project serves as one of the signs of the organization’s commitment to improving the lives of the community around the healthcare center. The success of this project will be a landmark towards serving the interests of the public. The organization will use it as reference point when starting up other development initiatives. 3.5. Timeline Time management is a key element in the management of any project (Dwyer, Stanton, & Thiessen, 2004, p. 8). The construction of the reservoir is supposed to take six month at a maximum. The period within which the project should be accomplished is part of the contract.
3.6. Managerial actions Having identified the solution to the problem, the management has to take certain initiatives to ensure that the project runs smoothly. The initiatives also apply in the management of any future similar project. It has been pointed out that the solution to be adopted has to be in line with the organizational objectives. Proper management of a community project like this requires involvement of all the project stakeholders thereby empowering the members of the community (Claske, 1990, p. 5).
The project manager concerned with this particular project has to consult with the contractor to ensure that its implementation is enhanced to the completion of the project. The project manager needs to be flexible in the decision-making process. There is need to understand what is on the ground. The low-level employees (in this case the contractor) have a better understanding of the difficulties in the ground that hinder the success of a given project. The managers should understand and adjust according to the needs of these key stakeholders.
Their satisfaction with the job will reflect on the The project manager should develop a monitoring and evaluation scheme to ensure that the project is run according to the schedule. There is need for constant consultation with the contractor to check on the probably difficulties and how to fix them before the whole project is delayed. Developing a working relationship is essential in ensuring the success of a project (Vandenbosch, 2003, p. 41). In the event that there are serious financial constraints that hinder the implementation of the project owing to the additional task, the organization has to solicit for urgent funds from other stakeholders.
The project will ensure constant water supply to the hospital and the community. It would be appropriate even to include the community by seeking a fraction of the additional expenses from the members of the public. Excellent personal skills in the manager will enable the manager to engage the community (Queensland Government, 2007). This improves on the community’s stake on the project. References Australian Government. (N. d). Management Plan. Retrieved from http: //www. heardisland. aq/protection-and-management/management-plan Claske, J. (1990). What about management? Key elements of Community Project Management.
Retrieved from http: //www. cpa. ie/publications/WhatAboutManagement_1990.pdf Creative Problem Solving. Management Problem Solving. Retrieved from http: //www. problemsolving. net/managementps. html Dwyer, J., Stanton, P. & Thiessen, V. (2004). Project management in health and community services: getting good ideas to work. London: Routledge Queensland Government. Community engagement skills profile. Retrieved from http: //www. onlinelearning. qld. gov. au/materials/ce/online/ce/info/learning/guide/t8s1.htm Vandenbosch, B. (2003). Designing solutions for your business problems: a structured process for managers and consultants. San Francisco: John Wiley & Sons