Importance of Effective Measurement and Evaluation - Coursework Example

Heading: Project Management Your name: Course name: Professors’ name: Date Introduction Successful project management is necessary in every organization. In order to improve project’s success, it is imperative that the managers ensure the environment is rich in positive relationships among clients, customers, staff, vendors, and other stakeholders. Positive relationships in a project environment has numerous benefits that include improved performance and development of highly committed, dedicated, motivated, and united team members. Measurement and evaluation of projects notifies on their progress. It is also crucial to conduct final project audits to ensure proper handling of future projects. Importance of management of relationships According to PM-Partners Group (2012), building favorable relationships in project management is essential to ensure its success. It is crucial to maintain good relationships among members of project management. It is natural for human beings to live and coexist among each other. Just as it is in the outside world, favorable relationships are vital in a team, specifically in a project management. It is therefore, necessary that project managers ensure that members of the team are in good terms. In such project management, superiors, shareholders, subordinates, peers, customers, suppliers, and clients ought to maintain positive relationships among them. This is vital in that it boosts the project success. To begin with, good relationships are essential in project environment because they make members to feel united. This feeling is crucial in that it enables the team members to work effectively towards the achievement of the set goals and objectives. Additionally, Stahl and Björkman (2006, pp. 370-371) note that it is significant for project managers to maintain positive associations among project members because they make them more committed to achieve their objectives. This also cultivates the members’ sense of commitment, as they have to work together in harmony. Good relationships among project team members are also crucial in developing a strong motivation to propel the project towards the achievement of its set goals and objectives. Positive relationships also encourage all the members of the project to get on board, and function together (Meredith 2012, pp. 84-85). Therefore, favorable relationships are vital in facilitating effective realization of the project’s vision and mission. Young (2009) demonstrates that maintenance of the favorable relationships in a project environment is also beneficial. This is because, positive project environment enhances proper consideration of project members’ wants and needs; hence, improved performance. Notably project members have different needs, interests, wants, opinions, personalities, and ideas regarding the project. This is instrumental in that it allows them to accommodate each other’s differences. A project environment with positive relations is also influential for a successful project because members get an opportunity to air their views about the project. Besides, such an environment enables project managers to listen to, and acknowledge the team members’ views. In addition, favorable relationships in a project setting promote efficient information among the members and the stakeholders. This is because when members are relating well with each other, their levels of communication are high levels. This is also because exceptional communication only develops when people’s associations are strong. It is worth noting that people tend to move closer toward people that appreciate, and acknowledge them. In way, some form of connection develops among them, and thus, high cooperation and performance in the project. This also creates a high degree of loyalty and trust among team members, clients, and stakeholders. Positive project environment is instrumental in the retention of team members, suppliers, clients, and other stakeholders (Stahl & Björkman, 2006, pp. 370-371). Therefore, it is crucial for project managers to ensure that there are positive relationships in the project environment. Importance of effective measurement and evaluation In every project, Meredith (2012, pp. 521-525) asserts that it is imperative to conduct adequate measurement and evaluation in order to monitor its progress. To begin with, measurement and evaluation is effective in determining the project’s progress, as it helps in monitoring the strategic planning of the project. This implies that measurement and evaluation allow project managers to assess the extent to which the project’s objectives are goals contribute to the institutional objectives. Besides, evaluation and measurement activities in a project environment facilitate the alignment of project’s objectives to its vision and mission statement. Furthermore, measurement and evaluation in a project environment facilitates effective daily management of its progress and activities. It is also critical to conduct measurement and evaluation of a project, for it helps monitor the usage of project equipments and tools, if any to ensure sustainable progress. Additionally, Melton (2008, pp. 41-50) maintains that evaluations and measurements allow improvement of working efficiency and practices. For instance, if certain project managers decide to measure and evaluate their team members, they will enhance their working effectiveness and practices because it involves identification of various weaknesses and strengths. Zwikael (2011, pp. 267-269) holds that evaluation and measurement are also significant in project management in that it allows proper justification for interior budget decision. For example, evaluation helps to ensure that the project is within the predetermined budget, and prevents any misuse of funds by the managers or other project team members. This also allows for benchmarking with other projects and investigation some of the weaknesses and strengths that might be existent in the project environment. Measurement and evaluation in project management is essential in the provision of information for management control. What is more, it allows significant external and internal communication among managers and other team members. For instance, evaluation helps the project managers to communicate to their juniors on the progress of the project, as well as some of the things that need improvement. Secondly, Moseley and Dessinger (2010, pp. 234-236) notes that it is important to carry out measurement and evaluation of a project to allow exploration of the situation. This implies that evaluation and measurement enables managers to investigate on the uses and effect of the project, as well as attempting to solve problems that can hinder its success. This also means that measurement and evaluation investigates the uses of project information. It also explores on the usage of particular collections or services of the project, as well the effectiveness of the project on its intended purpose. In addition, it helps in investigation the degree to which the project satisfies the users’ needs and wants. Successful project management requires adequate measurement and evaluation to enhance services. This means that it allows for the introduction of a new collection or service. Melton (2008, pp. 41-50) says that measurement and evaluation is instrumental in the improvement of services by modifying the already existing services. This exercise is also vital for a project, as it aids the effective development of staff skills. Furthermore, measuring and evaluating project’s progress is imperative to make necessary justifications. This implies that helps in development of accountability to external bodies and funders of the project. It also ensures accountability of public relations, stakeholders, funders, professional organizations, and institutional departments and managers. Importance of final project audit on future projects Just like in any other business, projects require auditing to ensure the improvement and success of the future similar projects. As Stanleigh (2012) reports, project audit also refers to a project health check, as it investigates on how the project’s activities are progressing. One of its major objectives is to examine all the information regarding the project, and find out if it is experiencing some challenges or problems, or if it is moving on well. This implies that final project audit is influential in uncovering all the challenges, particularly when carried out by both internal and external auditors, which the project is experiencing. This audit exercise is also beneficial in offering recommendations regarding appropriate solutions to the problems. For instance, a project can be facing a problem about poor management or misappropriation of funds, the project auditors an provide suggestions of remedying the problems, such as, putting in place effective managers, and devising better ways of handling project funds. Furthermore, Turner (2007, pp. 220-222) says that final project audit is crucial in helping the future projects by offering raising red flag in case of any problems about the project. This is possible because auditors have authority to dig deep into the project’s details and issues to see if it is progressing well. Upon identification of challenges that hinder its success, auditing team can issue timely warnings to enable the management to make prompt decisions regarding the project. For instance, if there are issues concerning poor management, shortage of budget, or unproductive project, the auditors can advise on changing project manager, cancellation of the project, or increasing project funds to cater for all its activities. Notably, Gudda (2011, pp. 54-55) shows that majority of the project managers regard a project auditing as auditing of their work performance; hence, taking it personally. This is often wrong because auditing process helps uncover some of the issues that are managers overlook in the course of the project. Therefore, they ought to cooperate since auditing allows them to learn a great deal about the project, and will know some best practices to handle particular matters that improve their performance. Additionally, project managers ought to embrace audits and view them as free guidance by professionals. In project management audit, auditors make sure that the project complies with proper management practices and firms’ standards. Moreover, final project audit identifies suitable lessons, which are essential in the enhancement of project’s performance. This is also significant in boosting the future projects’ performance through forensic review that uncovers issues that need prevention. The lessons learnt from auditing are vital, as they are applicable to both firms’ and their supplies. In addition, final project audits are highly indispensable in a business as they enhance the development of policies whose implementation in a firm will boost the probability of future projects, and modify initiatives under successful management. it is also worth noting that firms allow final project audits, since they facilitate effective development of project prosperity criteria, which may include on-budget, on-time, successful execution of next phase’s transition, and satisfying clients and other stakeholders’ needs. Further, Parker (2008, pp. 302-305) maintains that final project audits enabling timely detection of risk management to facilitate risk development and assessment of related contingency plans to become usual in the firm. For instance, auditing allows project managers to effectively identify potential risks in the firm, and devise ways of conducting adequate and appropriate risk management. What is more, Meredith (2012, pp. 521-525) holds that final project audits in a firm are beneficial in the improvement of future projects by developing adjustment management measures that could include staff involvement; impact on consumers or clients; project effects on the firm; and a shift to the subsequent transformation levels. For example, project auditors can recommend that the firm should involve their employees in decision-making processes to ensure prosperous projects. They can also help propose changes regarding the effects of the project on customers and the firm at large. Notably, final project audits at termination stage are significant in developing measures that will ensure consistent promotion of associations between the firm and its vendors, contractors and suppliers about the projects’ management. Moreover, these lessons from project audits are applicable in the firm’s future projects. Gudda (2011, pp. 54-55) says that well-done project audits are also beneficial to firms because they help in the reconfirmation of the project’s feasibility. They also help in informing clients and other stakeholders on the significance and progress of the project in question. For instance, audits inform clients on possible problems in the project, and some of the appropriate solutions. Besides, project audits are beneficial to future projects as they help in the reduction of costs, and identification of possible opportunities. This is because they identify some areas in which funds usage was inappropriate, or helps avoid unnecessary expenses. Conclusion It is every organization’s wish to witness successful projects as per their mission and vision statements. There are various factors that influence the effectiveness of a project, which include nature of relationships in the project environment. In order to ensure productive project members, it is imperative that managers maintain strong, positive relationships among clients, customers, staff, vendors, and other stakeholders. Positive relationships in a project environment has numerous benefits that include improved performance and development of highly dedicated, committed, motivated, and united project team members. Measurement and evaluation of projects determine their success, as they notify on their progress. It facilitates exploration, strategic planning, effective management, improvement of services, and justification of funds’ usage. It is also crucial to conduct final project audits to ensure proper handling of future projects through identification of problems, clarification of costs, schedule, and performance; performance improvement; reduction of costs; reconfirmation of feasibility; identification of opportunities; informing of clients; and performance evaluation. References Gudda, 2011, Guide to project monitoring & evaluation, Authorhouse, S.l. Pp. 54-55. Melton, T 2008, Project benefits management linking your project to the business, Butterworth-Heinemann, Amsterdam Boston London. Pp. 41-50. Meredith, J 2012, Project management: a managerial approach, Wiley, Hoboken, NJ. Pp.521-524. Moseley, JL & Dessinger, JC 2010, Handbook of improving performance in the workplace, Pfeiffer International Society for Performance Improvement, San Francisco Silver Spring, MD. Pp. 234-236. Parker, D 2008, Managing projects, managing people, Macmillan Education, South Yarra, Vic. Pp. 302-305. PM-Partners Group, 2012, Managing Relationships – Part II. Project Management Partners Group. Retrieved on May 9, 2012 from: http://www.pm-partners.com.au/managing-relationships-part-ii.html Stahl, GK & Björkman, I 2006, Handbook of research in international human resource management, Cheltenham, UK Northampton, MA: E. Elgar. Pp. 370-371. Stanleigh, M 2012, Undertaking a Successful Project Audit, Business Improvement Architects. Retrieved on May 9, 2012 from: http://www.bia.ca/articles/UndertakingaSuccessfulProjectAudit.htm Turner, JR 2007, Gower handbook of project management, Gower, Aldershot, England Burlington, VT. Pp. 220-222. Young, ML 2009, Building Relationships in Project Management, Project Smart.co.uk. Retrieved on May 9, 2012 from: http://www.projectsmart.co.uk/building-relationships- in-project-management.html Zwikael, O 2011, Project management for the creation of organizational value, Springer, London New York. Pp. 267-269. Read More