The paper "Importance of Effective Measurement and Evaluation' is a good example of management coursework. Successful project management is necessary for every organization. In order to improve the 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 have numerous benefits that include improved performance and development of highly committed, dedicated, motivated, and united team members. Measurement and evaluation of projects notify on their progress. It is also crucial to conduct a 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 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 a project environment because they make members 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 Bjö rkman (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 achieving 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 the effective realization of the project’ s vision and mission. Young (2009) demonstrates that maintenance of favorable relationships in a project environment is also beneficial.
This is because a 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 a 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. The positive project environment is instrumental in the retention of team members, suppliers, clients, and other stakeholders (Stahl & Bjö rkman, 2006, pp. 370-371). Therefore, it is crucial for project managers to ensure that there are positive relationships in the project environment.
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.
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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
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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.