The paper "The Dilemma of a Project Manager " is a great example of a Management Case Study. Project management is the procedure which entails the use of knowledge, tools as well as techniques to projects actions in order to meet the needs of the project (Mascia, 2014). In addition, project management is considered an interconnected set of operations that allows the team concerned with the project to attain a successful project. These operations take care of inputs and at the same time develop outputs from particular activities therefore the advancement from input to output needs incorporation as well as iteration (Mascia, 2014).
Project management involves initiating, planning, executing, monitoring and closing, and final closing of the project. These stages of project management correlate interactively so as to ensure a smooth transition of operations producing a desirable output. On the other hand, some projects end up failing catastrophically due to the utilization of unstructured processes and at the same time ignoring the aspect of project management. Project failure is commonly attributed to causes such as schedule slippages, budget overruns as well as flaws in the quality in which they deliver (Frame, 2014).
Therefore, enhancing success rates for a project has become a huge challenge to management. Statistics have indicated that project failures all over the world have cost the world economy hundreds of billions every year which are a serious drag on the economy as well as a risk to the feasibility of the company carrying out the project and at the same time stressful for the individual involved. Therefore, this reflective report will identify three root causes of project failure in Yida Co.
Ltd. Furthermore, it will assess the various mitigation techniques and thus provide various lessons regarding project management. Root Cause of Project Failure Firstly, the root cause of Yida’ s project failure was the fact that Yida was not able to meet the expectations of Kaye regarding the AHZ software. It was particularly developed to take care of the fee-calculation for Internet Service Providers (ISP) by processing as well as maintaining the account information of both individuals within the firm and the company itself (Coaster, 2015). I also realized that the AHZ software was designed to handle the generation of the bill as well as calculating users’ fees although they also wanted the system to perform additional operations such as generating feedback and offering support to various departments.
For the system to do this, it required a significant amount of changes as opposed to the minimal anticipated changes which led to the failure of the project (Coaster, 2015). Secondly, I identified another root cause of the project failure was an issue with having an incorrect team (Coaster, 2015). Clearly, there was no clear roles as well as responsibilities which led to confusion, errors as well as omissions.
I realized that there was a lack of duties of the members of the project. For instance, Zhou was in charge of the IT activities and was responsible for proving requirements, as well as feedback to Yida and thus, was a fundamental member of the entire project. Instead, he didn’ t hand his duties effectively and consequently, went for vacation during the operations of the project (Coaster, 2015). Furthermore, I also realized that Masaku was a powerless leader and thus failed to assert pressure and duties on both managers and staff in relevant departments.
This consequently resulted in the failure of the project.
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