As a former member of a business team, I used to be involved in a project concerning the development of a brand product. Particularly, it was necessary to come up with a brand image for a new application for smartphones, identify the key characteristics of the target audience and appeal to it so that the sales rates could be increased (Gulsun, 2013). Since the roles and the responsibilities were distributed adequately among the people involved and the leadership strategy contributed to a rapid increase in the team members’ motivation, the key goals of the project were attained. Particularly, the brand became quite popular among the target audience, and the number of customers increased by 40%.
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The lack of resources could be defined as the key constraint of the project. The participants had a limited amount of financial resources since the investments were rather scanty. As a result, it was crucial to locate the cheapest services and team up with the partners that could take a significant part of the project liabilities (Karlsson, 2012). Consequently, the quality of the end product was rather mediocre. It is assumed that more could be achieved with the redesign of the conflict management strategy and the avoidance of the arguments regarding the financial resources usage. The scope creep threat, therefore, cannot be considered an issue in the specified project. Quite on the contrary, the adoption of the techniques appropriate for the reduction of costs could be viewed as an efficient tool for bringing the scope creep down and keeping the key objectives simple and attainable (Larson & Gray, 2014). Nevertheless, the project could have used a better conflict management strategy.
Gulsun, E. (2013). Project management approaches for online learning design. New York City, NY: IGI Global.
Karlsson, E. A. (2012). Is project management support useful? Web.
Larson, E. W., & Gray, C. F. (2014). Project management: The managerial process (6th ed.). New York City, NY: McGraw-Hill/Irwin.