Introduction
Innovative Automotive has hired an independent project manager to help launch a new product. The latter is an accessory that can be attached to a windshield wiper to help remove bugs from the front windshield. The project was implemented several months ago, but is now falling behind schedule and budget, and needs proper guidance and oversight. The purpose of this paper is to define the project, its life cycle, constraints, stakeholders, and structure, and to explore how the hired manager can reorganize the team using his authority.
Characteristics of the Project
Several key characteristics qualify an organizational initiative as a project, and some of them refer to this product development process. Firstly, it is high-stakes because the successful launch of the new product will allow Innovative Automotive to expand its client base and gain profit. The second characteristic is time sensitivity and deadlines, as the project must be completed in six months, and any further delay can have severe consequences, such as additional financial costs (Indeed Editorial Team, 2023). Lastly, the complexity of this process, which includes new offering development and the collaboration of several teams, makes it a project.
The Project Life Cycle
Any project has a life cycle that typically consists of five steps. However, with this initiative, the first stage of project initiation has already been completed by the then-director of product development. Therefore, planning will be the first step, involving redefining short- and long-term project objectives and the ways to achieve them, creating a budget, and identifying the main stakeholders (Aston, 2024).
During the execution phase, the windshield wiper accessory will be tested, advertising and distribution channels will begin working, and collaboration with the key stakeholders will be ensured. In the monitoring and control stage, issues will be tracked and addressed, key performance indicators will be analyzed, and adjustments will be made based on gathered feedback and evaluated progress. Lastly, during the closing step, all project deliverables will be completed, and the launch will be considered finished and accepted as a project.
Constraints
Furthermore, there will be certain constraints for the independent PM to consider. Firstly, time management will be required, as there is an established deadline of half a year and the project is already six months behind schedule. Next, the details state that the project is exceeding the budget, and the manager will need to address the financial side to ensure there are enough resources for the next phases.
Stakeholders
As mentioned in the details, four functional groups are the main stakeholders of the project. The accounting team will manage, define, and track budgeting matters. The IT specialists will test the product and address technical issues with the software and hardware. Thirdly, the sales team will be responsible for selling the final product, and order processing professionals will fulfill client orders. The fifth group of stakeholders is the customers themselves, as they will impact sales levels and determine the product’s success and demand.
The Best Project Structure
Different project structures can be effective and achieve the best results. For this project, a matrix structure seems to be the most appropriate (Eby, 2023). Such a structure allows staff across departments, including sales, order processing, and others, to communicate with one another. The project manager also has the opportunity to work closely with all main stakeholders, motivate them, gather feedback, and align their efforts with organizational and project goals.
Describing the Type of Power
In the described situation, the independent PM will have formal power. According to researchers, “formal leaders are those who have been appointed to a position of authority within an organization” (Blaze, 2024, para. 5). To be more precise, the manager will have formal expert power due to being hired by the firm and given this influence over employees, and due to having professionalism and knowledge related to overseeing projects. The manager will be able to make important decisions, allocate resources, plan next steps, and determine whether the project or any of its phases are successful or unsuccessful.
Reforming the Team
Lastly, the project manager must reform the team and its culture. Firstly, it will be essential to gather all employees from the four teams listed above and outline how the project will be undertaken. These professionals will need to get acquainted with one another, discuss how they envision their future cooperation, and define potential areas of disagreement or shared decision-making. The two types of culture to promote among the key figures are achievement and affiliative styles from the constructive section of the Human Synergistics Circumplex (Human Synergistics International, n.d.). These styles will emphasize the need to achieve common goals through trust, collaboration, team-building, and people development.
Conclusion
To conclude, the project has a high potential for success if it is managed properly by the hired professional. If key stakeholders understand the value of the project and recognize the need to work collaboratively, they will greatly influence financial and time resource allocation. It will be possible to manage the defined constraints, benefit from the project structure, and reform the team.
References
Aston, B. (2024). What is the project life cycle: The 5 phases explained. The Digital Project Manager.
Blaze. (2024). What are the types of power in leadership?
Eby, K. (2023). Essential guide to project organizational structure. Smartsheet.
Human Synergistics International. (n.d.). The human Synergistics circumplex.
Indeed Editorial Team. (2023). Business project characteristics: definition and examples. Indeed.