Introduction
The Lightning Fast roller-coaster project aims to ensure visitors have an amazing experience by implementing an outside eating area and takeaway kitchens. This report will comprehensively outline the approach used in managing the project, managing stakeholders, meeting client expectations, and creating value for the organization.
Project
Project Stakeholder Management & Managing Client Expectations
Every project manager often ensures that they manage their projects effectively and make them successful. In the Lighting Fast project on the outside eating area and takeaway kitchen, many stakeholders will be involved, including the senior organization’s management team, caterers, staff, and builders. The first strategy for managing stakeholder and meeting their expectations will be comprehensively identifying and analyzing them. Before managing these individuals, it is always important for a project manager to identify them and understand their expectations (Klaus-Rosińska & Iwko, 2021).
Secondly, as a project manager, I will consider establishing regular communication channels with stakeholders and clients. This includes conducting stakeholder meetings, offering timely updates, and creating a feedback mechanism (Tampio et al., 2022). Additionally, Klaus-Rosińska and Iwko (2021) note that it is important to promptly and effectively address these concerns by understanding their interests and concerns, listening actively, and seeking mutually beneficial solutions. Generally, effectively managing stakeholders and clients and meeting their expectations will contribute to the project’s success.
Traditional, Agile, xPM, and MPx Considerations
Traditional Project Management
Traditional project management is a commonly used approach by many project managers. This approach follows a linear sequence and includes phases like initiation, planning, execution, monitoring, and closure (Ciric et al., 2019). This approach often defines the project’s scope and requirements at the beginning.
One consideration in this approach includes developing a detailed plan with clear milestones, deliverables, and timelines (Ciric et al., 2019). Other considerations include conducting a comprehensive collection and analysis of the project requirements, emphasizing formal change to minimize scope creep, and establishing a structured communication plan (Klaus-Rosińska & Iwko, 2021). Through these considerations, this project will be successful.
Agile Methodology
Agile project management is a new approach that has yet to be adopted by many project managers. This approach relies on smaller groups and interactive releases when planning and executing a project and promotes stakeholder collaborations (Ciric et al., 2019). The considerations for this approach include employing user stories and prioritizing backlogs, organizing the project tasks into short interactions, and conducting a self-organizing cross-functional team (Klaus-Rosińska & Iwko, 2021). This makes this approach effective for a project with evolving requirements and is more flexible.
Extreme Project Management (xPM)
An extreme project management approach is more utilized in complex and vulnerable environments. This approach often emphasizes innovation, flexibility, and adaptability in guiding the project (Tampio et al., 2022). Some of the considerations in this approach include encouraging frequent interactions with stakeholders, empowering team members to make informed decisions, and implementing risk management strategies (Kosztyán & Szalkai, 2020). Through these considerations, this approach would ensure the success of any complex project.
Multi-Project Management (MPx)
The multi-project management approach is more focused on dealing with many projects simultaneously. Some of the considerations for this approach include identifying dependencies and potential conflicts with other organizations’ projects, implementing centralized communication, encouraging knowledge sharing, and establishing different management techniques (Meslec et al., 2023). Since Lightning Fast might have other projects, this approach might help align and coordinate this current project with other organizations’ initiatives.
Five Stages of a PMLC Model
Initiation
The first stage of the project management life cycle is initiation. This stage involves turning an abstract idea into a meaningful goal (Teoh et al., 2021). The project manager often develops a business and defines the project broadly. They also identify key project stakeholders, create a stakeholder register, and create a project charter outlining the project (Klaus-Rosińska & Iwko, 2021). The completion of this phase initiates the project planning stage.
Planning
After setting clear expectations and success criteria, the project manager proceeds to the planning phase. In the project planning phase, the team focuses on specific requirements, timelines, activities, and actions (Teoh et al., 2021). The team also works with the project manager to create the project design, estimate the budget, and enumerate the task list (Meslec et al., 2023). Generally, this phase involves reviewing, revising, and revisiting the plan.
Execution
Project execution is the third stage in the project life cycle. According to Teoh et al. (2021), the actual work of the project takes place in the execution stage, where the team establishes an efficient workflow and monitors the progress. Team members often need to ensure continuous and effective collaboration between key stakeholders. As a result, everyone involved stays on the same page for the project to run smoothly.
Controlling Stage
The last two stages of the project life cycle are the controlling and closure stages. In the controlling stages, the project manager and the team members monitor the project performance, implement corrective actions, manage project risks, and keep stakeholders updated (Teoh et al., 2021). Therefore, if the project does not go as expected, necessary interventions are implemented.
Closure Stage
In the closure stage, the project ends, and the project manager and team members conduct a final review, document deliverables, accept formal acceptance from stakeholders, and complete administrative tasks (Teoh et al., 2021). Following these stages helps effectively manage a project and can ensure the success of Lightning Fast.
Project Planning Consideration and Outline of Managing and Controlling
One project planning consideration should include identifying and engaging interested caterers and builders using a transparent bidding process. This will ensure that the project has top-performing individuals who will ensure its success (Klaus-Rosińska & Iwko, 2021). Additionally, while managing and controlling the project, the outline below can be utilized:
- The project manager will ensure that each team member understands their roles and responsibilities.
- They will implement a project monitoring system to track progress.
- They will establish a change management process for adapting to shifts.
- They will develop and implement a quality assurance plan
- The project manager will emphasize team collaboration and engage stakeholders throughout the process.
- They will conduct periodic performance evaluations to determine the project’s success.
Project Risk Management & Managing Potential Scope Creep
Project Risk Management
For any project to be successful, a project manager has to ensure that they have an effective risk management plan. In the Lighting Fast project, the first step in managing risks is identifying the existing ones. The project manager and the team members will thoroughly analyze the project’s scope, stakeholders, resources, and external factors (Ajmal et al., 2022). The other risk management steps include risk assessment, mitigation planning, monitoring and control, and communication and reporting (Ajmal et al., 2022). The project manager at Lighting Fast will ensure that they oversee all the risk management processes throughout the project. This will help attain the project goals and meet stakeholder expectations.
Managing Potential Scope Creep
While undertaking this project, stakeholders and clients may add new tasks outside the initial scope, causing scope creep. According to Ajmal et al. (2022), project scope creep is always a nightmare, and many managers consider it a nearly intolerable task. Therefore, it is important to lay out strategies for managing potential scope creep in Lighting Fast’s project. The first strategy will define the project scope in the initial stages to avoid later misunderstandings with key stakeholders (Ajmal et al., 2022). The second strategy involves establishing a formal change control process for evaluating and approving any change that stakeholders will propose to the project scope (Ajmal et al., 2022). Implementing these strategies will ensure the Lightning Fast outside eating area and takeaway kitchen project runs smoothly.
Project Closure and Transfer of Learning
Project closure is the last phase after stakeholders have been satisfied with the outcome. At this phase, the project manager and team formalize the project’s completion and transfer relevant knowledge and lessons to enhance the success of future tasks. The first step in the closure process is establishing criteria that clearly define the conditions for completing the project (Wen & Qiang, 2019).
The second step will be ensuring that all project deliverables are complete and meet the requirements set at the initial stages. This will be done by thoroughly reviewing all project documentation, like reports, project plans, contracts, and specifications (Wen & Qiang, 2019). The third step will be obtaining stakeholder acceptance and sign-off, which will signify their satisfaction with the project outcomes (Wen & Qiang, 2019). Generally, these steps will help identify when the project can be closed and when relevant knowledge and lessons can be obtained for future success.
Table 1: Precedence Table.
Self-Reflection
Strengths
Strong Leadership
In reviewing my general ability to manage a project, one of my strengths is strong leadership. According to Amoah and Marimon (2021), strong leadership quality can enable a project manager to inspire and guide all the team members involved in the project to attain the stipulated goals. This strength will enable me to establish a clear vision, empower team members to work hard together and lead as an example by following the established plan.
Effective Communication
The other strength I have is effective communication, which plays a significant role in the success of a project. Effective communication is important in project management as it helps motivate team members to focus on the goal and involve stakeholders in the project’s progress (Amoah & Marimon, 2021). This strength will help me convey information to team members and stakeholders, enhance understanding of the project’s goals, foster collaboration, and facilitate timely decision-making.
Problem-Solving Skills
Strong problem-solving skills play a significant role in solving problems arising while undertaking projects. This skill enables a project manager to offer different perspectives on issues, assist in designing a project, and implement effective solutions (Amoah & Marimon, 2021). This strength will enable me to break down problems that arise while undertaking a project into manageable components, identify causes, and develop effective strategies to keep things on the right track.
Effective Stakeholder Management
In reviewing my ability to manage a project in general, I have a strong ability to engage and manage all key stakeholders. According to Amoah & Marimon (2021), effective stakeholder management helps project managers identify and understand what they need and expect and if they have any concerns. This strength will enable me to maintain a positive relationship with stakeholders and manage communication, enhancing the project’s success.
Weaknesses
Time Management
One area that I have identified as I need to improve is effective time management. Time management involves dividing the available time between project deliverables and tasks to meet the stipulated goal (Amoah & Marimon, 2021). However, I have always found managing multiple tasks, meeting deadlines, and prioritizing more important activities challenging. This weakness can significantly hinder the success of my project, and I have to try to address it.
Conflict Resolution
Another area that I could improve in managing projects is resolving conflicts. Amoah & Marimon (2021) note that conflict is significantly challenging to avoid in managing projects and ensuring team members work together to attain success. I sometimes need clarification when team members have conflicts and fail to have a solution that makes everyone happy. Since I understand how this quality is important, I have to make efforts and improve in it.
Conclusion
In conclusion, the first part of the paper offers a comprehensive project plan for the Lightning Fast outside eating and takeaway cooking areas. In this plan, there is a detailed analysis of strategies for stakeholder management, appropriate methods for managing the whole project, and techniques for managing risks. This outline offers a solid foundation for implementing the Lightning Fast project and ensuring it is successful. In part B, this essay reflects on some of the strengths and weaknesses that I have while dealing with projects. Utilizing my strengths and working on my weaknesses would help me become successful in implementing the Lightning Fast project.
References
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Amoah, A., & Marimon, F. (2021). Project managers as knowledge workers: Competencies for effective project management in developing countries. Administrative Sciences, 11(4), 131. Web.
Ciric, D., Lalic, B., Gracanin, D., Tasic, N., Delic, M., & Medic, N. (2019). Agile vs. Traditional approach in project management: Strategies, challenges and reasons to introduce agile. Procedia Manufacturing, 39, 1407-1414. Web.
Klaus-Rosińska, A., & Iwko, J. (2021). Stakeholder management—one of the clues of sustainable project management—as an underestimated factor of project success in small construction companies. Sustainability, 13(17). Web.
Kosztyán, Z. T., & Szalkai, I. (2020). Multimode resource-constrained project scheduling in flexible projects. Journal of Global Optimization, 76(1), 211-241. Web.
Meslec, N., Curseu, P. L., Fodor, O. C., Batistič, S., & Kenda, R. (2023). Multiple teams, multiple projects, multiple groups at the intersection of (multiple) research fields: A bibliometric study. Frontiers in Psychology, 14. Web.
Tampio, K.-P., Haapasalo, H., & Ali, a. F. (2022). Stakeholder analysis and landscape in a hospital project–elements and implications for value creatio. International Journal of Managing Projects in Business, 15(8), 48-76. Web.
Teoh, C. H., Zain, Z. M., & Lee, C. (2021). Manufacturing organization transformation–How customization of project life cycle and project governance for custom solution enhances the chances of success. Asia Pacific Management Review, 26(4), 226-236. Web.
Wen, Q., & Qiang, M. (2019). Project managers’ competences in managing project closing. Project Management Journal, 50(3), 361-375. Web.