Communication in the project
Project management remains one of the most pertinent business undertakings presently. Project management as an undertaking defines and distinguishes between the success or failure of many processes today. A vital inseparable element of project management is communication (Gido & Clements, 2010). Conflict in communication can be catastrophic to the project. SEITZ Corporation Huntsville project is not an exception.
The incoming project manager Janet Clark has at her disposal a variety of communication tools to affect either of the following types of communication, formal or informal being written or verbal. In this case study, it is essential to note that the memo as a written form of communication was what the board used to initiate the project. This also approved the authorization of Janet Clark as the project manager in charge of the project. It is most obvious that an opportunity had presented itself for the board at SEITZ Corporation to initiate the project-based after the doubling of their total sales from $31 million to $81 million in two decades.
Carefully analyzing the events at SEITZ Corporation in relation to the Huntsville project reveals some communication conflict. The bringing on board of Janet as the project manager in the first instance was not communicated to Steve Pokorski the vice president of operations and Joe Down the director of plant engineering. Pokorski and Down should have been involved directly in the initiation of the project because they are considered potential stakeholders on the basis that this project will affect the operations and will involve engineering. This necessitates that the project manager holds status review meetings with all stakeholders.
However, this can only come after the project manager has identified the project team members and assigned them roles and responsibilities. This may not have been the picture at SEITZ Corporation which further could result in a potential communication conflict. The project manger can therefore establish a communication plan enabling her to have a strategy. With this in mind the project manager can proceed to determine the forms of communication whether formal or informal as well as written or verbal using each of these forms where suitable and applicable.
Janet Clark as the project manager seems to have overlooked some of the very important issues of project management and in so doing created a conflict. However, these conflicts can be resolved through problem-solving meetings which she must be willing to chair with her team. An all encompassing project team is wanting at this particular time and should involve some members from SEITZ Corporation as well.
Due to the fact that Down’s prototype was earlier on denied funding by the same board that later turns it over to Janet further heightens communication conflict. The project manager must quickly find ways of incorporating Down into the team and making use of his invaluable contribution that could see the success of this project. In overlooking this fact there is likely to be a communication break down which could jeopardize the success of the project.
Fact-free planning approach in the project
One of the greatest and most obvious risks here is the initiation of the project using a fact-free planning approach (Gido & Clements, 2010). Unless a project management discipline is carefully followed the figures and schedule that the project manager has presently may be unrealistic and therefore the deadlines may not be met while the resources and cost for the project cannot be determined.
Another potential area of risk would be a lack of cooperation from the management especially in the department of plant engineering. Down as the director in charge of plant engineering could mount a managerial resistance that will affect the project.
Starting out with a definite cost figure without any consideration for other project factors could be an underestimation that may cause the project to slip.
The most pertinent way to address these risks and many others that can arise during the life cycle of the project is through risk analysis and the management process. It is most definite that in an attempt to address some of these risks the project manager will restructure her approach and team to have an all-inclusive team.
The project must be managed by Janet but owned by SEITZ Corporation who are the main stakeholders. In assuming this position the project manager will need to carry out wider consultations and receive varied opinions which could alter her working. A very good instance is where now she will not be able to unilaterally change a component within the project as she envisages without wider consultation and consensus.
References
Gido, J & Clements J.P (2010). Successful Project Management 4th Ed, Ohio: Cengage Learning.