Brown (2022) explained that as per PMBOK any temporary system undertaken by the organization to carry out its usual work is referred to as 'project-based organizations' (PBOs). Interestingly, such organizations heavily rely on the short-term contracts from a number of clients. They are involved in the bidding to earn the outsourced projects. PBOs are highly innovative and creative in executing operations (Brown, 2022). These types of organizations often divide their projects to attain a higher level of effectiveness and efficiency in organizing shorter projects and many businesses like entertainment, construction, etc. are part of PBOs. Planning is important for all types of organizations. Undoubtedly, planning plays a pivotal role in the performance and success of the project (Urbaski et al. 2019). Naem et al. (2018) argued that in the project formation phase, the significance of planning increases further. For the deliverance of the project, planning is a continuous project (Idoro, 2012; Urbaski et al. 2019). Planning in project management is a vital factor behind project success (Aronson & Lechlier, 2009; Murphy et al.,1974; Slevin & Pinto, 1987; Urbaski et al. 2019). Interestingly, not everything in life and the project goes as planned.

Scenario

In a lively business setting, where projects are the lifeblood of progress, surprising incidents can disturb the best-laid plans. Steve has worked for an engineering firm for eight years and is one of several members working on a major new project. He has a reputation as a complete team-person and suddenly finds himself in the most challenging position: the project lead departs from the organization, and Steve is asked to step up and take on the responsibility of the project lead. Although Steve had no previous desire to do so, with the experience of working on more than two dozen projects, he is now faced with the huge task of leading a crucial project with no prior leadership skills.

Challenges

Steve accepts the new role with both excitement and nervousness. He is excited because it is an opportunity to expand his learning curve, but the project is unique and time-sensitive. It has inherent and residual risks at different stages of the project. The pressure is immense as some of the members still see Steve as a colleague rather than a manager. Some of his colleagues are undisciplined.

Strategy and Approach

Steve starts with the project charter to analyze the scope, objectives, and probable constraints. The first and foremost step for Steve is to establish the SMART (specific, measurable, achievable, relevant, and time-bounded) objectives to ensure the project stays on track. In response to the potential risks, he develops a calculative approach to mitigate them. He is familiar with risk assessment and risk management tools and techniques and thus starts every meeting with a risk matrix to explain to the members how much risk is covered and how much is still out of control. He communicates the objectives and assigns the tasks to ensure that milestones are met regularly. He also uses a Kanban board as one of the techniques to ensure tracking continues throughout the phases. Although he initially had reservations, he demonstrates exceptional leadership qualities by inspiring a high-performance team. He nurtures open communication within all members of the team, engaging them in the process through collaboration and idea-sharing. He immediately recognizes the stakeholder management's importance and so maintains regular communication with key stakeholders, ensuring that they are informed about the progress as well as any concerns so that there is a proactive approach rather than a reactive stance. He leads the team by example, inspiring them to overcome challenges and strive for excellence.

Navigating Risks and Challenges

During different phases of the lifecycle, Steve encounters different types of obstacles and setbacks. From unexpected resource constraints to technical hurdles, each challenge tests his resilience and adaptability. However, he remains persistent in his approach to resolve through problem-solving skills while ensuring creative solutions. He embraces change and uncertainty, viewing them as opportunities for growth rather than obstacles.

Achieving Success

Despite the odds stacked against him, Steve along with his dedicated team ultimately succeed in delivering the project on time and within budget. Their collaborative efforts and unwavering dedication culminate in a successful outcome, earning accolades from both stakeholders and senior management. His journey from accidental project manager to celebrated leader serves as a testament to the power of perseverance, adaptability, and effective project management.

Instructions

Based on the scenario at hand, develop a FIFTEEN HUNDRED -word report which will address holistically, in EXPERT words, the following:

1. Explain how Steve felt initially when assigned the project.
2. What were some of the challenges he faced and how did he respond to them?
3. How did SMART objectives in project management help Steve?
4. Assess the leadership qualities demonstrated by Steve throughout the project.
5. Explain the techniques used by Steve to foster collaboration and communication within the team.
6. Assess the effectiveness of Steve's stakeholder management approach.
7. Reflect on the factors contributing to the successful completion of the project through leadership.
8. What additional strategies would you recommend to Steve that could have enhanced the project's success further?

References

Aronson, Z. H., & Lechler, T. G. (2009). Contributing beyond the call of duty: Examining the role of culture in fostering citizenship behavior and success in projectbased work. R&D Management, 39(5), 444-460. DOI: 10.1111/j.1467-9310.2009.00573.

Brown, L. (2022). Project based organization: Advantages & disadvantages. Ivensis. https://www.invensislearning.com/blog/project-based-organization/

Idoro, G. (2012). Evaluating levels of project planning and their effects on performance in the Nigerian construction industry. Construction Economics and Building, 9(2), 39-50. DOI: 10.5130/AJCEB.v9i2.3020

Murphy, D. C., Baker, B. N., & Fisher, D. (1974). Determinants of project success. National Aeronautics and Space Administration.

Naeem, S., Khanzada, B., Mubashir, T., & Sohail, H. (2018). Impact of project planning on project success with mediating role of risk management and moderating role of organizational culture. International Journal of Business and Social Science, 9(1), 88-98.

Slevin, D. P., & Pinto, J. K. (1986). The project implementation profile. Project Management Journal, 17(4), 57-70.

Urbaski, M., Haque, A.U., & Oino, I. (2019). The Moderating role of risk management in project planning and project success: Evidence from construction businesses of Pakistan and the UK. Engineering Management in Production and Services, 11(1), 23-35.