Some of the critical factors in the success of any implementation project are hardly affected by technology but the personnel at work. It is imperative to have the right staff and explicit strategies at hand in decision-making and project management. To achieve success, clear definition of roles, determining how decisions are reached, and ultimately having a clear comprehension of how the outcomes are critical for consideration. In essence, this presentation seeks to elaborate the role of human factors in project management success. Human factors play a huge role right from the start including the pre-planning stage through implementation to production status (Lacey 15). Aspects of human factors relate to the interpersonal skills of the workforce involved, the abilities to coordinate activities for a common goal in the midst of competition, conflicts, and status. From a personal perspective, the team-centered approach is critical to success from the start.
Primary factors, which determine the involved person centers around politics in the institution. The challenge to success involves navigating these murky waters deciding when to bring on board all parties and keep track of time and budgetary limits. Breaking through fixed ideas is a critical success factor in the implementation of any project. Among the fixed ideas in managing projects is the concept that success chiefly depends on finding the perfect technology solution to the problem. Additionally, another fixed idea is the notion that adherence to procedures is crucial because it is the normal way. Numerous opportunities in system implementation are lost because of the failure to evaluate the current processes and check for better working methods.
If success is measured on the parameters such as working within the budgetary limits and on time, then human factors management chiefly underpins the success of any project implementation. Project leadership bears a lot of pressure especially due to the management of the human factor. In an article on the criteria of successful project management, Rhonda Brandt identifies several talents sets that are essential to project leadership to ensure success. They include among other things: decision-making based on analytical and systematic thinking, organization abilities in cases of conflicts, motivation, effective communication, idea generation, and innovation. Also on the list is the ability to consider the ideas of others and combine dissimilar thoughts.
A successful project manager identifies key individuals with the right talents required to carry on the project through various phases and milestones. The individuals execute their responsibilities within the set timeframes mostly because they understand their roles. Basing allocation of roles in project implementation should be based on individual talents rather than on position. However, this is tricky because the worst threat to the success of any project is the institutional politics that may result in an involvement of inappropriate people hampering success (Reece and Rhonda 11). If politics appears to threaten the project, creativity is highly advised such that you bring on board assorted personnel to meet political requirements. A good communications plan is needed to ensure that communication with the larger community is ideally in the best way. The primary goal is to encourage a sense of ownership by everyone in the institution. In conclusion, the above factors underpin the significance of having in place a fortified project team with the right skills set.
Reece, Barry L, and Rhonda Brandt. Effective Human Relations in Organizations. Boston: Houghton Mifflin Co, 1990. Print.
Lacey, David. Managing the Human Factor in Information Security: How to Win Over Staff and Influence Business Managers. Chichester, England: Wiley, 2009. Print