My thoughts for being an effective leader in project MGT

While looking over my notes for chapter 10, which deals with leadership. I began to compile my thoughts on what I believe what makes an effective leader. Great leaders are able to get team members to perform at their best when they can reach them on a more personal level. An example would be talking to them versus talking at them. Knowing what means of communication to use is key to managing a project. I would rather someone over communicate than not to communicate at all. Getting feedback from the team is also critical. I’ve learned from experience you get more buy in when you collaborate with team members. They feel like they are valued and are willing to go the extra mile sometimes. Another key to success is to build trust amongst team members. When you include your team member’s ideas and strategies you are building trust. Once a project manager or leader has the trust of the team then that’s when task begin to really roll along. When assembling teams for the first time everyone is feeling each other out. It’s not into the project manager builds that trust than you will see productivity increase. On my current job I built the trust of my employees by engaging in talks with them daily not only about the job but topics outside of the job. Then I began to work on other things that would make them more successful on the job. And once they see that I delivered on my promises. The trust levels increases. Now that the trust is there project managers can implement the game plan and began to tackle the critical path tasks. Leadership change for starters is not always welcome on the job. In my opinion more times than not workplaces does not stress change enough. From my own experience every time there is some kind of change whether it is a process or equipment implementation on a work cell. Operators are reluctant and always question why we changed. Great project managers are good at leading change and as mentioned above building trust. Once the team knows you have the project and team best interest at heart, you will then be able to lead change. Honesty is the last element I would like to add. Project managers must always be honest. Not just the project manager but everyone should be honest on the job. In my opinion, what makes people dishonest or with hold information is the fear of hurting team members feeling. To increase productivity of a project and stay on track project managers must be honest with himself and team members. Class I found the below article online an it discusses traits of a great project manager and leadership. What are your thoughts on leadership?

Estimating project time and cost

Project cost and timelines are usually the hottest topics when a project is initially rolled out. Let me start by stating I am no Project Manager nor pretend to be, but I have lead and assisted numerous projects throughout my career. One of the burning questions my managers have seem to always ask is “when will I have this completed and how much is it going to cost?” From my experience he was always more concerned with getting the project completed on time than cost. Not to say that cost was not important, as long as the expenditures were in reason. In manufacturing as in any other industry the customer comes first and is the main focus of everyone in the company. As we know estimating cost can be either from the bottom up or the top down. In my opinion bottom up approach is preferred because it is usually the project manager or project engineer that will be see the project through. I know in my field of manufacturing you don’t have top level managers on the production floor. They are knowledgeable but operations is a completely different world than engineering, sales, or marketing.

As I mentioned earlier completion time and meeting deadlines is what top managers are looking at when projects are in process. I used a critical path analysis chart to help with my estimation for completing a project. The project consisted of relocating a family of speakers that logistically makes since to assemble on the west coast. Considering most of the raw components we buy for this speaker are from the west cost and the finished assembly is primarily sold to customers in that region. We decided to relocate this product family to the Anaheim plant. So this project from a operations stand point consisted of transferring all the purchased and manufactured components from Illinois to California and setting up a work cell.  So the critical path chart made a lot of since for this project because so many part numbers needed to be transferred, equipment needed to be purchased, testing equipment needed to be fabricated, along with standard work and training documents.

So when I had my completion date estimated and total cost of all invoices for this project. I presented it to my manager and his manager. Unfortunately the project was not completed until two months after my estimation, for reasons that were out of my control. from an operations stand point everything was ready to go. My manager understood that and knew I had completed all my task. All Project managers struggle with the same dilemmas and that is estimating how much a project will cost and how long will it take to complete the deliverables. I wanted to see what project managers in the field had to say on this topic so I visited the PMI website. Click on the link below to see what they had to say. Also feel free to leave a comment on your experiences with estimating.