Managing Project Teams

Schedule 

week	Week1	Week2	Week3	Week4	Week5	Week6	Week7	Week8	Comments
Starting date	10th Nov	17th  Nov	24th Nov	1st Dec	8th Dec	15th Dec	22nd Dec	29th Dec
Phase one	Assurance of quality plan	Ends 15, Nov
Plan on materials and stations	Ends 15, Nov
Review of resource	Ends 22, Nov
Project tabling and final criticism	Ends, 22, Nov
Phase two	Evaluating requirements  and negotiation of resources	Ends 28, Nov
Capacity building through role trainings	Ends 29, Nov
Acceptance, confirmation and test on the project	Ends 5, Dec
Review of the whole project and acceptance	Ends 6,Dec
Phase three	Drafts and procurements	Ends 13, Dec
Integrated test plans	Ends 21, Dec
Time adherence and          delivery	Ends 25, Dec
Reviewing	Ends 31, Dec

Behavior Affecting Tasks

Projects succeed due to the efforts of the project team. In the competitive environment today, projects require different participants from different areas of the organization. Involving parties from the external agencies will also be necessary as consultants or vendors. Projects struggle to get everyone they need in terms of behavioral differences. The project, therefore, will succeed when the teams work as a team to meet the deliverables and deadlines. The behavior will, therefore, determine the speed and ease with which every individual works for the project completion (Turner, 2014). 

The first phase that involves the project overview,from the quality assurance to the project tabling and final criticism. It will need team members that have a better treatment on others, support or promote intra and interdepartmental teamwork and have ability in decisionmaking and problem solving. The second phase of the project involves building on others and decision on the project and having a test for the project. The team members should be those that are consistent in knowledge sharing and those that can make effective decisions on a project. In the last phase of the action require those that are commited in achievement of results. The project being teamwork and done in groups requires different behavior characteristics to solve the cases with management and communication (Larson, & Gray, 2013). Behavior also affects the duration of the job, thus affects the assignment of tasks.

Managing Project Schedule Based on Behavior

Projects based on people emphasize that the management of the projects should base on the dynamics, experience, and human psychology rather than on processes. The project manager will, therefore, learn and understand the function and performance based on behavior and adaptation (Turner, 2014). Some factors will affect the behavior like the push backs, the resistance to change, trust, and acceptance, among others. In using the behavior as a factor for project management, the project manager should analyze the culture of people and the processes. The project manager should work with the culture in the organization and check what effects it has on the people and the project processes. The process will involve analyzing, adapting, or adjusting, proposing changes, gaining buy-in, implementing, and introspection.

The crucial next process will be engaging the team members. In making a successful project on handwashing, the teams must engage and sustained in the short or long term. The process will be focusing on setting performance and productivity indicators for the whole team and help maximize engagement level for the project manager and the participants. In the engagement process, the key next process would be to notice the emotions and motivations for the team (Larson, & Gray, 2013). Moreover, the project manager should identify the behavioral risks they would have by imploring into the team members by the intuitive questions. The behavior involves actions and mannerisms exhibited by the members. The process would help the project manager understand how to build his relationship with the team, assuming some behaviors while dropping the others.  Communication would be the best process for keeping everything in check. The manager should always communicate with the team members. In these processes the idea will be how the person works with the team and not individual. Therefore the dity will be how one does the job with others together.

Precedence Diagram Method

The precedence diagram method utilizes nodes representing activities and associating them with the projectiles of the dependencies in developing a project schedule network diagram. The project team for the handwashing project will be using the schedule network diagram in representing the acknowledged and preexisting schedule activities graphically through nodes utilization (Turner, 2014). The procedure is essential for allowing the project teams to understand the activities scheduled and those affiliated with the task. The strategy will, therefore, be good for the development and success as it will be easy to communicate on the flow and execution of the project. It will also be viable for identifying the missing activities and therefore avoiding the gaps that are not handled in the project.

Moreover, the strategy will identify the discrepancies in the project. The processes are dependent on each other; the missing part will, therefore, mean that the project will not be complete. The use of the strategy will work in ironing out the discrepancies (Larson, & Gray, 2013). Furthermore, the strategy can be of use in identifying critical activities and developing a project schedule.  The teams will have to work on the completion of the project with the knowledge of the various activities they should tackle effectively.

Critical Path Model

The critical path method involves using an algorithm for scheduling project activities. It is a result of the identification of the longest stretch of dependent activities and calculating the time needed for the complete process from the start to end (Turner, 2014). The critical path method is essential for keeping the project on track. The critical path helps monitor the project so that it ends at a specific time for the project to come in on time. A delay in the critical paths events will mean the whole project delays. Where the projected time is longer than the project sponsors’ expectation, there will be a need to negotiate the time scale. Some activities will need proper checking; therefore, using the critical path, one can negotiate for the time to complete it. Conversely, the activities of the project that require more time will need additional resources, which will call for the negotiation of the resources.

Reference

Larson, E., & Gray, C. (2013). Project management: The managerial process with MS project. McGraw-Hill Education.Turner, J. R. (2014). The Handbook of Project-based Management: Leading Strategic Change in Organizations. New York, NY: McGraw Hill Professional.