Mobilization of a Project

Mobilization ensure that the project contain technical and organizational mechanisms and infrastructures that are necessary for accumulating resources. In general, the initial mobilization is carried out during the definition stages of a given program or project. Otherwise, the full mobilization begins after the involved team receives approval to carry on their tasks. On the other hand, the project startup can operate as official portfolio management, which facilitates the establishment of the infrastructure (Ostrom, 2010). Conversely, the process of mobilizing a project involves the preparation of a detailed strategy for initiating project work based on the available resources, well-outlined requirements and determination of the constraints applicable to the scheme (Trokic & Sahatqija, 2016). Indeed, there are various factors and challenges that need to be considered in the start-up project in order for management to be able to come up with suitable mechanisms of motivating people participating in the project. 

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Major Considerations that Need to be Addressed during the Project’s Start-up

There are several key factors that should be considered during the project start-up. The first concern is the aspect of handing over the project to the scheme manager. To illustrate, the essence of formal project handover before building and signing begin is to ascertain that the administrator has prepared the best scenarios for a rational and effective start-up. In this case, the individual oversees the project might not participate in bidding the tender and determining cost-saving measures or negotiating contracts among other activities (Ostrom, 2010). However, the most significant thing is to ensure that project manager is familiar with the involved contracts, bid and other agreements, hence, being able to prepare for the project evaluation meeting and come up with a realistic plan (Isaac & Tormey, 2015).  For instance, the project manager can decide the type of plan for health and safety (PHS) to be utilized through offering the involved entities with an overview that highlight the use of available resources within a specified time (Määttänen, 2014). As a matter of fact, the above action is essential for promoting the project’s effectiveness. 

Moreover, the aspect of building a project is another important element to consider during the startup. In this case, the project manager needs to thoroughly analyze work specifications, common conditions, pre-investigations, geotechnical reports, and drawings. Similarly, the person controlling the project shall also become acquainted with the available used tactics as well as being mentioned in the calculation (Kanchana et al., 2013). Still, the project manager is required to enter into a decree with the assessors setting out the scheme, thus, ascertaining that permits and authority approval have been received. Besides, the project manager is supposed to enter into an agreement concerning the way of handling waste or adverse effect of the scheme (Fonrouge et al., 2018). Based on the specifications, an individual overseeing the project is supposed to come up with rules and plan for controlling the negative implication of the project. Still, this professional is required to determine the best ways of addressing the costs and expenses that are likely to be experienced in the course of the entire project (Trokic & Sahatqija, 2016). Conversely, the above action will guarantee that the instigated project has brought about more advantages compared to the negative impacts in the surrounding environment. 

Besides, the review of the time schedule is also an essential factor that should be considered during the project startup. It is advisable for the person managing the scheme to be aware of the time schedule or prepare the operational timetables based on the available contracts. For the project manager to finish the provided work within the planned time, it is important to coordinate work based on the strategized period as well as ascertaining that drawings and resources are presented at the suitable time. Similarly, the project manager need have enough manning and procurement of the needed approval and permits (Ostrom, 2010). Moreover, the individual overseeing the scheme should also ascertain that all the needed explorations are carried out within the right time, hence, easing the process of completing the project (Määttänen, 2014). To be specific, the management should work out various time schedules including indicating the project’s start and end time; highlighting approval deadline, rolling time schedules; defining the typical manning as well as offering an explanation about the sequence of the task and the internal connection between activities timeframes. 

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Furthermore, risk analysis is also an essential task that needs to be considered before instigating any project. In the illustration, the risk evaluation should be carried out at the tendering point. This evaluation is supposed to be carried out in advance before starting any activity concerning the project (Kanchana et al., 2013). To be specific, the project manager is required to do various activities including scrutinizing the specifications; analyzing the work processes and planning; exploring he tender control plan; ascertaining that the available tasks are done based on the current legislation, standards, and codes; investigating the information about the local conditions; and ascertaining that environmental and safety issues are systematized (Fonrouge et al., 2018). Based on the above information, it occurs that the manager is liable for analyzing the risks that may be experienced during the project’s progress (Trokic & Sahatqija, 2016). For instance, the person overseeing the project should have the capability of determining the risks associated with the technical problems, communication issues, and sub-contractors or suppliers challenges among other barriers that hinder effectual progress of the project. 

Still, the finance is still a key factor that needs to be considered during the project startup. For the manager to effectively eliminate misunderstandings relating delayed or absence of payment, it is essential established clear financial conditions that should be followed in the entire project (Burton, 2012). For example, the project manager is required to prepare a payment plan that highlights the reimbursement conditions and amounts, hence, making it possible to determine the fixed payment periods as well as the amount of money to be paid to specified individuals (Ostrom, 2010). Indeed, one of the best ways of defining the financial aspects is to identify persons who are supposed to prepare the monetary agreements and individuals who will be liable to sign these decrees. However, the payment should be carried out based on the documented work or by considering the approved agreement forms (Määttänen, 2014). In order for the management to undertake the above task in an effective manner, it is essential to use cash flow budget, hence, being able to highlight the anticipated expenditure and income. 

In addition, the notion of preparing workplace safety measures is an essential activity that needs to be carried out during the project startup. First, the manager should take the responsibility of appointing a coordinator who ascertains that the working environment is safe for the involved stakeholders. Still, there is a need to have the worker’s safety precautions that are supposed to be discussed during the safety meetings as well as at the time of making personal contracting (Ostrom, 2010). However, the main individuals participating in the project are required to make arrangements with customers, staff and sub-contractors on matters relating to the time as well as the safety issues (Isaac & Tormey, 2015). Conversely, it is advisable to hold meetings meant for documenting the project’s timeframe and having the time for discussing disagreements that may be experienced among the individuals involved in the project (Trokic & Sahatqija, 2016). As a matter of fact, these safety meetings will facilitate the process of examining the safety issues in the major project areas as well as ascertaining that there are enough resources that should be utilized during the time of responding to emergencies. 

Challenges Experienced at the Startup Point of the Project Lifecycle

There are several challenges that can be encountered during the startup period of the project lifecycle. First, mistrust, tension, and conflict among the involved members are among the core issue that hinders effectual progress of the project (Clark, 2003). To be specific, the confidence is an essential element in the teamwork and it begins by the people involved in a certain project knowing each other. In this case, the team members are supposed to familiar with each other both personally and professionally, hence, making it easy to deplete the workplace tension that may arise at different points (Trokic & Sahatqija, 2016). Indeed, it is hard for people to understand each other without having an effective engagement. Similarly, the aspect of varying opinion or conflict is another factor that hinders effectual progress of the project and it commonly solved by arranging meetings and debates (Ostrom, 2010). Conversely, the management should come up with the effectual method of handling the above issues since they act as a barrier to effectual interaction among the individuals taking part in a project. 

Low engagement is another factor that makes it hard to attain the project’s goals and objectives. In some instance, the team members tend to be not committed with their duties, hence, making it challenging to attain the project’s mission since the participants are not ready to put extra efforts. In order for the management to encourage engagement, it is essential to involve and incorporate all the stakeholders in the process of making project-based decisions (Ferrer Conill, 2013). Moreover, it is essential for the management to come up with both long-term and short-term objectives, hence, ascertaining that all the team members are aware of the goals that need to be achieved within a specified timeframe (Määttänen, 2014). Conversely, the project can be effective if all the team members share ideas generously and regularly, hence, enabling them to gain the required capability to grow and develop in a continuous manner.

The bad perception is also an element that hampers the smooth flow of the project. In relation to this statement, all the schemes are always guided by the image, reputation, and brand established through behaviors and actions of the team members. However, the biggest part of viewpoints is guided by the manner into which the team accomplishes the promises and expectations (Burton, 2012). In some instance, the individuals participating in a certain project may be unaware of their roles during the creation of the team’s perception (Trokic & Sahatqija, 2016). To illustrate, the team may be clueless about things that need to be delivered in the project and manner into which they are conveyed. Moreover, the team members might be unable to adjust and embrace various changes experienced within the course of the project (Määttänen, 2014). In consideration with the above information, it is essential for the management to come up with a suitable method of assessing the time used by each team member to accomplish the provided task. 

Things carried out during the Project’s Startup Point to Optimize Motivation As well as Boosting Creation of Team working Mentality within the Programme Team

According to in-module management exercise, there are several practices carried out during the project’s startup stage to boost teamwork and motivate individuals involved in a given project. First, the scheme’s management has organized orientation to ascertain that team members have interacted to deplete nervousness that might hinder effectual relationship in the workplace (Trokic & Sahatqija, 2016). At the same point, the management ensures that there is a discussion meant to explore the scope of the project and the manner into which different tasks will be carried out (Kanchana et al., 2013). Moreover, the scheme’s administration guarantees that there are plentiful supervisors for offering professional advice and guiding the rest participants during the process of making decisions, hence, keeping the team on track. 

On the other hand, the norming stage plays a vital role in motivating team members. At this point, the administration guarantees that all the participants have reached a mutual understanding, a thing that makes the involved persons know that they are responsible for accomplishing the project’s goals and objectives (Isaac & Tormey, 2015). In this case, the aspect of recording and organizing the needed documents helps the members to familiarize with their roles and responsibilities as far as the project is concerned (Ostrom, 2010). Moreover, the aspect of reducing the conflict among the team members make the workplace conducive, hence, encouraging the project’s contributors to exert their utmost efforts in order to achieve the set goals and objectives. In addition, the leadership is also a motivational factor since increases the member’s engagement and productivity (Trokic & Sahatqija, 2016). As a matter of fact, all the above elements have played a vital role of motivating team members while carrying out various tasks. 

To conclude, the project’s mobilization is an activity carried out in the startup phase of the project and it is meant to ensure that all the needed resources are intact before the launch of the intended activity. However, there are several factors that should be considered during project’s mobilization and they include handing over the scheme to the manager, project’s establishment, reviewing time schedule, analyzing risk, financing, and scrutinizing safety measures. On the other hand, the startup project may be accompanied by challenges such as conflict, tension, mistrust, low engagement, and bad perception. Indeed, motivation is a helpful element since it enables the team members to attain quality results even after experiencing hardships in the course of the project.

References

Burton, K. (2012). A study of motivation: How to get your employees moving. Management, 3(2), 232-234.

Clark, R. E. (2003). Fostering the work motivation of individuals and teams. Performance Improvement, 42(3), 21-29.

Ferrer Conill, R. (2013). Motivation in virtual project management: On the challenges of engaging virtual teams and the features of project software. Karlstad Business School, 1-90. 

Fonrouge, C., Bredillet, C., & Fouché, C. (2018). Entrepreneurship and project management relationships: So far so good? Dialogic conversation and Luhmannian perspective. International Journal of Managing Projects in Business, 1-20. 

Isaac, S., & Tormey, R. (2015). Undergraduate group projects: Challenges and learning experiences. QScience Proceedings, 19, 1-8. 

Kanchana, R. S., Divya, J. V., & Beegom, A. A. (2013). Challenges faced by new entrepreneurs. International Journal of Current Research and Academic Review, 1(3), 71-78.

Määttänen, L. (2014). Challenges of virtual and temporary project management-a case study. Aalto University School of Business, 1-67. 

Ostrom, T. K. (2010). Considering sustainability factors in the development project life-cycle: a framework for increasing successful adoption of improved stoves. Civil and Environmental Engineering Master’s International Program, 1-108. Trokic, A., & Sahatqija, J. (2016). Project management within start-ups: Exploring success criteria and critical success factors in entrepreneurial project management, Umea University, 1-106.

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