PROJECT MANAGEMENT

ASSIGGNMENT2

JANET MUMBI

18/06475

DUE ON 20TH NOVEMBER 2019

QUESTION ONE

Distinguish between functional and project management.

What is a Project Management?

A project is a collection of tasks to be executed over a specific period of time to achieve a

particular objective. It’s a unique exercise that will be terminated by following the achievements
of the objectives.

Project management is the process of initiating, planning, executing, controlling and closing the
work of a project achieve a pre-determined objective. Project management as the application of
knowledge skills tools and techniques to abroad range of activities in order to meet the
requirement of a particular project.

Stages in Project Management.

 Project conception and Initiation-Implementation of the project is discussed along with

the objectives of the project.
 Project definition and planning-In this phase the scope of the project is put down in
writing the tasks to be performed.
 Project launch or Execution-This is where by the project team will move to the
subsequent stage at the completion of one stage so as to ensure the project runs smoothly.
 Project performance monitoring and control-The project manager will continue to
compare projects status and progress to the actual plan.
 Project close-After project tasks are completed and result are delivered an evaluation is
necessary to assess the project success and ensure learning for the future projects.

Undertaking projects and projects management can be seen in many industries including
research, business management, medicine and engineering. The project manager is an
integral person in a project and has to be equipped with good communication skills and
negotiation skills to deliver the intended outcome of the project.
 What is Functional Management?
Functional management is managing the routing activities in the firm relating to various
functions such as production, sales, financing and marketing. Functional managers have
ongoing responsibility and are not usually direct associated with project teams. The main
task of a functional manager is to ensure that the daily activities are well conducted
smoothly which in turn will assist in realizing the overall firm objectives.
Duties of a functional manager
 Share professional suggestion and knowledge with the employees.
 Allocate resources efficiently by identifying the resources priorities.
 Provide employees with learning opportunities
 Identify cost inefficiencies and address the to improve efficiency.

What is the difference between Project Management and Functional Management?

1. Project management is the process of initiating, planning, executing, controlling
and closing the work of a project to achieve a specific goal whereas Functional
Management is managing the routing activities in the firm relating to various
functions such as production, sales, marketing, financing in order to achieve the
goals of the firm.
2. Project Management is unique and the project terminated once the objective is
achieved while Functional management is a continuous and repetitive process.
3. Project management is a onetime activity with a specified time span while
Functional management is an ongoing activity.
4. Project management looks forward at a single clear objective while Functional
management has no clear objectives.
5. Project management it has a greater need and emphasis on planning on the scope
while Functional Management is not much of emphasis on planning.
6. Project management is more human resource related while Functional
Management deals with more resource and machine related.
 Conclusion
Project Management is unique and highly planned, yet unpredictable. The
principal difference between project management and Functional management is
that the project manager has a temporary role, which leads to some specific
differences and difficulty in the case of team-building effort.

QUESTION 2

Project Management is characterized with conflict.

a) Define term conflict as used in Project Management

Conflict can be defined as different objectives and attitudes between two or more parties.
Conflict management is the process of identifying and addressing differences that, if left
unresolved, could affect objectives.
Conflict in project management is inevitable. The potential for conflict in information
systems development projects is usually high because it involves individuals from different
backgrounds and orientations working together to complete a complex task. The cause of
conflict in team projects can be related to differences in values, attitudes, needs,
expectations, perceptions, resources, and personalities. Proper skills in dealing with conflict
can assist project managers and other organization members to handle and effectively
resolve conflicts, which can lead to a more productive organization as a whole.
Conflict management within a team environment requires the ability to solve problems, set
goals, compromise, settle personality differences, and resolve conflicts. Training for project
managers in this area is necessary for their success, as they are typically responsible for
handling conflict during a project.
 b) Explain parties involved in conflict.
The people involved in conflicts hold many roles. These are described briefly below, and
then in more detail in the associated essays.
Disputants or first parties differ in the directness of their involvement and the importance
of the outcome for them.

Primary parties are those who oppose one another, are using fighting behavior, and have a direct
stake in the outcome of the conflict.

Secondary parties have an indirect stake in the outcome. They are often allies or sympathizers
with primary parties but are not direct adversaries.

Disputants also can be divided up according to their stance towards the other side. We divide
interest groups into of moderates, external supporters, conflict profiteer and spoilers.

In addition to the disputants, there are third parties. Some may be acting in active intermediaries’
roles such as mediators, arbitrators or dialogue facilitators, while others may be by-standers. As
conflicts become increasingly polarized, however, the by-standers tend to be pulled in, being
forced to join one side or the other, and polarizing the conflict even further.

Most intractable conflicts are so deeply-rooted that the parties need outside help to transform the
conflict into something more constructive. Most often, people think in terms of mediators. But
there are many more roles people can play to help transform conflicts.

c) Discuss methods used in conflict management

Approaches to Conflict Resolution or Conflict Management

In Project Management: A Systems Approach to Planning, Scheduling, and Controlling, five

modes for conflict resolution are explained and the situations when they are best utilized are
identified.

People deal with conflict in a variety of ways, therefore you need different conflict resolution
This is based on the assumption that people choose how cooperative and how assertive to be in a
conflict. It suggests that everyone has preferred ways of responding to conflict, but most of us
use all methods under various circumstances. It is helpful to understand the five methods,
particularly when you want to move a group forward.

Avoiding

Avoiding is when people just ignore or withdraw from the conflict. They choose this method
when the discomfort of confrontation exceeds the potential reward of resolution of the conflict.
While this might seem easy to accommodate for the facilitator, people aren’t really contributing
anything of value to the conversation and may be withholding worthwhile ideas. When conflict
is avoided, nothing is resolved.

Competing

Competing is used by people who go into a conflict planning to win. They’re assertive and not
cooperative. This method is characterized by the assumption that one side wins and everyone
else loses. It doesn’t allow room for diverse perspectives into a well-informed total picture.
Competing might work in sports or war, but it’s rarely a good strategy for group problem
solving.

Accommodating

Accommodating is a strategy where one party gives in to the wishes or demands of another.
They’re being cooperative but not assertive. This may appear to be a gracious way to give in
when one figures out s/he has been wrong about an argument. It’s less helpful when one party
accommodates another merely to preserve harmony or to avoid disruption. Like avoidance, it can
result in unresolved issues. Too much accommodation can result in groups where the most
assertive parties commandeer the process and take control of most conversations.

Collaborating

Collaborating is the method used when people are both assertive and cooperative. A group may
learn to allow each participant to make a contribution with the possibility of co-creating a shared
solution that everyone can support. A great way to collaborate and solve conflict is to reach out
and touch them.

Compromising

Another strategy is compromising, where participants are partially assertive and cooperative. The
concept is that everyone gives up a little bit of what they want, and no one gets everything they
want. The perception of the best outcome when working by compromise is that which “splits the
difference.” Compromise is perceived as being fair, even if no one is particularly happy with the
final outcome.

Conclusion

Conflict in project management is not necessarily unfavorable when properly managed. Several
advantages have been identified such as increasing personal growth and morale, enhancing
communication, and producing better project outcomes. However, conflict can be the decline of
an organization if it is not effectively managed. The challenge for organizational leaders and
project managers is to try to maintain the right balance and intensity of conflict in project
management. By utilizing project management principles, understanding the dynamics of
conflict, and learning approaches to conflict resolution, managers will be able to establish an
environment in which creativity and innovation is encouraged and project goals are
accomplished.
Other References

 Friedman RA, Tidd ST, Currall SC, Tsai JC. What goes around comes around: the impact
of personal conflict style on work. International Journal of Conflict Management (11:1),
2000, pp 32-55
 Rahim MA, Manger NR, Shapiro DL. Do justice perceptions influence styles of handling
conflict with supervisors? what justice perceptions, precisely. International Journal of
Conflict Management (11:1), 2000, pp 9-31
 Barki H, Hart wick J. Interpersonal conflict and its management in information system
development. MIS Quarterly (25:2), 2001, pp 195-225