Running head: Module 7 Final Paper 1

Module 7: Final Paper

Managing Uncertain and Complex projects

Carlos Cumbe

Arizona State University

OGL 321

May 1, 2020
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Part one:

Since taking the quiz “How Good Are Your Project Management Skills” for the

first time, until now, I can pinpoint areas of growth that I have gained in the manner that

I have gained new skills and perspectives that will help me be a more effective project

manager. The areas that I can reflect on where I can identify growth are such as

decision-making, responding to a mid-project staffing crisis, dealing with uncertainty,

and diligent time management.

Decision-making:

In my opinion, a key area that I have seen growth regarding leadership, in

general, is my approach to decision-making. I learned that making effective decisions is

key to project success. It is crucial for project managers to analyze the objectives of the

project in order to be successful. By determining the objectives I can work on

developing the vision that will be instrumental in order to influence others to bite into our

vision as an organization and will help us accomplish the objectives that will enhance a

successful project. “When objectives come first, the project manager is well prepared to

make the decisions necessary for project success and to entertain new decision

opportunities as they arise” (Buede & Powell, 2015, p.4). I agree with this statement

because having a clear vision will dictate the strategies that I will use based on what I’ve

learned throughout my journey/experiences that will allow me to make effective

decisions. One strategy that I gained and will integrate into my process of decision-

making in future leadership roles is a collaborative method to gain new insights,

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perspectives, and to engage my team. “The best fix has always been to get the team

members to feel engaged, and that their views are heard and their opinion respected”

(Soma, B. 2020). This strategy not only will allow me to make the most effective

decision but will also increase productivity and quality levels in my organization.

Takeaways:

One takeaway that I can make a connection with my current position, as lead

valet supervisor at the Hilton Orlando, that in order for good decision-making it is highly

important to determine the objectives. For example, my objectives are to provide a high

level of customer service to all our guest, deliver our guest vehicles in the same or

better condition, while leading my team, keeping the morale high, and enhancing we are

following standards. Outlining these objectives will support me to elaborate on my vision

and also be able to demonstrate to the rest of my team that by listening to their insights,

perspectives, and engagement will give me better insights to make better decisions. By

integrating my team they will give me new perspectives that I haven’t thought of and can

help me with key information to make the adequate decisions to schedule the right

amount of valet runners or cashiers for specific events in order for us to be successful

when big groups or parties come to our property.

Responding to a mid-project staffing crisis:

In addition, to frequently monitor and reevaluate significant risks as the project

develops I learned that key elements of practicing situational leadership depending on

the situation consist of being flexible, open to creative solutions, and seek alternative
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routes. By planning and re-evaluating risk will allow me to think outside the box when

facing a mid-project staffing crisis. This has enhanced my growth in being proactive and

to plan ahead for contingencies to resolve similar problems. I found great value in such

comment “think outside the box from time to time to take a more innovative approach

and focus on a sustainable plan that will invite you to be persistent in every goal and

thereby exceed them” (Ben, Pandya.) When faced with unexpected crises I will try to

think outside the box and come up with innovative approaches by looking back at my

objectives, it will allow me to focus on a sustainable plan to overcome and find solutions.

It has enhanced my growth by realizing how losing staff halfway in my project can leave

a big dent in our team's “morale, negative human relations, low productivity, and lack of

commitment” (Kerzner, 2010, p. 377). If I were to lose half my team I will focus on these

areas and be proactive in order for our team not to fall in depression. Communication

will be key.

Takeaways:

This part of the course reminded me how important is to act as quickly possible

to situations such as mid-project staffing issues. For example, at my current job, 60% of

our employees are college students, or part-timers who work as valet attendants for the

daily-cash, a culture that I have identified that is okay with upper management is that

when school starts back up in the fall we lose a part of our team due to them going back

to school. By being flexible, open to creative solutions, and seeking alternative routes

we have developed a plan to proactively start rehiring new employees prior to the fall in
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order for us to have enough personal in our teams to handle high volumes of traffic

when convention season starts.

Dealing with Uncertainty:

My biggest takeaway in order to encourage trust especially in times of uncertainty

is by communicating effectively. This will enhance trust in my team, therefore, we can

move forward. My growth has also consisted of acknowledging the fact that any journey

that I take on, will present with some challenging surprises, yet I have to be capable to

remain calm, focus and practice having a growth mindset to find solutions by thinking

outside the box. When faced with uncertainty I learned it is more effective to “pay close

attention to the root problem in order to solve the main problem” (Cleden, 2016, p. 43).

Most importantly, keeping in mind the objectives that I have to achieve in order for the

project to be successful will allow me to make effective decisions.

Takeaways:

One key takeaway that I gained is “it is vital to keep the project objectives in

mind. These provide a context for judging the value of a solution. “The higher the

perceived value, the more successful the solution” (Cleden, 2016, p. 52.) Sometimes

upper management doesn’t schedule the proper number of valet runners to handle the

high volume of traffic coming up in our ramp, therefore, it is my job to communicate

proper strategies to handle such situations when we face uncertainty. I’ve included daily

shift huddles in each shift in order to communicate proper information and to discuss

ideas and strategies to handle the situation later in the shift. This is a great opportunity
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for me to listen to their ideas and insights to find solutions in order for us to have a

successful shift. It also encourages trust in my team because by promoting key

strategies and communicating our daily objects and including them in decision making

creates a productive environment, which means providing better customer service, and

more cash in everyone’s pockets.

Diligent Time Management:

My planning skills have improved since taking OGL 320 & 321, I learned that

before committing to deadlines, it is imperatively important to look at key elements in the

project plan such as the scope and schedule deadlines before committing.

Communication with stakeholders is key before taking on a new project and it is also an

important step to take when unrealistic targets are presented to me in the middle of a

project. Before committing I learned how important it is to produce a project plan where

you clearly identify the scope, deliverables, all requirements, and is documented to look

back upon when stakeholders ask you to complete unrealistic targets. By focusing on

creating a project plan will allow me to determine the goals and set dates in order to

stay on track with our project.

Takeaways:

One takeaway, that I can make a connection with my current position is to use

the strategy of measuring my accomplishments by inspecting what I expect. Proactively

I will invest my time to “Read, review, listen, edit and finalize” in order to stay focus and

have effective strategies to be compliant with time management. Without a doubt, my

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goal is to manage projects more effectively, staying on schedule will allow me to be

effective in my organization, particularly when I’m in charge of a project.

Personal Approach:

I would define my personal approach to project management as situational

leadership and empowering others. My approach to any project is to tackle it with an

open mind, being flexible to change and uncertainty, seek insight beneath the surface

and try to adjust my style of leadership in order to influence my followers. Not every

situation is similar as well as every person is also different, therefore, it requires me to

consider situations from multiple perspectives. Being that people, teammates,

colleagues are my most valuable resource, therefore, I tend to prioritized team-morale,

and as well as scope objectives when trade-offs are inevitable. I think my biggest

challenge is making sure I use all my resources as effectively as I can in order to get the

best out of my resources and be successful. If I effectively use my resources I will be

able to find ways to finalize projects under budget.

Another area that I find challenging is coming up with a strong plan to be able to

prevent risk and come up with solutions or alternatives to all possible contingencies. It

should be noted, that in order to come up with solutions for contingencies I would

discuss possible options with the rest of my leadership team. Receiving their feedback

will expand my own perspective and will help me focus what’s underneath the surface

and come up with better plans to avoid risk. I can point out my growth in this matter
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because I’m becoming more comfortable with uncertainty because it is okay with not

knowing, but having the confidence that together we can figure it out as a team.

Part 2:

My objective is to give advice based on my personal experience. Three areas of

advice for someone else preparing to start the Harvard Project Management Simulation

for the first time are paying attention to patterns of behaviors, the structure of the

system, and mental models. The key is to try different strategies and consider different

scenarios from multiple perspectives to focus on what is underneath the surface to deal

more effectively with complex situations.

Patterns of behaviors:

• Paying close attention to the team's morale is highly important to be successful.

• Teams morale will communicate and guide you to make the proper decisions

such as implementing more or less:

o 1 on 1 coaching

o Daily standups

o Status reviews

• What changes have occurred each time you make a change?

• What are the trends?

• What’s been happening

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Structure of the System:

• Identifying the main objectives.

• Create a plan.

• It will take multiple times to run through the different types of simulations to make

improvements.

• I suggest not to keep changing teammates frequently as this will lead to:

o More training.

o Knowledge loss.

o It impacts the morale of the team.

o Set you back on schedule.

• I found that 3-4 medium-high skilled level team members with constant

communication would produce the highest levels of productivity.

Mental Models:

• Developing a plan for each scenario is key.

• Identify your own assumptions, beliefs, and values of each scenario to help you

make the best decisions.

• I found out that being consistent in making decisions such as the same number

of team members or levels of outsourcing would lead me to obtain better scores.

• In each scenario, you will have to make trade-offs in order to complete the

project.
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References

Powell, Robert A., and Dennis M. Buede. The Project Manager's Guide to Making
Successful Decisions. Berrett-Koehler Publishers, Incorporated, 2015.

B, Soma. “Stepping into Project Management - the Journey Continues.” Stepping into
Project Management - the Journey Continues, 5 Feb. 2020, www.steppingintopm.com/.

“Chapter 10 Behavioral Excellence.” Project Management Best Practices Achieving

Global Excellence, by Harold Kerzner, 2nd edition ed., John Wiley & Sons, Inc., 2010,
pp. 377–398.

Cleden, D. (2016). Managing project uncertainty. Retrieved from https://ebookcentral-

proquest-com.ezproxy1.lib.asu.edu