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Articles Tagged 'communication'

  • Project Management and its Barriers—Joelle Jello
    Construction safety for project managers

    Project Management and its Barriers: A Case Study

    Working in an environment like Australia is not easy, the country carries with its diversity and unique styles of working. My first construction project in Australia was with one of the biggest Australian Departments. The project consisted of a 4-story building in the city that the department wanted to renovate to use it as conciliation rooms, multipurpose rooms and open space offices.
    During the project, we faced disputes in communication, cultural differences, variations in approach to work, and weak coordination. In this reflective essay, we will discuss the approach that was taken during the construction project and its different phases. We will include our organisational structure, and elaborate on the barriers that we faced until we reached completion and handover.
    We were engaged during the construction phase and starting this time we had to follow our normal project life cycle which is Initiation, planning, executing, monitoring, controlling and handing-over. We established extra team building activities, training, and supportive environment to overcome the above barriers and put us on track to the Australian construction system.

    Author: Joelle Jello
    Review status: Postgraduate assignment (University of Technology Sydney)

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    Whitepapers
  • Project and organisational barriers in the site inspection phase—Amish Trilok Joshi

    Project and organisational barriers in the site inspection phase of a solar installation project

    This paper describes the site inspection phase of a solar installation, the problems it encountered and how they were rectified at the time. The importance of the research is to demonstrate a focus on the reflective aspect of how the project phase of site inspection was managed and demonstrate improved outcomes of using the theoretical topic of managing to address barriers at the project and organisational levels, had it been applied to this scenario. In this work, I have attempted to resolve project and organisational barriers that are faced during the phase of performing initial site inspection for a solar installation project. The scope of this paper is limited to only the site inspection phase of the described project which forms a minor, albeit, a critical part of the project to assess its long term viability. The evidence researched upon is the Project Management Body of Knowledge (PMBOK) guide for project management and the theory of recognising barriers and enhancers and reducing the recognised barriers. The key barriers identified as part of the findings of the research were cultural, leadership, communication and attitude of the individual project team member. The findings I have discussed can have positive implications towards future projects undertaken by the organisation. For this to occur, the knowledge transfer of tacit to explicit knowledge, from senior management to staff lower in the hierarchy, needs to be closely monitored and documented appropriately. It is vital the organisational process assets are reviewed on a regular basis and referred to during project kick-off meetings.

    Author: Amish Trilok Joshi
    Review status: Postgraduate assignment (University of Technology Sydney)

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  • Why do projects not succeed when project governance is not formalised?—Vanessa Sore
    Governance

    Why do projects not succeed when project governance is not formalised?

    Barriers exist at both the project and organisational level. These barriers influence the organisation’s aptitude to successfully implement and execute projects, as well as the overall performance and market penetration of the organisation. This paper aims to critically reflect upon the current barriers at the project and organisational level within a large Australian financial services organisation. The reflection identifies three key barriers at the project and organisational level concerning the lack of: formal project-based structure; project methodology familiarity and skilled project managers; and open dialogue prohibiting collaboration. Moreover, this reflective practice has allowed recommendations to be made to adjust governance structures to improve project performance and progress towards achieving organisation objectives. A new governance structure is recommended in pursuit of: implementing a formal project-based structure, embodying support from a Strategic PMO to bring accountabilities and opportunities amidst the organisation into line; aiding better education and appreciation of project management methodology with ongoing support from a Tactical PMO; and adopting effective communication. Thus, the paper outlines the importance of these recommendations to assure project governance ownership and liability across the organisation to achieve project success.

    Author: Vanessa Sore
    Review status: Postgraduate assignment (University of Technology Sydney)

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  • Leadership in organisational change

    A successful change culture depends on the leadership team signalling their commitment to change, writes Ivan Seselj. Not only does this set the vision for what the business is trying to achieve, it empowers key change agents.

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    Change