Balancing Ethics, Leadership, & Technology
1. Discuss at least two (2) different roles that IT project managers can play in organizational leadership
IT project managers can act as problem solvers. Great project managers should have exceptional problem solving skills and be resourceful and innovative in their overall approach to problems (Todorović et al., 2015). On numerous occasions when working on a project, this may be a simple case of pointing out the right people within the team to Help in resolving the problem in a quick and efficient manner. At times, the real skill here is really grasping the matters behind the problem, because this is always a basic component of the problem solving process. IT project managers can also be team builders. A team that is happy and strong is productive. For the project to attain a successful conclusion there is the need for the team to work well together for a common purpose (Todorović et al., 2015). Within any team of people, there is a variety of personalities that will need to work together to create a positive dynamic. Therefore, a great IT project manager will encourage team members to learn about one another’s personality and individual skills so as to get the best of the team as a whole. Identifying areas of conflict within the team early on and managing conflict is essential as well.
IT managers can be delegators. Having a good comprehension of the team members enables the IT manager to delegate tasks to the correct persons for the best possible results (Todorović et al., 2015). Members of a team will respond well to a manager who entrusts proper tasks that ware well suited to their set of skills and consequently trust them to get on with it. Such leaders can also encourage personnel to approach them to discuss any questions of difficulties if they need to instead of undermining them by continually checking up on them and as a result, they will feel that they are valued.
2. Describe at least three (3) human resource factors that affect project management
One of the human resource factors that affect project management is diversity. When there are people belonging to dissimilar cultures, races, gender etc in a project team then there is the need to be extra careful because there is a difference in the point of views and conduct of all members of a team in this case. Something that is perceived lawful or good for one member of the team can be disliked by the other member. Selection is another factor. Project Management (PM) requires an expectation of needs regarding the future Project Team. The 1st step in PM is to set up a multi-skills team according to the type of project that has to be executed. This means that the HR focuses on choosing good individuals to fit with project requirements and needs (Tarhini, 2015). As such, the HR manager has to clearly set up a list of competence needs. Another factor has to do with training. The main goal of training is to offer qualified workers by guaranteeing a regular and even constant training. Certainly, motivation arises when the lack of knowledge is covered by members of a team. A team also has an innovative prospective which is a positive point in PM (Tarhini, 2015). Therefore, the role of the HR is to manage a team by motivating its members through training.
Recommend at least three conflict resolution techniques that IT managers can utilize to keep team members productive
There are various conflict resolution techniques. One such method is known as collaborating. IT project managers can use this technique especially when individuals are assertive and cooperative (Lacerenza et al., 2018). In this method, different viewpoints from different individuals are taken and shared with the members of the team. The decision is then taken by the agreement of the team members. Compromising is another conflict resolution method. In this case, team members are partly assertive and collaborative. This notion is that every person gives up a little bit of what they want and nobody gets everything they desire. The view of the best outcome when working by compromise is that which “divides the difference.” In a nutshell, neither side loses or wins in this situation; compromise is attained when every party gives up something. Another technique that IT managers can utilize is known as accommodating. Accommodating is an approach where one party yields to the demands or wishes of another (Lacerenza et al, 2018). This serves to create harmony among team members, and as such, team members are able to work together to attain the project’s goals.
4. Explain at least three (3) leadership approaches and when they are best utilized.
One of the leadership approaches is authoritarian leadership. In this approach, the leader is the one who makes all the main group decisions and demands compliance from the team members. Authoritarian leaders usually make decisions on their own and tell other team members what to do and how to do it. This form of leadership is best utilized when there is the need to make a decision quickly or when a project or circumstance is particularly stressful (Zheng & Graham, 2019). Democratic leadership is another leadership approach. In this strategy, team members take a more participative role in the process of making decisions. Every individual is provided with the opportunity to participate in discussion and exchange ideas freely. It is important to note that the group leader is still there to provide control and guidance. Democratic leadership is best utilized when there is the need to increase productivity and encourage team work.
Transformational leadership is in this list as well. Transformational leadership is a type of leadership where leaders inspire, encourage and motivate team members to innovate and create change that will be helpful in meeting the project’s goal (Rao & Arora, 2018). Such leaders do not micromanage the team members-they trust them to take authority over decisions in their assigned attack. Transformational leadership is best used when there is the need to give team members to be innovative, look to the future and find new solutions to old problems. Laissez-faire leadership is yet another approach. This is a leadership style whereby leaders are hands-off and allow members of a team to make the decisions. This leadership style is best used when group members have the necessary skills to succeed. As such, it can be efficient where team members are highly skilled, motivated and able to work on their own; therefore, they are able to complete tasks with very minimal guidance. Another leadership approach is known as servant leadership, and in this approach, the leader focuses on illustrating the features of listening, empathy, dedication, and stewardship to personal growth toward those he/she leads (Vallina & Guerrero, 2018). The servant leader considers the needs of team members first by prioritizing the needs of others. This approach is best utilized in situations whereby team members need to be mentored to reach their potential.
Describe at least three ethical situations or dilemmas that IT project managers might face in their role with an organization
IT project managers might face several ethical situations. One such situation pertains to violation of workers’ basic rights. The IT project managers may be tempted to misuse their powers by infringing the workers’ basic rights. They may engage their team members even after office hours. Furthermore, they may fail to give them any leave even in times of emergency. Another ethical concern relates to overlooking safety or health standards. Even though some countries have safeguarded the workers by establishing safety, health and environmental standards, some IT managers may overlook these standards and thus put the well-being of workers at risk. Conflict of interest is yet another issue. When the projects involve huge numbers of people and a number of outside vendors, there are plentiful chances for IT managers to give unsuitable preference to particular teams or organizations.
Accountability is also an ethical situation. The IT managers may be tempted to attempt to avoid consequences when things go wrong, and place the blame somewhere else. This can damage reputations and careers as well as create extra project issues by covering up the actual problem source. Bringing in the wrong people to the job is a concern as well. At times, IT project managers may employ their relatives, family members, or friends in their team without taking into consideration the fact that these people do not have the needed qualifications and skills. Favoritism is also an ethical situation that IT project managers may face. Sometimes the project managers may be inclined to show favoritism especially towards those individuals who they perceive to be great performers. Other project managers may show favoritism to individuals of a similar ethnicity, race or religion. This definitely negatively affects the accomplishment of tasks and attainment of project’s goals.
Assess the role of technology in project management
Technology plays an important role in project management. For instance, it plays a crucial role in communication. Most project managers would agree that communication is key to the success of a project. Communication platforms availed by technology such as, email, texting, video conferencing, conference calls, instant messaging and live meetings have promoted appropriate communication between project managers, members of a team and other stakeholders (Stark, 2015). As such, project managers constantly leverage the use of the latest technology to share documents, updates and other vital information with their teams. Technology also plays an essential role in providing the correct management tools that can Help to make projects a success. A project management tool such as the budget tracker is helpful in keeping track of the project’s expenditures. The time tracking tool makes it easy for members of a team to compute or track the time spent on every project tasks.
Technology plays an essential role in storage and sharing of information. Advances in technology have made it possible for project managers and team members to store and convey information in a number of ways. Currently, team members of a project can access a report, for instance, by pulling out a file saved in Google Drive or Dropbox. Furthermore, there are numerous applications that enable project managers to work on documents utilizing cell phones, laptops and tablets. Therefore, project managers and their teams no longer have to confine themselves in a conference room to meet and sift through documents. Now, they can analyze documents wherever they are.
References
Lacerenza, C. N., Marlow, S. L., Tannenbaum, S. I., & Salas, E. (2018). Team development
interventions: Evidence-based approaches for improving teamwork. American Psychologist, 73(4), 517. Doi: https://psycnet.apa.org/record/2018-23205-017
Tarhini, A., Ammar, H., Tarhini, T., & Masa’deh, R. E. (2015). Analysis of the critical
success factors for enterprise resource planning implementation from stakeholders’ perspective: A systematic review. International Business Research, 8(4), 25-40. Doi: http://dx.doi.org/10.5539/ibr.v8n4p25
Todorović, M. L., Petrović, D. Č., Mihić, M. M., Obradović, V. L., & Bushuyev, S. D.
(2015). Project success analysis framework: A knowledge-based approach in project management. International Journal of Project Management, 33(4), 772-783. Doi: https://www.sciencedirect.com/science/article/abs/pii/S0263786314001665
Zheng, Y., & Graham, L. (2019). Deterrence effects: the role of authoritarian leadership in
controlling employee workplace deviance. Management and Organization Review. Doi: http://dro.dur.ac.uk/28116/
Rao, R. K., & Arora, S. (2018). Pathway to Transformational Leadership. Retrieved from
http://dx.doi.org/10.2139/ssrn.3221574
Stark, J. (2015). Product lifecycle management. In Product lifecycle management (Volume
1) (pp. 1-29). Springer, Cham. Doi: https://doi.org/10.1504/IJENVH.2018.092772
Vallina, A. S., & Guerrero, R. F. (2018). The human side of leadership: exploring the
relationship between servant leadership, organisational facilitators and happiness at work. International Journal of Environment and Health, 9(2), 131-150.
