A Project Manager Is In The Finishing Stage Of Her Project ✓ Solved

A project manager is in the finishing stage of her project. It

After reading the attached two journals & chapter-14 from the attached textbook answer the below question based on the understanding of journals & chapter-14. Answer relevant to the question and should be in own words. APA format is must.

1) A project manager is in the finishing stage of her project. It is apparent that one of the project’s deliverables will not be completed before the project is wrapped up. What options does the project manager have for this uncompleted deliverable?

Paper For Above Instructions

In the context of project management, reaching the final stages of a project often brings challenges, particularly concerning deliverables that remain incomplete. The successful completion of a project necessitates the careful management of various deliverables, which can vary in complexity and importance. When faced with the situation where a deliverable will not be completed before the project concludes, a project manager must evaluate potential strategies to address this gap effectively. This paper examines the options available to the project manager, taking into account the project's overall goals, stakeholder expectations, and strategic implications.

Understanding Project Deliverables

Deliverables are specific outputs or results that are produced as part of a project. They can be tangible or intangible and are crucial for measuring the project's success against its objectives. In the finishing stage of a project, a deliverable's incompleteness can jeopardize not just the project’s final outputs but also stakeholder satisfaction and future project opportunities. Thus, the project manager's response to an incomplete deliverable is pivotal.

Options for Handling Incomplete Deliverables

1. Communicate with Stakeholders: The first and most critical step is to communicate with all relevant stakeholders about the status of the incomplete deliverable. Open and honest communication helps manage expectations and allows stakeholders to adjust their plans accordingly. If stakeholders are aware of the situation, they are more likely to appreciate the constraints the project manager is under (PMI, 2017).

2. Assess Deliverable Importance: The project manager should assess the importance of the incomplete deliverable in the context of the overall project outcomes. If the deliverable is non-essential to the project's success, the project manager might decide to finalize the project without it, while documenting the reasons for this choice (Wysocki, 2019).

3. Plan for Future Completion: If the deliverable is critical, the project manager could create a plan to complete it after the project’s official closure. This plan should include resource allocation, timelines, and a responsible party for ensuring that the deliverable is finalized promptly (Meredith & Mantel, 2014).

4. Transition to Operations: Sometimes, an incomplete deliverable may need to be transitioned to operations or maintenance teams to finish. This approach is particularly relevant in IT or software projects where certain functionality may be released in phases (Schwalbe, 2019). Providing clear documentation and support for the operational team is essential for a smooth transition.

5. Partial Delivery: Depending on the nature of the project and the deliverable, the project manager may consider delivering a partial version of the deliverable. This option allows the project to remain on schedule while simultaneously offering stakeholders some value from what can be completed (Kerzner, 2017).

6. Re-scope the Project: If the project timeline allows for flexibility, the project manager might consider re-scoping the project to extend the deadline for the deliverable. This would involve negotiating with stakeholders to align on the new timeline and expectations (Falconer, 2020).

Documenting the Outcome

Regardless of the path chosen, it is essential for the project manager to meticulously document the reasons for any decisions made regarding the incomplete deliverable. Documentation serves as a valuable resource for future projects, offering insights into what went wrong, how it was handled, and any lessons learned that might prevent similar situations (Project Management Institute, 2021).

Conclusion

A project manager facing an incomplete deliverable at the closure of a project has various options to consider. Communicating transparently with stakeholders, assessing the importance of the deliverable, planning for future completion, transitioning to operations, considering partial delivery, and re-scoping the project are all viable strategies. The decision should ultimately be driven by the project's goals and stakeholder expectations. Navigating this challenge requires a skilled approach to project management and a deep understanding of both the deliverables and stakeholder needs.

References

• Falconer, C. (2020). Project Management Strategies for Successful Results. New York, NY: Business Expert Press.
• Kerzner, H. (2017). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. Hoboken, NJ: Wiley.
• Meredith, J. R., & Mantel, S. J. (2014). Project Management: A Managerial Approach. Hoboken, NJ: Wiley.
• PMI. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide). Newtown Square, PA: Project Management Institute.
• Project Management Institute. (2021). Pulse of the Profession 2021. Newtown Square, PA: Project Management Institute.
• Schwalbe, K. (2019). Information Technology Project Management. Boston, MA: Cengage Learning.
• Wysocki, R. K. (2019). Effective Project Management: Traditional, Agile, Extreme. Hoboken, NJ: Wiley.