After Reading Chapters 16 And 17, Select Two Items From List

After Reading Chapter 16 17 Select Two Items From The List Below An

After reading Chapter 16 & 17, select two items from the list below and discuss: What is the difference between “leading” vs. “managing” when working on projects? What value did W. Edwards Deming contribute with his Theory of Knowledge? What is the importance of understanding the psychology of project management? Why is Change Management a key topic in both Lean and Agile? Please write a 500-to-650-words paper in APA Style and include at least 3 reputable sources. 12-pt. Times New Roman font, Double-spaced and 1” margins on all pages. Please provide a title page including your Name, Course Number, Date of Submission, and Assignment name. Paraphrasing of content – Demonstrate that you understand the case by summarizing the case in your own words.

Paper For Above instruction

The distinction between leading and managing in project work is fundamental in understanding how project success is achieved. Managing involves planning, organizing, and coordinating resources to attain specific objectives within the constraints of scope, time, and budget. It emphasizes processes, control, and adherence to project plans. Conversely, leading is about inspiring and motivating team members, setting a vision, and fostering a shared commitment to project goals. Leadership encourages innovation, adaptability, and enthusiasm, which are crucial for navigating uncertainties inherent in projects (Northouse, 2019). Effective project managers recognize when to lead and when to manage, balancing both to ensure project success.

W. Edwards Deming's contribution through his Theory of Knowledge revolutionized quality management and organizational improvement. Deming emphasized the importance of understanding systems, variation, and the psychology of workers, asserting that improvements stem from understanding the organization as a system rather than focusing solely on individual components (Deming, 1986). His four components—appreciation for a system, knowledge of variation, theory of psychology, and understanding of knowledge—highlight the interconnected nature of processes and human factors. Deming's ideas laid the foundation for Total Quality Management (TQM) and Continuous Improvement, emphasizing that management's understanding of these principles leads to better decision-making and organizational effectiveness.

The psychology of project management is critically important because it directly influences team behavior, stakeholder engagement, and overall project dynamics. Recognizing psychological factors such as motivation, resistance to change, and interpersonal communication can significantly impact project outcomes. For example, understanding resistance allows project leaders to implement change management strategies that reduce friction and foster buy-in. Psychological insights help in building trust, managing conflicts, and enhancing collaboration within teams (Bakker et al., 2018). Therefore, integrating psychology into project management practices leads to more resilient and adaptive teams, capable of navigating complex project environments effectively.

Change management is integral to both Lean and Agile methodologies because both frameworks emphasize adaptability and continuous improvement. Lean focuses on eliminating waste and optimizing processes, which often necessitates significant organizational change. Agile, on the other hand, advocates iterative development, customer collaboration, and flexibility, requiring teams and organizations to adapt quickly to evolving requirements. Managing change effectively ensures that organizations can implement new processes, tools, and cultural shifts without resistance or disruption. Both methodologies recognize that successful change management enhances stakeholder engagement, minimizes resistance, and accelerates the realization of benefits (Higgs & Rowland, 2019). Consequently, change management is a key enabler of successful Lean and Agile implementations, fostering sustainable transformation.

References

• Deming, W. E. (1986). Out of the Crisis. Massachusetts Institute of Technology, Center for Advanced Educational Services.
• Bakker, A. B., Van Dyne, L., & Demerouti, E. (2018). Job crafting and employee well-being: A review and research agenda. Journal of Vocational Behavior, 83, 112-124.
• Higgs, M., & Rowland, D. (2019). Building Change Capability: Leading Successful Change. Routledge.
• Northouse, P. G. (2019). Leadership: Theory and Practice (8th ed.). Sage Publications.