Pages APA Format Using Your Course Textbook Read The Article

3 Pages APA Formatusing Your Course Textbook Read The Article The P

Using your course textbook, read the article "The Project Management Career Path at AT&T." Based on your research and reading, answer the following questions: How difficult it is to change a culture where project management is perceived as of low status and something to get out of? How would you approach such a task? What was the problem with the mentality of admiring heroic rescues of projects in trouble? What are the similarities or differences between the skills sought for project managers among business communication system's leadership continuity plan with those listed in the article?

Using your course textbook, read the article "Risk Analysis vs. Budget/Schedule Requirements in Australia." Based on your research and reading, answer the following questions: If striving to meet schedule or budget isn't top priority, what is? Why? What type of risk analysis approach would have been most appropriate in this situation?

Paper For Above instruction

The transformation of organizational culture, especially regarding the perception of project management's value, is a significant challenge faced by many corporations including AT&T. Historically, project management has often been viewed as a low-status function, a task that employees seek to get out of rather than an integral strategic activity. Overcoming this perception requires strategic change management initiatives that highlight the critical role of effective project management in achieving organizational success. It involves shifting mindsets through leadership commitment, employee engagement, training, and recognizing project management excellence. Building awareness of the strategic importance of project management can gradually elevate its perceived status, transforming it from a reactive function into a proactive driver of organizational growth and innovation.

Changing such a culture is inherently difficult because it involves altering deeply rooted beliefs and organizational norms. Employees and managers may have internalized a view that project management is merely administrative or troubleshooting work, and shifting this perception requires consistent messaging from top leadership along with tangible examples of successful projects that demonstrate strategic impact. A comprehensive approach includes leadership advocating for project management as a core competency, integrating project success stories into corporate communication, and providing professional development opportunities that emphasize strategic thinking and leadership skills.

Furthermore, the mentality of admiring heroic rescues of troubled projects presents a problematic narrative. This focus on heroic efforts fosters a reactive rather than proactive approach, where success is seen solely in crisis management rather than in preventative planning and risk mitigation. It promotes a culture that values individual heroics over systematic processes, which can undermine the development of a sustainable project management discipline. Instead, organizations should aim to foster a culture of continuous improvement, emphasizing disciplined planning, risk management, and stakeholder engagement to minimize crises and promote consistent project success.

The skills sought for project managers in the context of business communication system's leadership continuity plan share many similarities with those listed in the AT&T article. Both emphasize leadership skills, effective communication, strategic thinking, and resilience. However, while the leadership continuity plan may focus more explicitly on skills related to succession planning and organizational resilience, the AT&T article emphasizes technical project management competencies, stakeholder management, and organizational change skills. Both sets of skills demonstrate the importance of adaptability, stakeholder engagement, and strategic alignment, underscoring that successful project management requires a blend of technical expertise, leadership capability, and interpersonal skills.

Turning to risk analysis in the context of Australia's approach, when the primary focus shifts away from strictly meeting schedules and budgets, the core concern often becomes the quality and sustainability of project outcomes. Organizations may prioritize delivering value, stakeholder satisfaction, and long-term benefits over adherence to predefined time frames or cost constraints. This perspective aligns with the principles of benefits realization management, emphasizing project outcomes that contribute to strategic objectives rather than merely satisfying immediate constraints.

In such situations, a qualitative risk analysis approach may be most appropriate. This approach involves assessing risk factors based on expert judgment and stakeholder input to understand potential impacts on project benefits, organizational reputation, or stakeholder relationships. Qualitative analysis allows for a nuanced understanding of risks in complex environments and supports informed decision-making regarding risk mitigation strategies that align with strategic benefits rather than just schedule or budget adherence. It encourages proactive risk management that considers organizational context and long-term sustainability, aligning with the broader priorities outlined in the Australian case.

Overall, shifting organizational focus from cost and schedule to value and benefits necessitates a comprehensive understanding of risk, strategic alignment, and organizational culture. Properly tailored risk analysis methods support this alignment, ensuring that projects deliver meaningful and sustainable value.

References

• Kerzner, H. (2017). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. Wiley.
• PMI. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). Project Management Institute.
• Morris, P. W. G. (2013). Reconstructing Project Management. Wiley.
• Hunger, S., & Wheelen, T. (2019). Strategic Management and Business Policy. Pearson.
• Meredith, J. R., & Mantel, S. J. (2017). Project Management: A Managerial Approach. Wiley.
• Australian Government Department of Infrastructure, Transport, Regional Development. (2019). Risk Management Framework. Canberra.
• Eskerod, P., & Huemann, M. (2016). Sustainable Project Management: Navigating Complexity and Uncertainty. Routledge.
• Turner, R. (2014). Gower Handbook of Project Management. Gower Publishing.
• Williams, T. (2017). Modelling Project Risks. Wiley.
• Stark, J. (2015). Conflict Resolution for Managers. Routledge.