Read The Following Scenario And Answer The Correspond 848219

Read The Following Scenario And Answer the Corresponding Questions Upo

Read the following scenario and answer the corresponding questions upon your completion. You recently earned your Project Management Professional (PMP) certification, and you are excited to share the news with your manager. After a short discussion, the manager looks at you and says, “Shawn, let’s not waste any time. I have a big project that just hit my desk. We are going to automate the medical records processes for an established hospital in Omaha. Congrats! You’re in charge!” When you walked in to see your manager, you were excited. Now, you are scared! Although you just passed the PMP exam, you are unsure that you can lead such a big project. On the way back to your desk, the light bulb goes off, and you start thinking about how leaders surround themselves with top-notch team members.

Provide your response to the following questions: 1. What advice do you give Shawn regarding forming the project team? 2. How should Shawn handle the situation where some team members possess far more experience managing these types of projects? 3. What are some ground rules that Shawn should consider? 4. What might happen to Shawn’s career if he is honest with his manager and tells her that he lacks the experience needed for this project? 5. Once the project is complete, what are some items that Shawn should include in the lessons learned?

Paper For Above instruction

Forming an effective project team is crucial for the success of any project, especially for a project as significant as automating medical records in a hospital setting. Shawn should prioritize assembling a team with a balanced mix of skills, experience, and fresh perspectives. It is advisable for Shawn to seek team members who are not only technically competent but also collaborative and adaptable. Drawing from the principles of effective team building (Larson & LaFasto, 1989), Shawn should identify key roles such as technical experts, process improvement specialists, and change management professionals to address different facets of the project. Engaging stakeholders early and fostering a shared vision can create a committed and motivated team environment.

When managing team members with more experience than Shawn, transparency and humility are essential. Shawn should openly acknowledge the expertise contained within the team and leverage their experience to guide project decisions. This approach not only builds trust but also encourages mentorship and knowledge sharing. It is beneficial to establish a culture of collaboration where team members are empowered to lead certain aspects of the project, thus reducing the burden on Shawn and promoting collective responsibility (Verzuh, 2015). Additionally, actively listening to seasoned team members can provide valuable insights, allowing Shawn to better understand nuances and anticipate potential challenges.

Ground rules serve as the foundation of effective team functioning. Shawn should consider establishing clear expectations regarding communication protocols, meeting etiquette, decision-making processes, and conflict resolution strategies. For example, defining a routine for status updates and encouraging open, honest dialogue can prevent misunderstandings. Respect for diverse viewpoints and maintaining professionalism should be emphasized to foster a positive team climate. Setting these ground rules early, possibly during the initial team meetings, can facilitate smoother collaboration and accountability (Kerzner, 2017).

If Shawn is honest with his manager about lacking extensive project management experience, a range of outcomes is possible. On one hand, transparency might be perceived as a sign of integrity and a desire to deliver quality work, potentially leading to mentorship opportunities or additional training (Goffee & Jones, 2013). On the other hand, it could raise concerns about Shawn’s readiness, risking perceptions of incompetence or diminished credibility. However, demonstrating a proactive approach, such as seeking mentorship, additional training, and building a robust team, can help mitigate negative perceptions. Ultimately, honesty coupled with a strategic plan for success can bolster Shawn’s reputation as someone committed to professional growth and project success.

After project completion, Shawn should conduct a thorough lessons learned session. Key items to include are strengths and successes, such as effective communication strategies, team coordination, and stakeholder engagement. It is also important to identify weaknesses or challenges faced, including resource shortages, scope creep, or unforeseen technical issues. Reflecting on how risks were managed or mismanaged provides valuable insights to improve future projects. Gathering feedback from team members and stakeholders can highlight areas needing process improvements (Koto, 2020). Documenting these lessons ensures continuous learning and enhances the organization’s project management maturity.

References

• Goffee, R., & Jones, G. (2013). Why should anyone be led by you? Harvard Business Review Press.
• Kerzner, H. (2017). Project management: A systems approach to planning, scheduling, and controlling (12th ed.). Wiley.
• Koto, S. (2020). Lessons learned in project management: An overview. International Journal of Project Management, 38(4), 250–263.
• Larson, C. E., & LaFasto, F. M. J. (1989). Teamwork: What must go right/what can go wrong. SAGE Publications.
• Verzuh, E. (2015). The PMI project management handbook. Wiley.