Running Head: Project Management Scenario

Running Head Project Management Scenario

PROJECT MANAGEMENT SCENARIO 2 Christopher Mihun Conflicting Objectives PMA-01 Dr. Michael Hitson Project Management Scenario Discussion of the Project Management Scenario I am in a given situation whereby my company has to undertake three projects relating to construction and architecture. The first project is worth $ 23 billion and involves the construction of an upmarket mall in a slum where the residents have been vacated to enable the construction of such a huge infrastructure. The second project entails the construction of a road in a dump terrain passing through a rural area for the purpose of opening business in that region. The project is worth $ 18 billion. The last project involves the construction of a school in a poor neighborhood as a government objective to spread education in underprivileged regions in the country. The government plans to provide my company with $ 200 million to undertake the project. With the three projects being in mind, as a project manager; I have to think of a possible way through which to employ so that I know the right project to pick for our experts to undertake at any particular time. The above means that I will have to use the unweighted factor scoring model to evaluate the project that my company will undertake in the future. Using the Unweighted Factor Scoring Model to Evaluate the Project When it comes to noting the nature of the projects and how they impact the financial and logistical status of the company, it is important to focus on the role and performance of the company in making the projects work (Crawford, 2005). However, we cannot undertake the three projects at the same time because of some limitations placed on the company. It means that we need to focus on the most significant project for the purpose of maximizing the profits and at the same time make save a lot of time in undertaking the different activities involved in the project. The first project as discussed in the section above entails the creation of a megamall in a slum. It is one of the most profitable projects of the three. A megamall is one of the most recognized projects in urban regions due to the number of shops that want a good location to interact with their customers and have their products launched in the market. Such a project may influence me to rethink of undertaking it to enable my company makes a good name in relation to its competitors. However, I have to consider other factors such as the manpower, resources, and connections to undertake the project. We are currently a small company with few employees to undertake the project. We are a company that involves twenty employees, meaning that we will have to do a lot of collaborations with mega companies to undertake the project. I will also have to consider the residents who are evicted from the slum area where the megamall is to be constructed. The above factor means that there may be conflicts when the residents strike for their evictions from the place they called home. The project may create a negative status in the brand of the company as compared to making it a force to reckon with in the market (Smith, Case, Smith, Harwell, & Summers, 2013). The second project is the road construction project which focuses on setting it on a dump environment which is hard to undertake. The third project is the least of them all. It comprises of a hard project that passes through an almost impossible terrain. My company does not have the mechanization and the tools to undertake such a project. It becomes hard for a small company to develop the right approaches unless it outsources the mechanization and the right teams to complete the activities of the project. The third project is great for the company. It is profitable but at the same time aligns with our company’s objectives. It focuses on developing the wellbeing of the community around us. It enables us to assist the community with a small team that is able to undertake the project without any problems relating to skills and manpower. It becomes easy to align projects with the teams involved in its completion (Jackson, Joshi, & Erhardt, 2003). Our team is able to undertake the project. If it is the government managing the project, it means that after we have completed the contract, we are going to have other projects that will be conducted through a partnership with the different agencies of the government. It is an open door for us to develop our company for the long term. Megamall Project Out of ten The Road Construction Project Out of ten School Construction Project Out of ten Requirement Priority score score score Effective team yes Experience yes Connections with partners yes Nature of the Project yes Selecting the Project to be undertaken by the Team The best project to undertake in this case is the one that belongs to the government relating to the construction of a school. Such a project is easy to complete because of a number of resources and the status of manpower owned by the company. It has all the needed incentives and factors to enable it easy for our company to complete. References Crawford, L. (2005). Senior management perceptions of project management competence. International journal of project management, 23 (1), 7-16. Jackson, S., Joshi, A., & Erhardt, N. (2003). Recent research on team and organizational diversity: SWOT analysis and implications. Journal of Management, 29 (6), . Smith, L., Case, J., Smith, H., Harwell, L., & Summers, J. (2013). Relating ecoystem services to domains of human well-being: Foundation for a US index. Ecological Indicators, 28 , 79-90.

Paper For Above instruction

The decision-making process in project management is crucial for selecting the most appropriate projects that align with a company’s strategic goals, resource capabilities, and financial objectives. When faced with multiple potential projects, a detailed evaluation method becomes essential to prioritize efforts effectively. One such method is the unweighted factor scoring model, which provides a systematic approach to assess various projects based on key criteria without assigning subjective weights initially. This method allows project managers to compare projects based on factors such as resource requirements, potential profitability, community impact, and alignment with company capabilities.

In the scenario presented, a company faces three significant projects: constructing a high-end shopping mall in a slum area, building a road through difficult terrain, and constructing a school in a disadvantaged neighborhood. Each project varies in size, scope, resource requirements, and strategic benefits. Given the constraints, including limited manpower, financial resources, and technical capability, selecting the right project demands a methodical approach. The unweighted factor scoring model offers a comprehensive way to evaluate each project on specific criteria, providing clarity in decision making.

Evaluation of Projects Using the Unweighted Factor Scoring Model

This assessment involves identifying the relevant criteria that influence project success, such as team capability, experience, stakeholder connections, and project nature. For example, in the case provided, the company considers factors like effective team capability, experience, partnerships, and the fundamental nature of the project—whether it aligns with corporate strengths and resources. Each project is scored against these criteria on a scale, typically from 1 to 10, to provide an objective comparison.

Applying this approach, the company evaluates the three projects based on several key criteria:

• Effective team capability
• Experience relevant to the project type
• Connections with partners or stakeholders
• Nature and complexity of the project

For instance, the school construction project scores highly due to the company’s existing resources and manageable scope. On the other hand, the megamall project, despite being lucrative, requires extensive collaboration and dealing with evicted residents, which complicates execution and could harm the company’s reputation if not managed properly.

Decision-Making Based on Scoring

Based on the scoring of each project, the company determines that the school construction project stands out as the most feasible and strategically advantageous. Its alignment with the company's current resources, manageable scale, and the less complex logistics offer a clearer path to successful project completion. This project also aligns with the company's long-term goals of community development and establishing a positive reputation.

Choosing the school project facilitates building trust and credibility with stakeholders, including government agencies, which can lead to future opportunities. Conversely, the megamall project, while lucrative, poses significant challenges related to resource disparity and social conflicts. The road construction project might be technically demanding and resource-intensive due to the difficult terrain and environmental considerations.

Conclusion

In conclusion, the unweighted factor scoring model provides a practical framework for evaluating multiple projects based on relevant criteria. It supports informed decision-making that considers both tangible and intangible factors, ultimately guiding companies toward projects that offer the best alignment with their operational capabilities and strategic objectives. In scenarios like the one described, prioritizing projects like school construction can lead to sustainable growth, community impact, and long-term corporate success.

References

• Crawford, L. (2005). Senior management perceptions of project management competence. International Journal of Project Management, 23(1), 7-16.
• Jackson, S., Joshi, A., & Erhardt, N. (2003). Recent research on team and organizational diversity: SWOT analysis and implications. Journal of Management, 29(6).
• Smith, L., Case, J., Smith, H., Harwell, L., & Summers, J. (2013). Relating ecosystem services to domains of human well-being: Foundation for a US index. Ecological Indicators, 28, 79-90.
• 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). Project Management Institute.
• Heldman, K. (2018). Project management jumpstart. Wiley.
• Meredith, J. R., & Mantel, S. J. (2017). Project management: A managerial approach. Wiley.
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• Cooke-Davies, T. (2004). The “real” success factors in projects. International Journal of Project Management, 22(3), 179-190.
• Maier, R., & Rechtin, E. (2000). The art of systems architecting. CRC Press.