This Assignment Addresses The Following Outcome(s) Of The Mo

This assignment addresses the following outcome(s) of the module: Critically evaluate the role and responsibility of the project manager and analyse the tools and techniques employed in the field of project management.

This assignment addresses the following outcome(s) of the module: Critically evaluate the role and responsibility of the project manager and analyse the tools and techniques employed in the field of project management.

Paper For Above instruction

The critical role of the project manager extends beyond merely overseeing tasks to encompass responsibilities that significantly influence project success. This paper critically examines the importance of post-completion project reviews, using the provided case study scenarios to analyze managerial practices and their impact on project outcomes. The discussion underscores that effective project management necessitates systematic evaluation, stakeholder engagement, and continuous improvement processes, which are vital for understanding project success beyond immediate deliverables.

Project management involves a complex interplay of planning, execution, and evaluation, where the project manager's role is pivotal. One of the fundamental responsibilities of a project manager post-project completion is conducting a comprehensive review. This process evaluates whether objectives were met, analyzes deviations, and identifies lessons learned to improve future projects. Such reviews also foster organizational learning by documenting successes and failures. In the case of Joe Smith at NWU, his neglect to conduct a post-completion review represents a missed opportunity. As noted, he dismissed the necessity by stating, “no need to,” asserting that the project was successful because “it went just as planned.” However, this attitude overlooks the deeper implications of project outcomes on stakeholder satisfaction and organizational learning (Kerzner, 2017).

Is a post-completion review unnecessary whenever a project is deemed successful? Not necessarily. Success metrics often focus on schedule, budget, and technical specifications—criteria met in NWU project’s case. However, the ultimate goal of most projects, particularly those involving technology and user interaction, extends to stakeholder satisfaction, usability, and organizational impact. The report that “students and faculty find the new technology confusing, difficult to use, and maybe irrelevant” signifies that qualitative measures of success were neglected (Atkinson, 1999). Therefore, neglecting follow-up evaluations can result in overlooked issues, user dissatisfaction, and wasted investment, which may ultimately undermine the project’s intended benefits.

Critically appraising Joe’s view, the project was technically successful but arguably failed in achieving its broader organizational and user-centered objectives. The fact that some rooms remained underused and others became social spaces indicates a disconnect between technological deployment and actual needs (Cooke-Davies, 2002). This disconnect emphasizes that success must encompass user acceptance and post-implementation performance, not just initial technical compliance. Hence, Joe’s assessment overlooks critical qualitative aspects that are essential for sustainable project success.

Post-project follow-up processes should include a structured review involving all stakeholders, especially end-users, to evaluate the technology’s effectiveness and integration. For NWU, this could involve feedback sessions, usability studies, and ongoing support assessments. Additionally, technological upgrades based on real-world use and continuous training are necessary for maximizing benefits. Speedy Construction’s previous oversight demonstrates the importance of proactive post-completion activities—such as lessons learned sessions, continuous monitoring, and adaptation strategies—that can significantly enhance long-term value (PMI, 2013). Implementing such processes fosters organizational learning and ensures that subsequent projects are better aligned with stakeholder needs, thereby enhancing overall project management maturity.

The case study emphasizes that successful project completion requires more than meeting initial specifications. Wendy’s leadership in the first case underscores the significance of motivated teams and effective communication, especially under pressure. Conversely, Joe’s neglect highlights a gap in post-project evaluation, which could jeopardize long-term success and stakeholder satisfaction. Integrating systematic post-completion reviews and follow-up processes embodies best practices in project management, ensuring that projects not only meet immediate goals but also contribute to organizational learning and continuous improvement.

References

• Atkinson, R. (1999). Project management: Costs, benefits, and risk. Harvard Business Review, 77(3), 85-94.
• Cooke-Davies, T. (2002). The real success factors in projects. International Journal of Project Management, 20(3), 185–190.
• Kerzner, H. (2017). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. Wiley.
• PMI. (2013). A Guide to the Project Management Body of Knowledge (PMBOK® Guide). Project Management Institute.
• Schwalbe, K. (2015). Information Technology Project Management. Cengage Learning.
• Meredith, J. R., & Mantel, S. J. (2014). Project Management: A Managerial Approach. Wiley.
• Morris, P. W. G. (2013). The Management of Projects. Gower Publishing, Ltd.
• Turner, J. R. (2014). Handbook of Project-Based Management. McGraw-Hill Education.
• Lock, D. (2013). Project Management. Gower Publishing, Ltd.
• Too, E. G., & Weaver, P. (2014). Managing projects: An evidence-based approach. Project Management Journal, 45(4), 21-33.