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Conflict Managment

Paul Naybour Paul Naybour

Published: 31st January 2014

Question 2 from the Exam Paper – for comment etc. 

Am I the only one to think the question doesn’t seem to be asking for much?  What am I missing?

 

Question

List and describe a source of conflict arising within each of the following parts of the project life cycle:

  • Concept
  • Definition
  • Implementation
  • Handover
  • Closeout

Answer

Concept – over the projects priorities

This is where views may differ been the projects participants, such as the project sponsor, over such topics as the sequencing of activities and tasks that need to be undertaken to achieve successful project completion.  It needs to be resolved because it feeds into the business case.

Definition – over administrative procedures

These may develop regarding the management of the project.  For example, the definition of the project manager’s reporting relationships, responsibilities, operational requirements, plan of execution and procedures for administrative support.  It needs to be resolved because it affects the project management plan.

Implementation – over technical opinions and performance trade-offs

These may be technical or personality based within the team environment when members are too closed minded to compromise, someone wants their own way or has a preference for a way of doing something.  This suggests conflict is negative.  If properly managed conflict can lead to a positive outcome particularly in a problem solving environment.

Handover – over manpower resources

May develop over the redeployment and redistribution of manpower towards the end of the project when key resources can be lost from one project and allocated to another.

Closeout – over schedules

 

When disagreements may develop around timing, sequencing and scheduling of project related task.

  1. Paul says:

    Linda

    Quite a few changes to this one. You just need to let you language flow a little bit. Remember concept is about the justification and need for the project as expressed in the business case and definition is about the nitty gritty of plans and budget.

    Concept – over the projects priorities, benefits and requirements

    This is where views may differ been the projects participants, such as the project sponsor, over such topics as the user requirements and the benefits to be delivered by the project. These are fundamental contents of the Business case which is prepared during the concept phase. The approval of the business case is the process by which these conflicts are resolved in this phase.

    Definition – over budgets, plans and administrative procedures

    These may develop regarding the management of the project. For example, the definition of the project manager’s reporting relationships, responsibilities, operational requirements, plan of execution and procedures for administrative support. In addition it is expected that during the development of detailed plans conflict may arise over the costs and times sclease for the overall project and associated work packages. It needs to be resolved because it affects the project management plan.

    Implementation – over technical opinions, performance trade-offs and delivery costs and milestones

    These may be technical or personality based within the team environment when members are too closed minded to compromise, someone wants their own way or has a preference for a way of doing something. We may also see conflict over delivery to the agreed milestones and budgets, especially if the project begins to run late and over cost. If properly managed conflict can lead to a positive outcome particularly in a problem solving environment.

    Handover – over acceptance

    May develop over the redeployment and redistribution of manpower towards the end of the project when key resources can be lost from one project and allocated to another.In addition the users may not be happy to accept the final output of the project, because it may not meet their exectations or may have minor faults that need to be resolved.

    Closeout – Over capturing lessons learned
    During close out the project manager may face conflict associated with lessons learned. These can arise from either a willingness on behalf of team members and other stakeholders to face the lessons learned from the project, or a sense of weariness about the project and the desire of everyone to move on to something fresh. This may lead to conflict with the project managers desire to close out the project in a controlled way and also capture the lessons learned.

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