Project Management Essay

Moving forward to begin the process of managing the trade show project for LRH Products, it is important that all aspects of the process are performed correctly and efficiently. After studying the Project Management Body of Knowledge (PMBOK) and the nine knowledge areas, I have ascertained that the following three areas are of utmost importance to the success of this project: Project Time Management, Project Human Resource Management, and Project Communications Management. Project Time Management, which contains the sub-areas of Activity Definition, Activity Sequencing, and Activity Duration Estimating is a very important part of planning for the trade show. Activity Definition is perhaps the most crucial aspect of this area. If this step is not thoroughly researched and all scenarios accounted for, it can impact the rest of the planning activities. It is essential to remember that training is one activity which must be properly time managed and added to the schedule, as well. Even one forgotten item can put the entire project behind schedule. Unfortunately, if time is not managed properly, there can be no extensions to the trade show date. Activity Sequencing is a bit less important although it must also be given careful consideration. Oftentimes, the performance of one activity hinges on the completion of another so little regard to this area could also impact the time to achieve all required activities. Activity Duration Estimating can be one of the trickiest parts of the planning process, especially for a new manager who has no first-hand experience dealing with the assigned personnel and little or no knowledge of resource availability. Oftentimes, managers will respond to questions regarding time in an optimistic manner, believing that this is what their superiors want to hear. It does no good to anyone involved to seriously underestimate the amount of time required and can add undue stress to those assigned tasks with no hope of completing them according to schedule as well as detrimentally affecting motivation and commitment. It is vital to always allow enough time to accomplish all that needs to be done – as well as accounting for changes which may hamper progress. Of course, as uncertainty declines, the time estimate becomes ever more accurate (Billows, 2006). Project Human Resource Management entails Organizational Planning, Staff Acquisition, and Team Development. This is important in that one person cannot perform all tasks and requires the help of a team. According to Trade Show Advisor (2008), â€Å"†¦the effectiveness of your exhibit team can make or break your success at any given show†. Deciding on who is best equipped to handle each activity is vital, although when large amounts of personnel are needed (depending on the size of the trade show) it may be necessary to train staff members who might not have prior experience. Particularly for a new manager, it is best to assign tasks based on areas of strength; for instance, it is known that Pat enjoys updating the collateral. This is a perfect assignment for Pat, then, and the effective manager will base goal times on completion around this employee’s schedule vacation in order to ensure it is performed effectively. Dealing with Terry, who can make travel arrangements but often makes mistakes in setting them up, means additional time considerations to perform follow-up on Terry’s work to check for accuracy. Staff Acquisition is another area of consideration. Due to the limited amount of time each assigned employee is available to devote to the project and keeping in mind that unexpected circumstances, such as illness or personal emergencies may occur, it is always wise to have a selection of personnel from which to select as back-up. Ensuring that all staff members are on the same page and communicating frequently will aid in Team Development. Everyone involved must realize that this project is a team effort and commit to doing whatever is necessary to accomplish goals. As well, it is critical to encourage honest and open communication so that there are no surprises as the project nears its end. Staff members must know that it is all right to admit they are not going to make a deadline, in order for the project manager to come up with alternatives before it is too late to fix. Project Communications Management is by far the most important area of the project management plan. A loss of, or breakdown in, communication can have disastrous results for the entire project. If not properly managed, lost or missing communication can mean the staff attending the show are unprepared, or do not have the necessary resources. Within this broad category are the areas of Communication Planning, Information Distribution, Performance Reporting, and Administrative Closure. Communication Planning – deciding who needs to know what – is a topic best addressed carefully. It takes the ability to look at the big picture to best determine who must stay in the loop. Oftentimes, it is assumed that a minor player, such as an administrative assistant, need not be communicated with as much, or as often, as others, but this can be a fatal mistake. Remember that support staff left behind during the trade show itself are the only lifeline between clients and absent sales managers. It is also a good idea to have one staff member who is not attending the show to be fully informed of all activities in the project. Information Distribution is also a key component, especially when deciding how to communicate vital information. It is important to ensure that all team members receive communications in a timely manner and let the project manager know it has been received to avoid later problems or excuses. Similarly, Progress Reporting is an additional area in which it is vital to ensure the manager is working with the most up-to-date information and that all personnel are aware of how their progress, or lack thereof, impacts the entire project. Administrative Closure is the final step in communication of the project. This is where the manager is held accountable for the success of the trade show and the resulting sales leads which must be followed up on after its conclusion.