¶ … project leader for the office building construction project, formulate a vision statement for the team project.
According to Gray and Larson (2008) a vision is unlike a project scope statement, which includes: budget, end dates, and performance requirements, a vision involve the less tangible aspects of project performance. It refers to an image a project team holds in common about how the project will look upon completion, how they will work together and/or how customers will accept the project (p. 361-362). A simple level of a shared vision will answer the question, what do we want to create? Not everyone will have the same vision, but the images should be comparable. Additionally, vision comes in a variety of shapes and forms such as: in a slogan, a symbol and/or written as a formal vision statement (p.362).
A vision can also inspire members to give their best effort. However, shared visions bring together experts with different skills and agendas to a mutual objective. Shared visions also help motivate members to subordinate their individual agenda and do what is normally best for the project. Finally, a shared vision for a project fosters obligations to the long-term and discourages expedient responses that collectively dilute the quality of the project (Grey & Larson, 2008).
Developing a vision statement is a chance for members of the organization and/or project to come together and look at their areas of expertise and collectively decide the future of the project. The vision statement for this project must convey innovation and creativity that is essential for a contemporary workplace. The project is to use the Autodesk Inc., a company that produces software for architecture, engineering, and construction, to create a non-traditional office building using 3D technology. The project is to use the construction of the new headquarters as an opportunity for its Solutions Division to combine the latest software capabilities into building information modeling with an emerging paradigm called integrated project delivery (IPD) (Edmondson & Rashid, 2009). The project will use the IPD method to foster communication among all stakeholders during the early stages of the project.
In retrospect analyze what Phil Berstein did to foster higher levels of performance.
Mr. Berstein fostered higher level of performance by ensuring that the project design qualities stayed aligned with the project goals and within budget constraints. For this particular project it was critical that no team member lagged behind in providing the desired output. In the case, this was demonstrated when the project management team has to make the choice to terminate a vendor who was working on the Customer Briefing Center ceiling. The vendor was initially hired because of the building information model capabilities and experience working on the bench mark projects. The team later learned that the vendor will not be able to build and install the ceiling within the budget that was allocated for that element of the project. Although it was a tough decision, it was decided to relieve the vendor of his duties and hire another vendor to perform those responsibilities. The team decided this was a good decision because it was best for the project. The team eventually hired another vendor; however that vendor lacked the technical skills that the previous one attained, however they would be able to deliver the project on time and within the budget (Edmondson & Rashid, 2009). Delivering on time and within budget is ideal for most if not all project.
Another example of fostering higher level performance is when the team members must share the right mind set to meet the objectives of integrated project delivery. The managers need to empower other team members with decision making responsibilities. It is noted throughout the case that there are critical decisions that must be made. The executives should feel confident that they hired the right people to make decisions and not be afraid to take the necessary risk to ensure the project stays on track. To ensure that integrated project...
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In the book, Project management: strategic design and implementation, David I. Cleland and Lewis R. Ireland report "a review of the results of projects in antiquity reveals evidence about how several historical projects originated and developed" (p. 4). 1. The first of this type of evidence, known as artifacts, typically came from human workmanship. These could have been structures, tools, weapons, or items of substance of archeological or historical interest.
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