Project Manager in Tanzania
Introduction
Project managers are responsible for ensuring that a project is completed on time, within budget, and to the required standard. In many cases, they will also be responsible for managing risks and dealing with issues as they arise. Agile project management is a methodology that is often used in software development, as it allows for flexibility and rapid delivery. However, agile project management can be difficult to implement in a country like Tanzania, where there is a lack of infrastructure and resources. This can make it difficult to communicate with team members, track progress, and make changes to the project plan. As a result, a project manager working in Tanzania would need to be very adaptable and have a good understanding of the local context in order to successfully run an agile project. One of the biggest challenges would be managing cultural differencesfor as Dillow (2014) points out, Tanzania is a formerly socialist country and many of its people still retain socialist beliefs, while many investors in Tanzania come from the capitalist West.
Agile
Agile project management is a process that values individual interaction, customer collaboration, and rapid response to change. (Larson & Gray, 2017). It is an iterative and incremental approach to managing projects that emphasizes flexibility and adaptability over rigidity and predictability. The agile approach was first formalized in the late 1990s as an alternative to traditional waterfall project management, which relies on a linear, sequential approach to planning and executing projects. While waterfall management focuses on defining all aspects of a project up front and then executing the plan step-by-step, agile management embraces a more flexible approach where plans are developed incrementally and adaptable to change.
Today, agile project management is widely recognized as one of the most effective approaches to managing software development projects. However, it can be applied to any type of project in any industry. Whether one is managing a simple website development project or a complex aerospace engineering initiative, the principles of agile project management can be used to deliver successful results. One of the keys to successful implementation of Agile is that it uses face-to-face communication, which helps to drive performance, ensure accountability, and develop relationships (Lee & Yong, 2010). Face-to-face communication is vital in Tanzania, as Dillow (2014) explains because of...
…project management, short-term and long-term goals are important to consider when setting up scrums, sprints, reviews, and burndown charts (Miller, 2013). Short-term goals are important to consider because they can help ensure that the project stays on track. They can also help ensure that team members are able to focus on the tasks at hand and stay motivated. Long-term goals are important to consider because they can help the team to see the bigger picture and stay focused on the overall goal of the project (Cervone, 2011). By considering both short-term and long-term goals, agile project managers can set up a system that will help keep the project on track and ensure that team members are able to stay focused and motivated, and that scrums direct the daily actions, sprints see work goals met, and burndown charts clearly show time reductions (Larson & Gray, 2017).Conclusion
For an agile project manager in Tanzania, a lot can be accomplished depending on the project and length of time. Training will be imperative, and communication channels must be established. The most important factor, however, will be organizing according to the length of the project and the time…
References
Cervone, H. F. (2011). Understanding agile project management methods usingScrum. OCLC Systems & Services: International digital library perspectives.
Dillow, C. (2014). Tanzania. PM Network, 43-49.
Larson, E., & Gray, C. (2017). Project Management: The Managerial Process 7e.
McGraw Hill.
Lee, S., & Yong, H. S. (2010). Distributed agile: project management in a globalenvironment. Empirical software engineering, 15(2), 204-217.
Miller, G. J. (2013). Agile problems, challenges, & failures. Project ManagementInstitute.
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