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The success of a project relies heavily on how well a manager ensures that best practices in management are applied in handling issues as well as the involved persons (teams). In the case of Buxton Hall, the individuals involved needed to work as a team because the work was laborious, while time and monetary resources were limited.
This analysis seeks to address the degree of success of Buxton Hall project and the factors that contributed to the project’s success. In addition, it will identify the best practices that contributed to the project’s success and how they contributed to the objectives of the project.
Concept of project management in Buxton Hall Case
For a project to succeed within the constraints of time and resources, project managers must recognize and understand the concept of a project management in relation to the project they are undertaking. First, there is need for a proper understanding of the project, including the problem to be solved, the tasks involved, resources needed, schedule and risks involved.
In the case of Buxton Hall project, it is evident that the project was well managed from the beginning. For instance, a proper development of a functional team was initiated prior to planning for the tasks. In fact, it is clear that there was a team building exercise based on open communication and consultation.
Although they had different professions, Chad, Crawford and Legacy West initiated a functional team by allowing the members to recognize some possible problems, risks and other issues that they would not like to encounter during their work on the project.
They opened a negotiation and discussion session in order to ensure that the members learn and understand each other. Moreover, they made sure that members were free with each other. For instance, the inclusion of a picnic and a softball game for the members prior to starting the job served to reduce tension between the members in future.
Objectives and aims
Secondly, team members were involved in identification of project objectives. In this case, the members agreed that the primary objective was to improve the Hall. The team leaders recognised the need to work as a team, the importance of open communication and consultations.
By asking the members to recognise the kind of difficulties they would not like to experience, the team mangers were setting out an objective of developing the best possible working environment for the members.
Application of best skills in project management
Thirdly, problem solving and conflict management skills were applied during the tasks. For instance, there were regular consultations between the team leaders (Chad, Crawford and Legacy West Consultants). For instance, when a problem was identified when Nick was dissatisfied with Dat’s men, there was no confrontation.
Instead, Chad and Dat consulted with each other and agreed to check on the work. Secondly, members of the team were involved and consulted in decision-making as well as in conflict resolution. For instance, when a Web survey indicated some discrepancies in the manner in which Dat’s and Crawford’s foremen were acting, each leader sought to solve the issue with his juniors after consulting with the other leaders.
Clearly, by handling members liable for their work, creating a good working environment for them, frequent consultations, creating an open environment for communication and involving the members in identification of problems and solutions provide an indication of application of best practices in the project.
In turn, these practices contributed to a timely completion of the project because they allowed the team leaders to solve problems and conflicts on time and lead their subjects by example.