about project management

Several considerations are difficult to track over the course of a project. These causes can, in most situations, slow down the project planning process while still increasing the project budget as steps to counteract them are sought (Wiener, 2006). Some of these considerations are internal, and others are external. In reality, these elements can be divided into two groups (internal and external). Internal considerations include time, efficiency, team member teamwork, mission organization, complexity, budget, and risks (Wong, 2007). Environmental or weather-related causes, on the other hand, are examples of external factors. Project managers, as well as other members taking part in the project, are requested to pay attention to such factors for successful project completion. First of all, they should purpose on adopting and promoting teamwork spirit. Secondly, they should try as much as possible to work within the scope of the project. This includes putting time and budget of the project into consideration. Lastly, there is the need to at least try and focus on some of the common environmental factors that usually alter the development course of a project (Williams, 2017).

Part Two

A project can attempt to control creativity in several ways. To begin with, a project will attempt to control creativity by centralizing the available creative requests. In this case, the project purposes to focus on one creative idea of the very options coming from various directions (Stuart, Maynard, & Rouncefield, 2015). A good example that supports this idea is in the case of a software project where all the creative requests presented by several software designers are centralized, and one is selected for development. Second, identifying a project manager who will manage and monitor every activity of the project is another way of controlling creativity. Project managers have always proved to be worthwhile, for example, in production industries where they manage and monitor every aspect of production (Collins, 2017). Making the members understand the scope of the project (time and task), as well as setting project expectations with creative briefs, are seemingly other ways in which a project attempts to control creativity. For example, making a system developer understand the scope of the proposed software as well as the associated expectations.

References

Collins, H. (2017). Creative research: The theory and practice of research for the creative industries. London: Fairchild Books, Bloomsbury Publishing Plc. Retrieved from: http://www.worldcat.org/title/creative-research-the-theory-and-practice-of-research-for-the-creative-industries/oclc/1007295751

Köster, K. (2009). International project management. London: SAGE. Retrieved from: http://www.worldcat.org/title/international-project-management/oclc/744342966

Stuart, K., Maynard, L., & Rouncefield, C. (2015). Evaluation practice for projects with young people: A guide to creative research. Retrieved from: http://www.worldcat.org/title/evaluation-practice-for-projects-with-young-people-a-guide-to-creative-research/oclc/973755872

Wiener, M. (2006). Critical success factors of offshore software development project: The perspective of German-speaking companies. Wiesbaden: Deutscher Universit̃ts-Verlag. Retrieved from: http://www.worldcat.org/title/critical-success-factors-of-offshore-software-development-project-the-perspective-of-german-speaking-companies/oclc/262826781

Williams, T. C. (2017). Filling Execution Gaps: How Executives and Project Managers Turn Corporate Strategy into Successful Projects. De|G Press. Retrieved from: http://www.worldcat.org/title/filling-execution-gaps-how-executives-and-project-managers-turn-corporate-strategy-into-successful-projects/oclc/1009069486

Wong, Z. (2007). Human Factors in Project Management: Concepts, Tools, and Techniques for Inspiring Teamwork and Motivation. Hoboken: Wiley. Retrieved from: http://www.worldcat.org/title/human-factors-in-project-management-concepts-tools-and-techniques-for-inspiring-teamwork-and-motivation/oclc/1002432980