Conflicts and Project Phases
Loading ...In this podcast, Ricardo talks about the conflicts during the project life cycle. He explains that when the conflict happens in the initial phases of project, the project manager should encourage to discuss the differences and clarify the understanding of the goals, but when the conflict happens in the stages of implementation, monitoring and control means that the project is being poorly managed.
(This podcast is also avaiable in Brazilian Portuguese. Listen the Portuguese version)
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Excelente podcast Ricardo!
Conflito quando bem gerenciado contribui para compartilhamento de idéias e soluções criativas e eficazes para os problemas do projeto.
Um abraço,
Eliane
Ricardo, como sempre ótima abordagem. Infelizmente boa parte dos envolvidos em Projetos evitam os conflitos, mas precisamos deles para crescer, desde que isso aconteça de forma controlada.
Abraço,
André Ricardi.
i suggest that conflict may still occur in controla nd execute phases as in only those phases does certain behavioural attitudes are encountered.team members working under pressure to complete task on critical path whereas in planning cycle there are more avenues for slack time and assigning resources.
Ricardo, parabéns pela iniciativa de provocar a discussão sobre a necessidade de “estressar” convenientemente cada fase dos ciclos iniciais do projeto, que foi definido por você como ter conflitos produtivos.
Porém uma vez bem definido o objetivo do projeto, o papel dos atores e seus perímetros de autoridade e responsabilidade, há changes efetivas de não se ter os conflitos exponenciais ao longo de seu desenvolvimento e finalização. Em suma concordo com você mas achei interessante mostrar esta abordagem.
Abraço.
Ola Ricardo,
Parabéns pela brilhante explicação que você nos traz a cada podcasts. Desde de encontrei o seu site na Internet, venho acompanhado suas postagens e com elas aprendendo.
Gostaria de fazer uma consulta e dar uma sugestão.
Eu,sou engenheiro civil, e gostaria de saber se você tem alguma sugestão ou material com as boas praticas de gerenciamento de projetos aplicado à construção civil.
Caso você tenha alguma experiência neste assunto sugiro que você grave um podcats deste assunto.
Obrigado,
Que Deus continue te abençoando.
Yes Ricardo a well presented case that typically “afflicts” projects. However nowadays more often than not, the manning up of projects as they migrate from stage to stage, is the issue governing why conflicts arise at all.
Usually sr management react so poorly to manning requests that there is always an escalating shortfall of the right people and so those project team members who have rolled over from previous stages feel short-changed (again), while newcomers feel immediately pressurized to perform although they are still in the storming-forming mode and trying to fit-into a team which has laready set the rules of engagement. My experinec is that staff turnover in later project stages is a real issue.
It is courageous of you to place initiative with the PM to iron out these conflicts, but why should sr managemnet be protected from this affliction as it is they who institutionalize project management as a panacea for their own lack of management ability. For too long it is the external organization that draws the circle around the project and who exclude themselves from participation, while the PM struggles to cope or attempts to re-draw the circle to engage the external organization he is so dependent upon for resources, and to whom he is ultimately accountable when it all goes wrong.
Passing the buck appears to be the “class” of sr managers we have to also to cope with today. But I like your case and optimism.