Project Execution, Reporting, and Managing Resources

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The communication with the stakeholders and the way the resources are used wisely help keep the project on track. Vagra has done an excellent job by setting up the Kanban board and training the staff on how to use it. The Kanaban board was an excellent resource that many team members and stakeholders found the information useful updating the team without the use of frequent contact. Vagra must control the situation by communicating to the team members the purpose of the Kanaban board. Vagra must outline that although the board takes time to feel out it keeps the stakeholders from having to come to them directly about frequent updates doing work time. By outlining the positive to the team of the board and through exercising power to get them team to use the board Vagra should here the amount of complaints drop. Vagra must also communicate with the stakeholder on checking the board for frequent updates to ensure the team member are not interrupted as it is causing the project to delayed. Vagra has done a great job with having the Kanaban board in place and she now must delegate Schaller to find out the best communication style for each stakeholder such as information needed, the length, the means of communication, and Vagra must make sure each stakeholder has the information to their liking to ensure that there are no further interruptions during the project.

The main issue I see with Vagra is she seems to not exercise her power and communication. During this case study Vagra has never seems to know what to do with negative situations. She is aware that there are issues but mostly chooses avoidance despite the issues being ongoing and critical to the projects end date. Vagra 1st mistake was not communicating the overall picture of the budget leaving out information so that the number just looked good on paper. This was a mistake as it gives a false number for the budget creating an error. The 2nd mistake is not addressing issues early on through exercising power to stop problems for continuing further. This prolongs conflict making it harder to address the issue when faced with it. The 3rd mistake was not updating management on using the defective terminals. This is incorrect due to a change request being needed to accomplish the project. Overall for areas of improvement for Vagra would be exercising power and communication. Most of this case study errors seems to be due to communication issues and managing and controlling the project consistently until completion.

References

Fourie, D. (2015). Project Schedule Compression Made Simple . Retrieved from Pulse Project : https://www.linkedin.com/pulse/project-schedule-compression-made-simple-dave-fourie-pmp-prince2-

Scott, B. (2016 ). Importance of Schedule and Cost Control . Retrieved from Global Knowledge: https://www.globalknowledge.com/us-en/content/articles/importance-of-schedule-and-cost-control/

Usmani, F. (2016). Earned Value Management (EVM) Analysis in Project Cost Management. Retrieved from PM Study Circle : http://pmstudycircle.com/2012/05/earned-value-management-evm-analysis-in-project-cost-management/