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ANSWER

Conflict Management and Resolution in Project Management

Conflicts in project management are unavoidable but manageable. They provide possible project risks that negatively affect the viability and successful completion of a project. Project conflicts can be derived from having different goals, varying expectations among team members, uncertainties about authority, and interpersonal conflict, such as this assignment’s case scenario (Lecture 7 Pg. 25). It is essential that the collaboration of all team members involved in completing the assigned project tasks and work packages in a work breakdown structure is enhanced and encouraged, as conflict can adversely affect the project’s completion. This is because, despite being a hierarchical project planning process, work breakdown structure requires teamwork and team effort (Lecture 9 Pg. 11). Tasks are connected, dependent on each other, broken down successively and continuously, which means the failure to complete one task, especially in the critical path, negatively affects project completion as it interrupts the scheduled time (early start, finish, late start, and finish) and cost (Lecture 2 Pg. 20).

Therefore, the most effective conflict resolution method I would integrate is negotiation. Negotiation is a process through which two or more parties seek to find a common and acceptable ground for exchange that creates mutual interests and aims to create a win-win situation (Lecture 7 Pg. 30-31). Project managers are vital individuals in the effective and successful project management tasked with deciding who performs which tasks, exercising control of many aspects and tasks performed in a project. They also create an open, diverse and supportive operative environment with interdisciplinary solutions built to solve possible problems such as the conflict explained in this case scenario (Lecture 1 Pg. 20). Hence, in such a scenario, it is crucial to understand the source of the conflict and why the two members refuse to collaborate to ensure effective task completion. In effective negotiation, the two parties are treated as equal and interrelated stakeholders and not competitors or opponents of one-party wins, and the other loses as this would create increased division, which is not healthy or beneficial to the project (Lecture 7 Pg. 30-31). Once an open, equal and supportive environment is created, each team member would present their case, understanding of the source of conflict and reasons they do not wish to collaborate in the critical work package. As the project manager, negotiations, where a win-win situation is created, should be developed to ensure each party gains something positive and their claims are considered. Finally, an agreement is reached that incorporates the two team members’ views and interests and a course of action.

The reason for using negotiation as a conflict resolution method is because it creates a supportive environment where all involved parties’ claims and interests are presented, considered creating a win-win situation and promoting stakeholder interrelation and equality. With these attained, personal relationships are not harmed based on discrimination or party favoritism, allowing and fostering honesty. More importantly, a win-win situation and outcome are achieved through negotiation, which is not just among the conflicting parties but also for the entire project (Lecture 7 Pg. 42). When the two conflicting parties seize to disagree, and an agreed action plan is implemented that ensures they work together or a replacement is done, it minimizes possible project risk and harm that may delay its completion.

Question 2

Functional managers and project managers differ in their roles, tasks, and responsibilities. For instance, functional managers are managers while project managers are facilitators and responsible for the entire project, unlike a functional manager responsible for the small area such as a department within the whole corporate project (Lecture 1 Pg. 23). Just as conflicts and disagreements can be witnessed between team members, they can also be present among the authorities, with clashes between project managers and functional managers predominating (Lecture 7 Pg. 28). Resource acquisition can be a source of conflict, especially if sources of resources and the resources required are not specified openly and adequately in the project charter (Lecture 7 Pg. 39). For instance, in a project where the finance and IT departments are involved, and a project manager seeks a team member from the IT department to provide expertise in the finance department for being a top producer, but a functional manager wishes to retain this top producer in their team. Such an instance can result in conflicts if not managed and resolved, which can affect the project completion and viability.

In that case, this conflict can be managed by ensuring during the project planning phase; project chartering is done effectively, stating agreed statements on project specificities, including resource allocation, acquisition, and commitments. Such an agreement would mean that neither the project manager nor the functional manager should change resource acquisition arrangements (Lecture 7 Pg. 39). However, since changes in projects come along and can be unavoidable, such a potential conflict can be managed through principled negotiation, where the resolution of the problem should focus on interests and priorities and not positions or personal traits (Lecture 7 Pg. 43). In such negotiation, an agreement is reached that satisfies objective criteria used, such as establishing which department requires the resources urgently and seeking collaboration between the project manager and functional manager to ensure effective conflict resolution and general project success.

References

Lecture Notes 1

Lecture Notes 2

Lecture Notes 7

Lecture Notes 9