Asthe Information Communication Technology (ICT) executives workextremely hard to increase the efficiency and minimize the expensesin the dynamic ICT vicinities, they undertake several projects, suchas facility planning, process and operational improvements, andimplementation of technology. Such projects require the formation ofthe hardworking team made up of the ICT leaders, staff members,outside consulting team, and the project managers. The top leaders ofthis project should be ready to form an active project team thatfocuses on collaboration and appropriate communication to achievesuccess. Success, in this case, is the achievement of a particulargoal or objective within the given period or parameter. Moreover, ITmanager could create and maintain a successful and winning projectteam by facilitating real communication, building the right team,encouraging collaboration, identifying and overcoming barriers, andfinally celebrating their victory. The essay is going to focus on howvarious authors support such points as others try to argue againstthem. The conclusion part of this essay will recapitulate the debateand declare the winning part after scrutinizing both arguments.
Buildingthe Right Team
Itis the first step that the IT manager needs to take to accomplish agiven project. The best team embraces all the stakeholders at everylevel, ranging from the executives to the people who are at the frontline. Dalcher(2007)agrees that such intellectuals have the inside skills and knowledgethat will be crucial to technical adepts from external companies. Hefurther says that recognition of the front-line members of the staffallow the IT managers to remain active to the project as the othertrue end members, either the programmers or software technicians,offer a worthwhile contribution to the success of the project.Front-line experts also train the other staff members during theimplementation platform of the project. Also essential for theachievement of the project objectives is a corporate lead.Supplementing the high-level managerial obligations, executive-levelexperts are reliable sources of motivation and morale. Dalcherfinally says that when the senior leaders of the project lead byexample and promote the changes and demeanors anticipated from theother members, success is easily achieved.
Goodcommunication is another way through which the IT manager couldcreate and maintain a successful and winning project team. Dinsmore(2010) says that accurate, credible, useful and timely communicationis imperative to maintain a unified team spirit and realizing thesuccess of the project. IT managers should make sure that projectinformation, primary objectives, and strategies are communicated inevery stage of the project so that all the stakeholders remaininformed. Dinsmorealso says that for the team to develop and maintain realcommunication, it must create and cultivate various norms thatmotivate open sharing of the project information. The no astonishmentattitude should be propagated to spur a trusting and conducivelocality that contributes to the success of the project. Multipleprojects and a busy slate may feasibly affect the bids for perpetualcommunication. He says that for timely and accurate delivery ofinformation, the IT manager should be proactive regarding approachingthe potential bars. The manager should arrange for severalface-to-face conversations to spearhead the ongoing dialogue toensure that the relevant deliverables are accomplished within thetime frames of the project.
TheIT manager should stress the importance of setting rational goals andcollaborative planning. Benford(2000)says that the team that plans together is more successful, asdeliverables, project plans, and goals are unambiguously set, anddifferent expectations of the project are communicated andcomprehended. Collaboration in a team creates learning vicinity wherepotential adepts have a chance of sharing their skills and knowledgewith other project members. Personal participation and input alsofurther every party’s commitment and interest to the project.Collaboration in setting goals enables the members of the team toachieve their personal success, while participating towardoverreaching the actual goals of the project. Collaborative teamsshould come up with the plan that aims at motivating all entities toachieve the objectives of the project. If the IT manager involves theconsultant, they should be rewarded the project management fundsdirectly associated with the success of such a project. The team canbe further motivated to achieve the final goals if the IT managermatches the incentives of every member to the general objectives.
Identifyingand Overcoming Bars
Manypotential barriers have been identified when people are working as ateam. Nevertheless, the ICT environment is challenging because of itspeculiar makeup. The IT project managers may find it difficult todeal with relationships among individuals from different backgroundsbut share the common objective of offering the ICT services.Anantatmula(2010) says that the relationship between the programming and thesoftware departments may pose a significant challenge to the manager,even if they tried to subject such a relationship to the optimalcircumstances. Many departments are meant to work in silos. However,the success is only achieved if such units worked together. Forexample, programming usually works with material management andfinance to ensure that implementation and acquisition of the newmaterials are successful. Through opening the communication linesacross departments, other challenges that in the separate unitspresent are overcame.
Despitethe above authors’ outline on how the IT manager should workclosely with their team to attain their project objective, otherscholars are acting against such authors’ sentiments. For example,Triantis(2009) says that the process of identifying and overcoming challengesby the IT managers may not be valid and suchmanagers should expect barriers within the project due to the mixednature of the participants. The potential problems that may beencountered include deliverables and goals are not met, there mightbe clashing personalities, inadequate follow-up and time management,there might be political challenges, and the disagreements betweenvarious members of the project team.
Onthe other hand, Williams(2002) also differs from the opinions by saying that the formation ofteams in the IT project may bring forth unripe fruits before theexpected results unfold. He says that some project teams do notsucceed due to unnecessary controversies at the decision-makingplatform where every participant wants their advice to be given anupper hand and others’ discredited. In this case, he says that thepoints mentioned above, such as identification and overcoming ofbarriers, real communication, the formation of the right team, andcollaboration will not help the team work together as there will berecurrent disagreement in important factors that may include theprincipal objectives of the IT project.
Inconclusion, many arguments about how the IT manager could create andmaintain a successful and winning project team have been discussed byvarious scholars. Some authors, such as Benford,Dalcher,Dinsmore,and Anantatmulaagree that some factors like facilitating real communication,building the right team, encouraging collaboration, identifying andovercoming barriers. However, some scholars have declined points, forexample, WilliamsandTriantis,who say that such factors delay the IT project. Such delay stems fromthe unnecessary controversies at the decision-making stage whereevery person wants their decision to be credited more than others’.Because most authors have written in favor of the thesis statement,it means that the four points discussed in the essay are valid.
Benford,S. (2000). Designingstorytelling technologies to encourage collaboration between youngchildren.Stockholm.
Dalcher,D. (2007). SuccessfulIT projects.London: Thomson Learning.
Dinsmore,P. C. (2010). Winningin business with enterprise project management.New York: AMACOM.
Anantatmula,V. S. (2010). Successfulproject management practices.Bingley: Emerald.
Triantis,J. E. (2009). Creatingsuccessful acquisition and joint venture projects: A process and teamapproach.Westport, Conn: Quorum.
Williams,J. (2002). Teamdevelopment for high-tech project managers.Boston: Artech House.