The Key Factors of Success in the Project Management

The key factors of success in the project management

In today’s rapidly changing environment, when the company must quickly respond, the use of project management becomes imperative. In order to the project be successful, it is necessary to build a team that will, with joined forces, lead the project to the success. In addition, a development of interpersonal and leadership skills is particularly important in the planning phase of the project, which is often assessed as the most important stage of the project.

Team and Relationship Building

Crucial to the success of the project is to build a cohesive team with good relations based on trust. In order to achieve that, according to Grantham (2008, p. 89), it is necessary that managers understand the project management’s role in the company’s success, because if they don't, they cannot convey it to their team. Adaptation and organizational learning facilitate acceptance of changes and implementation of the project management. Latonio (2007, p. 90) explained that a key is to establish an organizational culture that supports the success of the project. In this culture, leaders are the role models. If leaders understand and support changes and successfully transfer them to the team through communication, then the success of the project is guaranteed. Alam et al. (2010, p. 514) pointed out that managers, in addition to technical skills, have to develop soft skills through increasing their knowledge and understanding of the project management. Therefore, a team that leads to success is built on trust, has a good interpersonal relationship and excellent communication.

Role of the Leadership

An important role in creating a team which will successfully complete a project has leadership. In accordance with previously stated, Tessema (2010) pointed out that managers who have developed emotional intelligence much better lead their team to the success. When they develop a relationship with compassion for team’s members, they will easier convey benefits of the project, which will ultimately lead to their good behavior and successful completion of the project. In this regard, in addition to "three constraints identified by PMI (cost, schedule, quality)" (p. 129), according to him, as the fourth, appears fulfillment of customer expectations, when project managers become transformational leaders who motivate the team. This is particularly important in the conflict resolution. This is confirmed by a Study of Ng and Walker (2008, p. 423) where are, in the first crucial phase of the project, set managers who didn’t have the authority and failed to explain the vision. The project was successfully completed only because one team’s member had a transformational approach through all project stages. He had good relations with everyone, respected their opinions and directed them towards the realization of the project. Stagnaro and Piotrowski (2013) emphasized that 64% of project managers in IT sector use a shared management, which reduces a risk of the project and increases inter-group cooperation and motivation. Consequently, it may be concluded that a leadership style is important as well as a team building.

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