Running head: Module 3 Paper

Module 3 Paper

Karoly Fulop

Arizona State University

PMG 321: Project Leadership, Strategy, and Scope

Professor Bankim Pandya

March 26, 2023

 Module 3 Paper 2

Both modules one and module two contain several key takeaways regarding decision-

making and resource allocation strategies. Working through Simulation A and Simulation B, I

was able to put these decision-making strategies into practice. Decision-making was necessary

for several areas including project development level, project execution timeline, daily task

execution, budget control, staffing, team mood, etc. Every step I took in leading the team had

some repercussions on the overall development of the project. The simulation program helped

navigate these decisions with alerts, additional resources, and reports. I used this information

combined with the decision history to make a better judgment as I retook the simulations. The

success and failure of my project were the direct results of my decision-making as a project

manager.

Each of the modules represented a different set of challenges related to tackling the tasks

and meeting the deadlines. These simulations offered an opportunity to handle real-life scenarios

from the life of a project manager with consideration of budgeting and project execution lifetime.

On the basis of each decision, I considered the four main aspects of project management: team

process, scope, schedule, and resources.

In Simulation A, my main target was to balance the resources and to meet the target week

completion. The other aspects I only considered from a logical perspective. I strived to keep the

team morale at least at a satisfactory level, by encouraging engagement from medium-skilled

team members and outsourcing workers alike. I have adjusted the one-on-one meetings to a

minimum until there were no problems discovered. The status updates were also kept to a

minimum to keep the team from being overloaded with too much information and interruption.

Task distribution meetings were more frequent to keep everyone informed of their role and

 Module 3 Paper 3

reduce confusion. By doing so I was able to meet the target, but overstressed and overworked the

team. In addition, the budget was also overstretched and not met the management’s target. The

balance was incomplete and the solution was unsatisfactory. Once I reviewed my decision

history I made some changes that took into consideration all four elements and my score

improved by over 25 points. Team morale did not drop below 81%, stress levels were in the mid-

range most thought the project. The criticism that I could bring to my performance in this

simulation was that I was reactive rather than proactive. I was patching things up instead of

creating an appropriate fix. As we learned from Krezner, “ proactive management is extremely

influential over the probability of success of a project because it allows for replanning and the

ability to address problems well before they have a significant impact.” (Krezner, 2010 p. 397)

In reviewing Simulation B, my decision strategy was more focused on personnel and

team satisfaction and coordination of staying on budget and timeline. I used my experience for a

new challenge and weighed my decision ahead. I was practicing being proactive as much as

possible. The importance of good decision-making with the use of available resources is the main

takeaway of these simulations. It becomes clear just how much the success or failure of an

enterprise depends on good decision-making and forward-thinking. Although everything can

appear in order a wrong decision can have a devastating ripple effect on the project’s outcome.

Being flexible and adaptable also plays a major role in the life of a project manager.

Simulation B had a mid-project surprise with the unexpected loss of team members due to

aggressive recruiting from a rival firm which lead to a reduction of team capacity and ultimately

caused a delay in the project completion. I had to come up with new plans to keep tasks being

completed, and support the staff with outside help and continuous training and meetings. This

Module 3 Paper 4

required adaptability and mitigating workplace stress which had a direct effect on my decision-

making. I had to retake the simulations and re-examine the project execution without losing sight

of the goals my team needed to achieve. As read through Ben Aston’s 3 Key Strategies, my main

takeaway was concentrated in this paragraph: “Adaptation is the brain’s biggest evolutionary

achievement. The more we understand how the brain deals with complex change, the more we

learn about managing projects effectively.” (Aston, 2023) I did not panic, however, the loss of

team members definitely elevated my stress levels, because it created an unexpected scenario

that put a dent in my otherwise well-sorted project plan. Regulating emotions and reacting with a

clear head and in a non-negative way is extremely important in situations like these. As Susanne

Madsen explains “ Perhaps some of the challenges were too great for you to handle. That’s okay.

Take a deep breath and accept it. There’s no need to beat yourself up about it. Also consider what

feedback you received from clients, colleagues, and managers. Be careful not to see

critical feedback as something negative, but as an opportunity to grow and continue to develop.

We all have areas we can improve on. When they are brought to our awareness, at least we can

do something about it.” (Madsen, 2021). Her advice hits home with me because I tend to see

things in a more negative light and often question my abilities. In Simulation B, when the team

dropped from five team members to two for a three-week period, I immediately thought this

project will fall so behind that it will be impossible to meet the deadline. I attribute this

shortcoming to my inexperience and inability to come up with a winning strategy to overcome

this obstacle. According to Susanne, “To be a successful project leader you have to manage your

thoughts and remove the negative ones as you would weeds in a garden.” (Madsen, 2021)

 Module 3 Paper 5

Simulation B has thought me how to navigate the tensions between Top Down and

Bottom Up Objectives as those require careful balancing so that we can have the cake and eat it

too. As those two are very different it is important that I practice good project human resource

management when things take an unexpected turn. I had to make important and delicate

decisions on the fly without causing major delays, staff burnout, or dissatisfied executive

management. This is an important lesson going forward because as a project manager, I could

encounter a similar scenario and I will use this lesson in my future role. I will also need to keep

good track of my decisions and the way those decisions impact the project’s progress so that I

can become more experienced in balancing the four aspects of project management: team

process, scope, schedule, and resources.

 Module 3 Paper 6

References

Aston, B. (2023). Managing Tasks As A Project Manager: 3 Key Strategies for 2023. Retrieved

on March 26, 2023 from https://thedigitalprojectmanager.com/projects/leadership-team-

management/managing-tasks-as-project-manager/

Kerzner, H. (2009). Project management: A systems approach to planning, scheduling, and

controlling (10th ed.). John Wiley & Sons.

Madsen, S. (2021, December 28). The challenges of the past year have made you stronger.

Susanne Madsen Intl. Developing Project Leaders. Retrieved on March 26, 2023 from https://

www.susannemadsen.co.uk/blog/develop-your-project-leadership-skills-in-the-new-year