Project Management

Transparency, Accountability and Commitment with Project Execution

Antonio is a project manager in Caracas, Venezuela with more than 25 years of experience as a PM, project engineer, engineering coordinator, mechanical designer and consultant.

A customer’s expectations for the projects it hires for are increasingly demanding in terms of execution times and cost. Today, projects with execution times of less than one year are more frequent, including some with run times of six months or less—all with very tight budgets.

It’s also now common for customers to not fully define what the scope for the work is from the start; they only express their needs or what they are aiming for. Added to this are requests for quick estimates for the cost of major equipment, and for key contracts to have the necessary budget in advance.

To address these challenges, strategies should be structured in accordance with Project Management Institute best practices. That includes the application of three fundamental pillars (to be applied by all managers, intermediate leadership and executing staff) that provide a solid base to achieve successful team management and a satisfied customer:

  1. Transparency in the performance of activities
  2. Accountability for this performance
  3. Commitment to the objectives of the project and to client needs

Essentially independent, these pillars—once activated—positively interrelate. Transparency leads to trust and then to a harmonious and safe work environment, which consequently drives reinforcement of natural leadership and then to accountability at all levels, which …


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