1. What can you find about organization in this Bible teaching about achieving goals (2:1–20; 4:16–23)?
The success of every project depends on how well organized it is. Nehemiah was a good organizer considering how he initiated and implemented this project. The project leader must have clear objectives of the deliverables when planning a project (Larson & Gray, 2011). For one to achieve project goals, it is important to have specific timelines. Effective project organization also involves mobilizing resources from donors. Moreover, projects have risks and challenges which must be anticipated and mitigated through practical strategies. To achieve project goals, a leader must be familiar with the needs being addressed. Community mobilization and stakeholder involvement are crucial in engendering ownership of projects. In addition, all project participants must be committed to project goals, and work actively towards this end. Finally, in project implementation, division of labor and specialization are crucial to success.
2. What can you learn about communication systems in 4:18–20?
The man who sounded the trumpet stayed with Nehemiah. This underlines the centrality of communication in project management. The leader must be in charge of communication and provide constant updates on the progress of the project. Communication brings all stakeholders together, just as the trumpet helped to gather workers. Communication should also be systemic to the project and encompass all stakeholders (Larson & Gray, 2011).
3. What can you learn about motivation from 4:10–15, 23?
A leader must motivate project stakeholders, considering there are many challenges which the latter face. If the leader evinces any doubts or lack of commitment, followers are likely to lose focus and get demoralized. Motivation can be achieved through reminding stakeholders the goal of the project and emphasizing uniting factors. Additionally, every important milestone must be communicated to motivate project participants. Progress in various phases of a project will impact participants positively, in spite of seemingly insurmountable barriers they may be facing.
4. Explain principles of securing materials and funding from 2:8; 5:1–13.
5. What does 4:19 and 2:12–16 teach about evaluation and feedback?
A leader needs to carry out needs’ analysis to have a clear idea before implementing the project. This is what Nehemiah was doing when he sampled the ruined city at night. During implementation, there should be constant monitoring and evaluation of the project, and immediate feedback to stakeholders, for relevant remedial or complementary action.
6. Describe what you see about leading from 2:17, 18.
Leadership is about rallying people to action on issues that will benefit everybody. If the leader speaks with conviction and has a clear roadmap, followers will be motivated to rally behind him, because they have been won over to the course. This is the best way to influence positive action among intended beneficiaries (Larson & Gray, 2011).
7. What can you learn from setting standards from 6:1, 3, 16?
Project should adhere to the highest standards possible. This can be achieved through a thorough understanding of the project needs and concomitant remedial strategies. Leaders must adhere to stipulated standards and avoid any distractions from within or without (Larson & Gray, 2011). Even opponents of the project, should recognize an excellent project.
8. What can you about learn keeping good records from 3:1–32; 7:6–73?
It is important to keep records for reference purposes and also to mark important project milestones. Records must be clear and indicate the persons involved and the tasks they have accomplished. In essence, records should be based on the work breakdown structure (WBS).
9. List principles about worker assignments and job descriptions from 7:1–3.
i. Workers must be given job descriptions for the tasks they are assigned.
iii. Every worker must be accountable for the tasks they have been assigned
ii. People appointed to various assignments must be trustworthy.
Larson, W. E., & Gray, C. F. (2011). Project Management: The Managerial Process (5th ed.).
New York: McGraw-Hill / Irwin.