The project management approach in solving construction issues involves stakeholders such as leaders and end-users. Therefore, a project manager is a vital player in making the most of the potentials in the construction projects (Hills and Fox, 2009, PP.5). It is the role of Hodgkins to ensure that the project objectives and requirements are accomplished on time and within the budget of the Regency Hotel Group. Hodgkins has the role to discuss the project with regard to planning and delivering project-related tasks within a particular time frame and budget (Meredith and Mantel, 2009, PP.90). This is so because she is the main link between a product organization and the client organization. Meanwhile, it is her role to delegate authority to ensure the company achieves performances that are within the contract scope. She has a responsibility to define and the organizational structure of the project and coordinating the functions of the projects.
As a project manager, Hodgkins has responsibility and authority for contract and project direction. Since there is a risk exposure associated with contracts, projects require effective early considerations by the project manager (Vincent, 2009, PP. 157). In this case, Hodgkins was required to comply with contractual obligations, expressed and applied because she is expected to assume leadership and responsibility in achieving them. Compliance with such contracts in the foundation for project success. This ensures the project is set properly in the right direction and excels the relationship with the client. Similarly, it will help Hodgkins to protect the interest of the project and contribute effectively in resolving project issues (Vittal, 2010, PP.15).
Meanwhile, it is the responsibility of Hodgkins to use effective communication method among team members, which will promote decision making of the project. Therefore, the project is responsible for initiating effective communication and project reviews with senior management and clients. It is the role of Hodgkins to motivate, manage, coordinate and ensure the project team has the morale to work. This leadership function is based on managing people and its significance cannot be overruled. Since Hodgkins deals with the project team, she has a responsibility to recognize and respect the professional codes of the other disciplines. Finally, it is the role of Hodgkins to close the project properly according to the plan, which includes handling over the project result of the right groups within and outside the company (Gray and Larson, 2008, PP. 359).
The project manager must be informed of who the decision makers are in the organization and work with them to maintain the triumph of the project. Besides, the project manager will be interacting with all the project stakeholders. Therefore, for Hodgkins to lead her team to success, she must have exceptional interpersonal skills. Since the project management is changing, organizing is a significant skill desirable and critical competency for managing projects (Sanghera, 2008, PP. 127). This skill is the most essential aspect of managing a project effectively. Organizing is a very essential to Hodgkins throughout the project because it promotes internal management in the Regency Hotel Group. Hodgkins will be required to have the skills to develop an organizational strategy that addresses the underlying issues of the project (Frigenti, 2009, PP. 29).
Another skill that is essential to Hodgkins is influencing. This skill is vital because it will help her to influence team members to carry out their duties effectively without having a formal authority to mandate result from them (Harrison and Lock, 2009, PP. 24). In order to influence the team members effectively, Hodgkins is supposed to understand the formal and informal structure of the company. Leadership skill is also essential to manage the Project. This is so because leadership is more effective and productive than managing by authority. Hodgkins will show the team members the vision, excite and motivate them toward the goals and objective of the project (Chartered Institute of Building, 2010, PP.6).
Another essential skill that Hodgkins need is budgeting. It will help to track the Project’s cost and budget without support from senior management. She will be in a position to forecast and allocate the available resources to meet the budget. Budgeting will also help Hodgkins to manage risks arising from unexpected expenses (Sanghera, 2009, PP. 67).
I think Hodgkins was able to meet these skill requirements to some extent. For instance, she effectively managed her time, which made her to achieve the objective and goals of the Project to team members, senior management and client (Ramakrishna, 2010. PP.25). Meanwhile, she applied the leadership skill effectively in delegating her duties because she had ability to understand, interpret and respond to the reaction or emotions of team members. She was the leader of integrity who knew her right and what was right for the future of the project (Taylor, 2006, PP.50). However, she was unable to influence the team members effectively, which affected the completion of the project. Meanwhile, she was unable to apply budgeting skill effectively, which affected both clients and the Project. For instance, Hodgkins was unable to control the project which was behind schedule and over budget.
Despite the challenges, I think Hodgkins was a good project manager. This is so because she has the ability to initiate the foundation of the project and define objective necessary to set the right track for the project (Zaval and Wagner, 2011, PP. 34). She constantly monitored and controlled the Project to ensure it on the planned track despite challenges. She was innovative and maintained stability that ensured productivity as well as smooth running of the project. She is also an effective project manager because she is an achiever who sees the big picture of the project (El-Sabaa, 2010, PP. 5). She is aware that the big things matter because it is what gives her a clear direction, but also the little things also matters because they are what work together to establish and maintain the big things (Gray and Larson, 2008, PP. 359). She also realizes that her decisions can cause her rewards and consequences. Therefore, she was an effective manager because she demonstrated a sign of maturity and wisdom when dealing with different issues and people.
Chartered Institute of Building, 2010. Code of practice for project management for construction and development. Chichester, U.K: Wiley-Blackwell.
El-Sabaa, S. 2010. The skills and career path of an effective project manager. International Journal of Project Management., 19 (1), 1-7.
Frigenti, E., 2009. The practice of project management: A guide to the business-focused approach. London: Kogan Page.
Gray, C. F., & Larson, E. W. 2008. Project management: The managerial process. Boston: McGraw-Hill/Irwin
Harrison, F. L., & Lock, D. 2007. Advanced project management: A structured approach. Aldershot, England: Gower.
Hills, M. J., & Fox, P. W. 2009. The Role of Project Managers in Construction Industry Development. AACE International Transactions., 23(6), 1-9.
Meredith, J. R., & Mantel, S. J. 2009. Project Management: A Managerial Approach.Harvard Business Review, 37(3), 89-97.
Ramakrishna, K. 2010. The essentials of project management. New Delhi: PHI Learning.
Russell, H. 2014. Five Ways To Be A More Effective Project Manager. Information Executive., (1), 1-6.
Sanghera, P. 2008. Fundamentals of effective program management: A process approach based on the global standard. Ft. Lauderdale, Fl: J. Ross Pub.
Sanghera, P. 2009. 90 days to success as a project manager. Boston, MA, Course Technology
Taylor, J. 2006. A survival guide for project managers. New York: American Management Association.
Vincent, O. 2009. The Role of Project Leadership in Achieving Effective Project Management. Proceedings of the European Conference on Management, Leadership & Governance., 13(2), 157-163.
Vittal, A. 2010. Project Manager Leadership Role in Improving Project Performance. Engineering Management Journal, 22(1), 13-22.
Zaval, L. K., & Wagner, T. A. 2011. Project manager street smarts: A real world guide to PMP skills. Indianapolis, Ind: Wiley Pub.