By Ralph L Kliem; Irwin S Ludin
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Extra resources for Project management practitionerʼs handbook
Whether it’s people, equipment, supplies, facilities, time, or money, insufficient resources make teams ineffective. The situation can also lead to squabbling, dissention, even revolts. If resources are not distributed in an objective, meaningful manner, then differences can magnify into severe conflicts. Members of the team can quickly become polarized. • Lack of management support. If team members perceive—whether justifiably or not—that management is not supportive of the project, then motivation can plummet.
It might omit other important activities, such as project administration and training. The result is that subsequent delivery of the product or service is unsatisfactory. 4. The entire WBS is not used in subsequent planning. The project manager takes an eclectic view of the WBS, using only selected portions. The result is incomplete planning, lacking a comprehensive view of the work to be done. 5. There is a failure to put the WBS under configuration management. Once everyone agrees on its contents, the WBS should not become “frozen” or “baselined,” with all future changes not identified or evaluated for their impact on the project.
Credit for the birth of motivational theory largely falls to Frederick Taylor, a major contributor to the development of the concept of scientific management. He relied on identifying the most efficient tasks to perform a job, training people to do them, developing standards to measure performance, and separating tasks between management and workers. The best workers—the ones meeting or exceeding the standard—received the best pay. Over the years, it has become quite clear that scientific management, albeit revolutionary, had negative motivational consequences.