System Thinking for Managers in Project Management

System Thinking For Managers in Project Management
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System Thinking For Managers in Project Management
A Brief Description of the System Problem that needs Investigation
Naturally, there are several project management challenges; one of the biggest problem project managers experiences when managing multi-projects is how to utilize resources effectively. Projects team experience the lack of accurate and updated information about the resources and work schedules. Project management is demanding, requiring careful resource allocation. In many situations, project teams schedule weekly meetings to determine the workflow. Most organization lack centralized project management system making it challenging to understand the workload (Kerzner, 2013, p.59). A project manager cannot determine how each resource has been allocated to the various phases of a project. The main challenge in resource allocation is how to adapt a system that permits sharing of hundreds of information among the project teams scattered in different locations. Organizations without centralized project management systems use simple packages like Excel spreadsheets to manage their workload (Kerzner, 2013, p.67).
Using Microsoft Excel spreadsheets is a cumbersome exercise that might delay the project completion. Balancing all the elements of project management including time, scope, money, and people is a complex process that requires advanced solutions. Resource utilization is the key to a successful project; however, over allocation is likely to occur when managing multiple projects or when inappropriate technology is used in managing resources (Kerzner 2013, p.109). Most project managers prefer using Microsoft excel spreadsheets in project management to coordinate and track resource utilization. Unfortunately, not all web-based software can effectively allocate resources as expected (Kerzner, 2013, p.134).
Analysis of the Problem under Investigation
Resource management is the process of effectively and efficiently deploying financial resources, inventory, human skills, and information technology to accomplish a project; resource allocation requires planning of all these resources. Proper planning helps in proper utilization of the available resources. Companies have limited resources for projects hence proper utilization of the resources determines the success of a project (Clemen & Reilly, 2013, p. 88).
Project managers need to align their plans with the limited budget by effectively allocating resources. Time management is usually an overlooked factor when allocating resources. Projects have time limits, therefore, completing a project within the stipulated time means allocating duties and financial resources on specific periods that will help complete the project. Delays in completion may affect the project outcome. Choosing effective tools is a critical process of ensuring that resources are equally distributed and well managed (Clemen & Reilly, 2013, p.99).
The figure below represents a Project Management Cycle. This is crucial in understanding the management processes involved in most of the projects in organizations.

(Clemen & Reilly, 2013, p.101).
Organizations use information technology to improve the management processes. Using technology can be challenging causing conflicts among the project’s teams, making it harder for project managers to generate timely information when needed. Challenges occur not because of lack of knowledge on how to use the automatic systems, but it is because of the difference in which humans and machines process information (Anderson, Sweeney, & Williams, 2014, p.53).
Most of the information technology solutions are specifically designed to carry out the specific task like just monitoring or updating data. Lack of integration of the system limits the needed information flow. Lack of standardized platforms to exchange crucial information is a major challenge due to incompatibility. This limits a project manager from accessing and managing project information effectively. Lack of decision-making tools for project planning and implementation can affect the allocation of resources. This is one of the persistent problems companies need to overcome; project managers are expected to ensure that projects are completed within the stipulated budget and time (Anderson, Sweeney, & Williams, 2014, p. 61).
Over-allocation of resources and over extending timeframes might put the project at risk. To succeed in planning projects, it is important to predict the budget and time for project completion. Many managers rely on simple computerized packages like spreadsheet or Microsoft Office Excel to manage information like scheduling project dates, or even recording tasks (Anderson, Sweeney, & Williams, 2014, p. 63). Managing project information like scope, timelines, and resources using advanced models software are more reliable than spreadsheets. Using spreadsheets gives room for many errors. Employees can easily temper with the program by adjusting the calculations to produce inaccurate data (Anderson, Sweeney, & Williams, 2014, p. 65).
Relying on spreadsheets to generate information for decision-making can be affected due to pressure to meet deadlines; employees are likely to make mistakes. Spreadsheets are emailed to project teams, to make adjustments where necessary. In the situations where multiple people make changes in the same spreadsheet, controlling the input can be challenging. This process can be slow and can affect the project implementation process (Anderson, Sweeney & Williams, 2014, p.69).
The figure below represents a sample spreadsheet system, and how it is used to record and monitor projects in organizations (Anderson, Sweeney, & Williams 2014, p. 71).
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Spreadsheets cannot help managers view the project status or measure the project progress. To monitor the project progress using spreadsheets, managers have to spend much time searching for specific information from several data forwarded by the project teams (Anderson, Sweeney & Williams, 2014, p.79).
By using Microsoft Excel, it is not easy to see the status of a project or measure its progress. One cannot gain a complete view of the project or see how one component relates to the other. Managers spend too much time translating information from lines of data. When a company’s workload increases, using spreadsheets possesses many risks hampering accountability (Anderson, Sweeney & Williams, 2014, p.80).
Old software and excel spreadsheets have limitations on the amount of data that can be captured. The users cannot download the actual information and managers cannot easily monitor and predict how much they are likely to spend in a month versus the actual spending. As organization becomes large and more complex, most organizations need to use specific tools and model to avoid management problems that might affect decision-making and resource allocation (Anderson, Sweeney & Williams, 2014, p.83).
The Insights and Solutions the Methodology Provides
Viable system model (VSM) is one of the systems models that deal with the complexity that exists in fractal structure. It is a theory that helps explain the way a viable organization operates. Viable system model assumes that all organizations have three basic elements. These are the operational units (O), the environment (E), which the organization operates, and the management (M). The figure below represents how viable organizations work (Richter & Basten 2014, pg 4589).

Viable organizations focus on the organization structure. The environment is what the system is to control while the operation manages the parts of the environment; these processes may overlap. Different operations communicate. Management involves sub-systems of 2,3,4,5 with different roles (Richter & Basten, 2014, p.4591).
The figure below represents...