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The studied class text provides useful ideas and concepts that project managers should take seriously. The case of Hitachi Power Systems outlines some of the key aspects that corporations need to consider if they are to dispel some of the common myths. At this organization, every project team relies on the power of an integrated project management model or platform that helps deliver the intended goals much faster (Kerzner, 2018).
Over the years, the involved participants have determined some myths that might affect the delivery of the intended project results. First, the leaders observed that most of the followed viewed project managers as professionals who lacked adequate competences about the entire business despite their massive technical knowledge. At Hitachi, project managers engage different workers and stakeholders to ensure that the activities being undertaken resonate with the demands of the clients. Such leaders are also capable of making both business and project decision judgments.
Second, the team observed that different managers were fearful that the introduced projects could result in a scenario whereby the professionals were free to make decisions intended for the executives. To address this myth, the managers have mastered how to liaise with different leaders, including the relevant executive sponsors for the anticipated projects (Al-Hajj & Zraunig, 2018). Finally, the project team realized many stakeholders were concerned that the project leaders were unaware of how to use the company’s assets more efficiently to support the realization of the intended objectives.
The experts addressed this myth my designing additional metrics and systems to support the entire project. These actions explain why the selected company has succeeded in identifying and completing various projects successfully and within the stipulated period.
References
Al-Hajj, A., & Zraunig, M. M. (2018). The impact of project management implementation on the successful completion of projects in construction. International Journal of Innovation, Management and Technology, 9(1), 21-27. Web.
Kerzner, H. (2018). Project management best practices: Achieving global excellence (4th ed.). Wiley.
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