Order from us for quality, customized work in due time of your choice.
Introduction
Project management is one of the pillars of the modern business world as every initiative and idea is brought to life successfully if proper management instruments are utilized. The work on every project encompasses addressing its key aspects that go beyond such basic areas as budgets and timelines. The ten knowledge areas defined by professionals are instrumental in achieving the established goals within the planned scope of the incentive (Wysocki, 2019). These areas include project integration, scope, time, cost, quality, human resources, communication, risk, procurement, and stakeholder management. Close attention to these elements is specifically critical for complex projects that involve the collaboration of big groups of people and the implementation of diverse processes. One of such projects is described in the famous film The Great Escape (1963) that dwells upon the escape of a group of prisoners of war (POW) from a Nazi POW camp (Sturges, 1963). This paper includes a brief analysis of this project in terms of such knowledge areas as time, human resources, communication, risk, and stakeholder management.
Time Management
First, it is necessary to note that the project was only partially successful as only 75 people (compared to 200 planned escapees) could escape. Almost all of them (excluding three prisoners) were returned to the camp or died. Regarding the knowledge areas mentioned above, time is one of the major areas to consider when planning and implementing any project, as proper scheduling leads to the achievement of optimal results. The control over time ensures that the cost will not considerably exceed the planned ones, and no new risks will affect the success of the project (Tereso et al., 2018). As far as the project under consideration is concerned, time was critical for the members of the team.
First, as any other construction project implemented in the first part of the twentieth century, seasonal changes played an important role. The situation was even more complicated due to the use of limited resources and primitive technology (Sturges, 1963). Digging and concealing sand would be almost impossible in winter, while autumn and spring would bring even more issues related to snow melting and heavy rains. Hence, the escapees had only one option, which was to complete the project during summertime. Moreover, escapees had to think of their prospects to reach safe areas, which would be much more complicated in other seasons characterized by harsh weather conditions and scarce supplies.
It is also noteworthy that the escape committee managed time successfully, which led to the completion of the project on time. The committee decided to dig three tunnels simultaneously to increase their chances and address major risks related to the discovery of the tunnel (Sturges, 1963). The decision to focus on one of the tunnels was also justified as the escapees could have achieved their objective faster than planned. Although that tunnel was discovered soon, the escapees still managed to remain within the boundaries of their schedule as they turned back to the initial plan easily.
Human Resources
Another critical area for the successful termination of any project is effective human resources management. One of the central components of this effort is the recruitment of the right people who can complete specific tasks (Wysocki, 2019). Roger Bartlett, the leader of the committee and the initiator of the plan, assisted by other members of the committee, managed to locate individuals having the necessary skills to complete diverse tasks. Importantly, the project bore some elements of an agile venture as members of the committee brainstormed and shared ideas and contributed creative ideas to accomplish various goals.
The project was complicated by the fear of POWs of potential outcomes in case they were caught. Although all prisoners were willing to be free and the vast majority had experience in escaping from camps, many of them were reluctant to actually be involved in such projects (Sturges, 1963). At that, the leaders found the right words to motivate people and make them believe in the overall success of their escape plan.
Human resources management was rather successful as the committee managed to estimate the necessary manpower carefully, which ensured meeting the schedules. Importantly, the availability of working people at a particular period was often associated with difficulties as prisoners often had health problems (due to poor life standards) or could be detained, which could lead to delays. Irrespective of such obstacles, the prisoners involved in the project followed the schedule and even worked faster in some areas.
In addition to finding talented forger, constructor, and procurement genius, Bartlett and other members of the committee proved to be inspirational leaders. Motivation is important, especially when some disruptions occur and may hinder the achievement of the established objectives (Wysocki, 2019). The most prominent figures of the committee managed to motivate other escapees and support them, as well as each other, which was critical under such strained circumstances and helped people to continue their work.
Communication Management
Communication management is an important area for project implementation as it ensures proper coordination of effort. The data dissemination is one of the critical aspects as leaders need to provide information regarding the plan and changes if any; they also need to receive feedback from other stakeholders involved in the project (Haass & Azizi, 2019). Although communication was complicated by the need to conceal the project from a significant number of people, the committee and all escapees managed to maintain effective communication channels. Regular meetings of the committee where key figures discussed the plan, risks, challenges, and opportunities, were instrumental in the free flow of information. The escapees developed effective communication channels, which is important in project management, so it is possible to evaluate the project’s communication management as being effective.
This form of communication also supported the agile nature of the project. In such incentives, people share information freely and come up with creative ideas to address serious challenges (Vanzant Stern, 2020). An example of such creativity was the idea to use the theater as a way to conceal sand that was difficult to keep unnoticed on the territory of the camp (Sturges, 1963). Quick decisions and close collaboration contributed to the eventual success of the project in meeting some of its basic goals.
Risk Management
Regarding the project under analysis, risk management is specifically important and needs careful examination. The committee had to consider various scenarios and predict any disruptions to be able to respond accordingly. Construction is a high-risk industry where hazards are numerous (Tereso et al., 2018). Again, the prisoners had rather primitive tools, which made the work and tunnels potentially dangerous. The project was implemented by prisoners whose freedom was limited substantially.
The prisoners still effectively addressed those risks as they ensured some minimal security standards. For instance, they knew that hazardous gases could accumulate due to the size of the tunnel, so they created a specific ventilation system. Of course, the POWs involved in the project had to make sure that the entire endeavor is kept secret as the number of guards was substantial. The escapees developed an effective system of notifications and corresponding actions, so they could quickly conceal their activities.
Nevertheless, there were numerous gaps in risk management, which largely led to negative and even tragic consequences. For example, the committee’s inability to foresee the flaws in mapping and surveying resulted in the failure to construct the tunnel’s exit in the woods (Sturges, 1963). Escapees had to risk their lives and uncover the escape eventually as the exit was several meters from the planned spot. Early disclosure of the escape led to the return in captivity of the vast majority of escapees.
Stakeholder Management
Stakeholder management requires certain attention as different people may have a considerable impact on project planning or implementation. This knowledge area can be seen as properly managed as the committee had a clear view of the potential input of different stakeholders. For instance, the committee understood that guards could affect the project tremendously, so many of them were bribed (Sturges, 1963). The committee also took into account the contribution of the Red Cross that was the primary source of supplies for prisoners.
Conclusion
In conclusion, it is possible to assume that the partial success of the project was due to the gaps in project management. Although such knowledge areas as time, human resources, communication, and stakeholder management were addressed effectively, risk management was the most serious weakness. The escapees failed to foresee that their tunnels could lead to a wrong exit point, which led to early disclosure and capture.
References
Haass, O., & Azizi, N. (2019). Knowledge sharing practice in project-oriented organisations: A practical framework based on project life cycle and project management body of knowledge. International Journal of Project Organisation and Management, 11(2), 171-197. Web.
Sturges, J. (Director). (1963). The great escape [Film]. The Mirisch Company.
Tereso, A., Ribeiro, P., Fernandes, G., Loureiro, I., & Ferreira, M. (2018). Project management practices in private organizations. Project Management Journal, 50(1), 6-22. Web.
Vanzant Stern, T. (2020). Lean and agile project management. Productivity Press.
Wysocki, R. (2019). Effective project management: Traditional, agile, extreme, hybrid (8th ed.). John Wiley & Sons.
Order from us for quality, customized work in due time of your choice.