Senior Management Interview Paper
3.2.3.3 Respondent C
The third and last interview was conducted through a face-to-face in-depth interview with respondent C who is a project manager at CBRE Company in Sacramento, California. He has been living in Sacramento County for more than 20 years with more than 15 years of experience in construction project management. Through the in-depth interview with participant C, he shared his experiences and the factors he perceived as contributing to his project success as follow:
Based on the respondent C’s point of view, meeting client expectations and involvement of senior managers of the performing organization are the most critical factors in every project in order to be successfully accomplished. He mentioned that although the scope of …show more content…
He thought that senior management involvement is needed throughout the initial and implementation phases of a project and it must be committed with its own involvement and willingness to allocate valuable resources to the implementation effort. He also mentioned that senior management has an overall responsibility for accepting and approving the project initiatives outlined in the information technology strategic plan, including funding and prioritization of projects before they are initiated. He continued that the measurement of senior management support in every project is based on the level of support for the project; frequency of attendance at project meetings; level of involvement in information requirements analysis; and level of involvement in decision-making relating to the project and level of allocating resources for project. He mentioned that senior management commitment is the factor that determines the tipping point between potential success and failure during developing and implementing construction projects. He added active participation by senior management during emergency procedures is a must to control the situation and take the necessary action to solve the problems and ease the process to achieve successful implementation of construction projects. He declared that the lack of senior …show more content…
There are numerous cases where projects are implemented as planned, on budget, on time and accomplish the intended performance objectives, but turn out to be fully failures since they were unsuccessful to produce defined benefits to the client. Based on the complexity level of the project, the plan to meet the client’s expectations could vary from doing a general conversation with the project controller team to developing an official plan that is traced throughout the life of the project. He believed that the successful strategic management of projects is based on satisfying client needs. Client satisfaction not only in vital for project success but also leads to client retention, additional businesses, more gross margins and better long-term
The third and last interview was conducted through a face-to-face in-depth interview with respondent C who is a project manager at CBRE Company in Sacramento, California. He has been living in Sacramento County for more than 20 years with more than 15 years of experience in construction project management. Through the in-depth interview with participant C, he shared his experiences and the factors he perceived as contributing to his project success as follow:
Based on the respondent C’s point of view, meeting client expectations and involvement of senior managers of the performing organization are the most critical factors in every project in order to be successfully accomplished. He mentioned that although the scope of …show more content…
He thought that senior management involvement is needed throughout the initial and implementation phases of a project and it must be committed with its own involvement and willingness to allocate valuable resources to the implementation effort. He also mentioned that senior management has an overall responsibility for accepting and approving the project initiatives outlined in the information technology strategic plan, including funding and prioritization of projects before they are initiated. He continued that the measurement of senior management support in every project is based on the level of support for the project; frequency of attendance at project meetings; level of involvement in information requirements analysis; and level of involvement in decision-making relating to the project and level of allocating resources for project. He mentioned that senior management commitment is the factor that determines the tipping point between potential success and failure during developing and implementing construction projects. He added active participation by senior management during emergency procedures is a must to control the situation and take the necessary action to solve the problems and ease the process to achieve successful implementation of construction projects. He declared that the lack of senior …show more content…
There are numerous cases where projects are implemented as planned, on budget, on time and accomplish the intended performance objectives, but turn out to be fully failures since they were unsuccessful to produce defined benefits to the client. Based on the complexity level of the project, the plan to meet the client’s expectations could vary from doing a general conversation with the project controller team to developing an official plan that is traced throughout the life of the project. He believed that the successful strategic management of projects is based on satisfying client needs. Client satisfaction not only in vital for project success but also leads to client retention, additional businesses, more gross margins and better long-term