Cango: Project Management and Team

Topics: Project management, Management, Leadership Pages: 5 (1700 words) Published: September 24, 2013

CanGo Analysis and Recommendations

After observing various CanGo meetings and CanGo personnel, we feel that there are several key issues facing CanGo, that could prohibit the company from growing positively and at a rate that is acceptable to the company. We have put together this analysis to provide CanGo with not just the issues facing you, but detailed recommendations on what to change and why it is important to do so. The issues we would like to focus on at this time are:

1. Leadership
The key to a successful team is a good leader. The leader sets the standard, controls the morale and drives the progress of the team.  Without adequate leadership, the team is merely a group of individuals doing their own jobs for their own advancement.  The leader is the one who brings them together as a single unit and drives them to perform as such, not just for their own advancement, but for the advancement of the team as well as a driving force for the advancement of the company. 2. Goal Definition

It is necessary for a person or a team to know the specific goals in order to achieve them.  Well-set goals provide focus. If the goals are too broad then direction can be lost; if too difficult then it may seem as though the goals are overwhelming and unachievable thus making the final project deliverable seem less likely to succeed. 3. Detailed Communication

The best laid plan will go nowhere if unable to communicate it to those needed to implement it.  Communication is one of the most important skills needed not only within a team environment but in every aspect of business and interpersonal relationships. 4. Training

Employees cannot succeed if not given all of the tools. Training is a very important tool in the business toolbox. Teaching employees the basic functions of their roles can help them perform at a more superior level. 5. Team Work

For any project to be successful, the staff needs to pull together as a team.  Goals and priorities need to be set and everything organized so that information can be found and deadlines met. 6. Staffing and Delegation

Effective project managers are able to delegate tasks to staff members (resources) so that the project is manageable for all involved. In addition, project managers should be advised of these resources at the start of a project, and aware of the existence of such aid throughout the course of the project. The following pages will address how we see each of the above issues affecting CanGo and our recommendations for improvement.

Leadership can be defined as the ability to guide, direct, or influence people. A team is sometimes said to be only as strong as its weakest link, and the weakest link should never be the leader. One of the most prominent interpersonal skills that a manager uses is leadership. Strong leadership is apparent in all successful projects. A strong leader is able to communicate effectively the vision of the project, and is able to inspire ordinary people to do extraordinary things. In observing CanGo, your top managers lack the leadership skills necessary to drive CanGo to the next level. Starting at the CEO level and working down through the organizational management chart, there is a lack of strong leadership in all departments. In order for CanGo to take the next step in growing the company, top managers need to be not just managers, but leaders. When giving information to other team members or delegating tasks, leaders give detailed information, defined goals and support throughout the project.

Goal Definition
From our observation, CanGo lacks goal definition when presenting new projects. All projects should have a project statement that identifies the major conceptual ideas and include a statement of work (goals). Goals must be specific from the start of the project to ensure a successful project outcome. They should be short and to the point and should contain clear language and...

References: team, definition. (2013). Retrieved from
Project Management Institute. (2013). A Guide to the Project Management Body of Knowledge. In A Guide to the Project Management Body of Knowledge. Newtown Square: Project Management Institute.
Statement of work, retrieved from
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