An exploratory study in executive business administration of program management: A publishable manuscript for 'Taking Charge: The First Month of The Project'

This study presents exploratory research in executive business administration of program management. It consists of two parts. The first takes the form a traditional dissertation beginning with the problem definition, followed by a literature review and theoretical framework, methodology, analysis and results, and ending with a discussion section. The entire research effort provides the basis for a creative work which is a publishable manuscript entitled "Taking Charge: The First Month of The Project.".;The research effort focused on identifying factors that promote effective relationships between project managers taking charge of a project and their project stakeholders in the acquisition process. A literature review suggests the construct of a continuum based on effective relationships deeply rooted in communication and teaming. An exploratory modality was used to determine which factors influenced team effectiveness in the midst of acquisition reform. Acquisition personnel were surveyed and 149 responses were received in March of 1997. Attitudes about the acquisition process and teaming efforts were ascertained. In addition, the researcher identified both enablers for and barriers to ream effectiveness. Quantitative analysis led to the understanding that acquisition professionals involved in the interface across the government-industry relationship boundary are enabled by communication and empowerment. Conversely, the strongest barrier to that relationship boundary was suggested to be primarily poor communications, but other critical barriers included inadequate empowerment, resistance to change, policy and procedures, and management support.;Within the limitations of this exploratory study, this research effort suggests effective project managers should possess certain, select characteristics when taking charge of a project. The more frequently teammates communicate and are empowered, the more likely they will perform well. Consequently, a primary responsibility for a project manager is to encourage communication and participation while empowering the team to accomplish its tasks. Embodied in this responsibility are characteristics of an effective project manager. An effective project manager has positive expectations for team success, is a good manager of the workplace environment, and knows how to design work packages for mastery, thereby yielding a valuable product or service. This is the subject of the second part--a creative and publishable book manuscript.