Research Paper on:
Leadership and Project Management

Unformatted Sample Text from the Research Paper:
to say that in most organizations, the answer is "none" (Roe and Elton, 1998, p. 153). And, this is in spite of a huge assortment of data management systems, software  tools, team training programs and management processes being readily available to every project manager (Roe and Elton, 1998, p. 153). McDowell (2001) reported that if one followed an  ideal approach to project management, they would prepare a written plan prior to beginning the project. The plan would include scope, time and cost, "quality, human resources, communications, risk, and  procurement" (McDowell, 2001, p. 30). The scope of the project must be as clearly defined as possible (McDowell, 2001). The Project Management Institute asserts that project problems are "normally due  to a lack of clear objectives, poor organizational design, informal communication methods and inadequate structured planning and control methods" (PMI 1996). Goldratt also says that planning is a key to  the success of projects (Roe and Elton, 1998). Goldratt asserts that project management must follow the theory of constraints in terms of leading the project to successful completion (Roe and  Elton, 1998, p. 153). Project management has a number of systemic problems but the theory of constraints can be used by the leader to overcome the systemic problems inherent in  project management (Roe and Elton, 1998). This theory is intended to enhance the performance of any process (Roe and Elton, 1998). The theory requires the project leaders to determine the  constraints, the bottlenecks that will inhibit the group from being successful in its project development efforts (Roe and Elton, 1998). When the constraints are identified, the manager can overcome  them by changing policies or taking other steps that will basically widen the bottleneck to allow the team to get through this particular constraint (Roe and Elton, 1998). In other