a) Concept
Conflict can come in this phase with regards to why the project is actually required. Stakeholders may view the project as un-needed and potentially hostile and disruptive to the project team. The definition of the scope of the project may cause conflict as some stakeholders will want the project to achieve more than the what’s possible with the allocated funds. An example of this could be the residents near a planned train line extension being hostile with regards for why the line is taking the route proposed.
b) Definition
During this phase, conflict may come in the requirements gathering process. Users and Stakeholders will need to prioritise which of the requirements are most beneficial and with a project under fiscal constraints, some may be classified as “nice to have” and left out of the project. Conflict can be good at this stage, as it can often drive better decisions, provided it is controlled and managed. An example could be the local MP on the train line extension being consulted by the angry residents, and to overcome the negative sentiment, the project includes larger safety barriers.
c) Implementation
Conflict in this stage could come from the change control & risk management areas. Change requests are likely and risks will materialise which may cause conflict with existing requirements or impact the progress which has already been made. Justification of the change may be required for everyone to see the benefits of the change and to overcome the conflict, but this may lead to rework or other requirements being dropped, leading to further conflict. The requirement to continue delivering to budget and time, will be impacted and will have conflicting implications in this scenario. An example of this could be a request to change to overhead power cables on the train line extension, causing lots of rework.
d) Handover and Closeout
Handover and closeout – in this phase, conflict could come from the subjective acceptance of the completed project. If quality criteria have not been fully defined, there will be scope for differing interpretations of quality, leading to conflict. The transition to BAU, could also be a source of conflict with the functional dept. unwilling to take ownership, leading to conflict between the PM and the functional managers. An example of this could be the finished train line extension having too many defects for the train operators to run to a defined schedule.
e) All Phases
Personal conflict can and will occur during all phases. This will include conflict between the PM and Functional managers over resource usage in a matrix organisation. It could also include conflict between staff and the PM over the team members work priorities and differing day-to-day roles & responsibilities from the project demands. Conflict can also occur between team members for numerous reasons, and this will need to be controlled and managed to prevent the consequences of the conflict impacting on motivation, costs, moral and team performance.
lydiajane74 answered the question on October 10, 2017 at 11:28
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