Management Sample Paper on Achieving Project Goal Simulation

Achieving Project Goal Simulation

Achieving Project Goal Simulation

How completing the simulation changed the perspective of project management

Schmaltz (2003, p. 23) introduces the concept of the Six Blind Men and the Elephant as a fascinating lesson to show that no matter how difficult a project may be, through proper logistical coordination and putting together various perspectives, the project becomes extremely easy and exciting to handle. Schmaltz (2003, p. 23) states that even though the parties involved in the execution process may at times be blind and not ready to listen to another person’s opinion, such instances should not be a barrier to the success of a project.  The concept of the Six Blind Men is used in several instances to explain the objective of any project which is primarily not to overcome the atrocities experienced during performance but the end goal of the project in its whole.

For example, through managerial training and analysis that one goes through with the main objective of deriving core managerial values and principles as applied in various fields of professions, one acquires skills to handle team mates. In management simulation, one is impacted with the knowledge of ‘What-if analyses’ as well as enhanced principles of decision-making processes (Schmaltz, 2003, p. 33). At the end of the course, every learner achieves critical elements as applied in teamwork including proper analysis of real projects through determining the goals and objectives, evaluating the estimated costs in light of the proposed projects, planning every task of the projects to enhance performance levels within the specified time, controlling every execution processes of the planned activities, being able to make decisions that would influence the roles played by every team member amidst the challenges observed as well as being flexible in decision making to ensure progress even during critical situation. Therefore through simulation, a project manager is capable of completing a particular project within the scheduled time easily using the least costs possible (Schmaltz, 2003, p. 33). Unlike instances where people had negative perceptions on project management as difficult, time consuming and costly, today people find this area interesting and enhance performance level within various organizations and companies.

Advantages and limitations of project management in simulation

Two levels of advantages were identified during the simulation processes. The first advantage is that this process is cheaper compared to the actual process of designing or building and testing a project. In simulation, one uses some of the models that were created at the design stage and made available for execution (Schmaltz, 2003, p. 33). This reduces overwhelming expenses that would be incurred at other stages of the project management. The second advantage is the level of details available for inclusion within the project. During the simulation, one realizes that the results given are experimentally immeasurable. This is because, the simulation processes gives a detailed result that one cannot criticize, otherwise proofs for criticizing the results may not be readily available (Schmaltz, 2003, p. 34).

Apart from the mentioned advantages, we recognize instances of flaws within the simulation model. The first limitation is instances of simulation error that may result from incorrect procedures. In other words, one needs to be extremely careful on procedures involved since any wrong procedure would lead to a completely wrong result. In any project management, we do not expect 100 percent correct results but a figure nearing to 100 percent would be defined as sufficient. Deviation in percentage measure takes into account chances of project errors that might be encountered (Schmaltz, 2003, p. 37). The second disadvantage is the fact that the process itself is a simulation and the chance of getting a good result will entirely depend on the processes involved and high levels accuracy. The first attempt is always prone to failures but after simultaneous attempts, the person gets the desired goals.

Anticipating in project planning

There are three factors considered bottlenecks for a project. These factors include human, budget and process. Either one of the team members may be slow in completing the assigned tasks he or she if he or she is getting assignments from different managers. Since the main aim is to achieve the project goals, we try to accommodate such traits by assigning them what we feel they can manage very comfortably. In budgeting, proper allocation of finances according to requirements of each activity becomes important (Schmaltz, 2003, p. 42). A project manager has to clearly define the budget constraint for the project and ensure that all the activities to be completed fit within the budget. Apart from human and budget factors, a project manager must define the activities in terms of priority and design a schedule for completing each activity.

Factor compromised on crunching of a project

A project if crunched if the project manager is trying to fix the entire bulk of the project activities within a limited time range. In this case, an individual is rushing through the project without caring about the quality of the work while operating at very high and risky costs. In project crunching, a person compromises on the project time and not on the risks of the project.

Four key points emphasized in the simulation

  • The importance of working as a team driven by a common objective of completing the assigned tasks.
  • The pros in project simulation such as money and level of details as well as the corns such as simulation error and failures in first attempt of the simulation.
  • Understanding the core areas of the simulation process which include time, cost and effectiveness.
  • Understanding some of the common bottlenecks in a project such as human, budget and processes and how to effectively convert these factors to work towards the completion of the project.




Schmaltz, D. A. (2003). The blind men and the elephant: Mastering project work : how to transform fuzzy responsibilities into meaningful results. San Francisco: Berrett-Koehler Publishers.