The process of project management normally elicits a series of conflicts at the various progressive stages. Managers face conflicts between them and the other personnel or employees. These conflicts have been identified to come up at various stages following a definite pattern; such include the project build up stage, the main program stage, and the last phase of the project.
During the project build up phase, managers mainly face conflicts resulting from the project priorities, where they conflict with the best approach to give the project. The schedules and administrative procedures to be used are also known to be major sources of conflicts. This comes as a result of the managers conflicting over each other’s idea. In addition, it is at this stage that the employee manpower and cost may conflict. This comes in when they fail to agree on right pay and cost for the entire project.
In the main project stage, there is a different pattern of conflicts that are observed. Ere, schedules to be used are the initial causes of conflicts. Technical conflicts then follow when the management tends to consider which the pattern is to be used (Thamhain & Lemon, 2006, p.130). Manpower comes in followed by priorities and procedures to be used during the project. The project cost and the mangers’ personalities are known to be the last causes of conflicts in this stage.
During the phase out stage, this conflict causes attain a different pattern. Here, schedules are the main causes of conflicts. The manager’s personality follows, this probably occurs when managers keep stressing about the awaited outcome. The manpower conflicts lead to conflicts in priorities of these persons. Because of this, the conflict over cost elicits the technical and procedural conflicts. These stages of conflicts can be avoided if the right measures are put in place.
Thamhain, H., & Lemon, D. (2006). Conflict management in the project life circle. Journal, 3(2), p.31-50.