Project Management Reflection: Collaboration and Strategy Adjustments
Academic Reflection on Project Management and Collaborative Work
As part of the course curriculum, I participated in a group-based project involving nine students. Our task was to contact a minimum of ten wine and food establishments across Strasbourg and its nearby areas. These venues were required to offer small shared dishes, such as tapas or appetizer-style plates. The overarching objective was to assess their interest in potentially integrating two premium Norwegian products—high-quality smoked salmon and dry-salted lamb—into their gastronomic offerings. The project spanned approximately two to three weeks, demanding structured planning, effective time allocation, and continuous communication both within the team and with external business stakeholders. My personal contributions included preliminary market research, direct outreach via phone calls and visits, and supporting the development of the final presentation delivered to the business owner supplying the products.
Initial Research and Communication Hurdles
The initial stage centered on identifying approximately thirty potential establishments using online resources, primarily Google Maps and related digital platforms. This stage strongly aligns with Davidson’s analysis in Everyday Project Management (2019), where she argues that defining the project’s scope and understanding the target audience are foundational elements necessary for efficiency and clarity. In our case, while the objective was unambiguous, the method we adopted lacked the expected impact. Our first approach relied heavily on email communication and phone calls; however, responses were scarce and often lacked enthusiasm. The majority of establishments did not reply at all, and the few that did showed minimal willingness to consider new products.
Strategic Re-evaluation and Adaptability
This situation required critical reflection and strategic re-evaluation, reflecting Davidson’s emphasis on adaptability in project management. She notes that a project’s success depends not solely on the original design of the plan but on the capacity to adjust when a strategy proves ineffective. After discussing the challenges, we collectively concluded that face-to-face interaction would be more persuasive than impersonal communication. This adjustment became a significant turning point. By visiting establishments in person, we were able to convey the product’s value more convincingly and establish a more professional and trustworthy connection with potential clients. The personal interaction fostered better dialogue, allowing us to address concerns instantly, which would not have been possible through email exchanges.
Internal Organization and Task Distribution
As we progressed, a second organizational challenge emerged internally. At the beginning, the entire group visited each establishment together, an approach that quickly proved inefficient. This experience validates Rowe’s perspective in Project Management for Small Projects (2020), which highlights the importance of distributing tasks effectively, particularly when working within restricted timeframes. Recognizing the ineffectiveness of working as a single unit, we divided into smaller teams and assigned each group a section of the list. This decision significantly enhanced productivity, enabling us to visit more establishments within a shorter timeframe and ultimately surpass our initial target. Through this strategic restructuring, we gained practical insight into how resource allocation and division of labor directly influence project outcomes.
External Barriers: Cultural Context
Despite improvements in strategy and internal organization, we encountered external barriers rooted in cultural and regional identity. Alsace is a region with a strong sense of loyalty to local culinary traditions, and several restaurant managers voiced concerns about incorporating foreign products into menus deeply linked to local identity. Rowe highlights the importance of identifying logistical and contextual risks and analyzing environmental factors that may influence stakeholder decisions. In retrospect, the cultural resistance we faced was a factor we should have anticipated during the planning stage. Failure to conduct a deeper contextual and cultural analysis can therefore be viewed as a shortcoming in our early research. Nonetheless, receiving several tentative responses—and even expressions of curiosity—represented a meaningful accomplishment given the cultural constraints.
Collaborative Dynamics and Leadership
From a collaborative standpoint, the project showcased a positive team dynamic. Communication remained respectful, transparent, and constant throughout the project, and responsibility was shared equitably. Davidson emphasizes that mutual respect, accountability, and open dialogue are essential components of successful teamwork. These characteristics were evident within our group, which explains why internal conflict did not arise. Interestingly, our group did not designate a single leader; instead, decision-making was collective, and initiative was shared. This reinforces Davidson’s stance that leadership may be distributed rather than hierarchical when team members demonstrate maturity, self-management, and equal commitment to the objectives.
Stakeholder Communication Sensitivity
Moreover, when engaging with stakeholders, we intentionally communicated in French to foster a more welcoming interaction and show cultural sensitivity. This strategy aligns with Rowe’s insights into stakeholder communication and the importance of adapting language and tone to fit the audience. Speaking French not only facilitated smoother conversations but also conveyed respect toward the local culture. Although it did not guarantee positive responses, this approach undoubtedly enhanced the quality of our interactions and represented one of the project’s strengths.
Future Learning and Development Goals
The theories presented by Davidson (2019) and Rowe (2020) have provided structure to my understanding of the elements that influence the success or failure of a project. Looking ahead, I intend to dedicate more time to conducting contextual and cultural research as part of the initial planning phase to avoid overlooking important environmental factors. Additionally, I plan to establish alternative contingency strategies parallel to the main plan to enhance adaptability. I also recognize the value of early task division and clear weekly milestones, as recommended by Rowe.
Teamwork and Professional Competencies
Regarding teamwork, I aim to propose the implementation of regular feedback sessions early in future projects, allowing the team to evaluate what strategies are effective and what aspects require adjustment. Moreover, this experience has highlighted the importance of strengthening communication skills within multicultural professional settings. Adapting communication styles, demonstrating emotional intelligence, and recognizing cultural nuances are competencies I will continue to develop.
Overall, this project posed meaningful challenges and provided valuable learning opportunities. It allowed me to engage directly with theoretical frameworks and apply abstract principles to practical, real-world scenarios constructively. The experience demonstrated the critical role of adaptability, strategic organization, and cultural awareness in project management and has equipped me with insights I will carry forward into future academic and professional endeavors.