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Minerva Psichiatrica 2013 September;54(3):247-58

language: English

Project management and stress: the importance of group dynamics to the health of workers

Tomei G. 1, Tomei F. 2, Casale T. 2, Sacco C. 2, Cantale V. 2, Di Pastena C. 2, Scala B. 2, De Sio S. 2, Rosati M. V. 2, Sancini A. 2, Caciari T. 2

1 Department of Neurology and Psychiatry “La Sapienza” University, Rome, Italy;
2 Department of Anatomy, Histology Medical-Legal and the Orthopedics, Unit of Occupational Medicine “La Sapienza” University, Rome, Italy


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The Project Management (PM) consists of two elements: the creation of the technical (“hard” PM) and the management of human processes in the project (“soft” PM). The PM acts on the corporate organization supported by adequate management of the “quality” (Quality Management), the “risk” (Risk Management), and the “communication” (Relationship Management). The life of a project is divided into four phases: design, planning, development and execution, control, and closure. The design is fundamental for defining the overall objective from which the other phases will develop in line with the goal to achieve. The project manager acts on the correct organization of human resources through a process of team-building. The project manager directs a group with high potential for conflict but if well managed, it encourages members to better understand the key factors for the success of the project. If the conflict is not managed properly, it becomes negative or destructive. In addition, the project manager assesses the risks related to the implementation of a project such as those related to health, safety, and stress using risk planning: risk assessment, identification of stressors, and their correction. The leadership has an important role to play for the group to achieve its objectives, and it must evaluate not only the technological, bureaucratic and economic aspects, but also the emotional, communicative and relational ones to obtain effective dynamics.

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