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Bahria University
Department of Management Sciences Islamabad
Title of Book:
1. Project Management: Managerial Approach Second edition 2. Project Management-the Managerial Process (4e) 3. Project Management: Body of Knowledge (BoK)-2003
By: 1. Coral Trisko, Commonwealth of Learning 2. Gray/ Larson 3. Project Management Institute PMI
Faculty:
Batch/ Section: Semester: Credit Hrs:
May 11, 2009
Bahria University
Department of Management Sciences Islamabad
LEARNING OBJECTIVES
Examine two of the facilitating project management functions Human Resource and Communications Management. Identify the processes of processes required to make the most effective use of the people involved with a project
Discuss communications planning, information distribution, performance reporting and administrative closure.
Staff acquisition getting the needed people assigned to and working on the project
Team development building individual and group skills to enhance project performance Manage Project Team Tracking team member performance, providing feedback, resolving issues, and coordinating changes to enhance project performance.
Abraham Maslow developed a hierarchy of needs to illustrate his theory that peoples behaviors are guided by a Sequence of Needs Maslow argued that humans possess unique qualities that enable them to make independent choices, thus giving them control of their destiny
He distinguished between:
Motivational factors: achievement, recognition, the work itself, responsibility, advancement, and growth, which produce job satisfaction Hygiene factors: cause dissatisfaction if not present, but do not motivate workers to do more. Examples include larger salaries, more supervision, and a more attractive work environment
Influence & Power- Thamhain & Wilemons ways to have Influence on Projects
a. Authority: the legitimate hierarchical right to issue orders b. Assignment: the project manager's perceived ability to influence a worker's later work
assignments
c. Budget: the project manager's perceived ability to authorize others' use of discretionary funds
g. Work challenge: the ability to assign work that capitalizes on a worker's enjoyment of doing a h. Expertise: the project manager's perceived special knowledge that others deem important
i. Friendship: the ability to establish friendly personal relationships between the project manager
and others
Coercive power using punishment, threats, or other negative approaches to get people to do
things they do not want to do. (Do it, or youre fired!)
Legitimate power getting people to do things based on a position of authority. (Ability to make
independent decisions - usually granted to project managers by senior management)
Expert power- using ones personal knowledge and expertise to get people to change their
behaviour. (I know what Im doing Ive done this many times before.)
Reward power using incentives to do things. (e.g., everyone gets a 5% bonus if the project
comes in on time and on budget!)
Referent power getting people to do things based on an individuals personal charisma. (e.g.,
JFK or martin Luther King)
1. 2. 3.
Be proactive Begin with the end in mind Put first things first
Good project managers are empathic listeners; they listen with the intent to understand Before you can communicate with others, you have to have rapport (relation of harmony, conformity, accord, or affinity) Mirroring (matching another persons body postures, voice tone and tempo) is a technique to help establish rapport
4. Think win / win 5. Seek first to understand, then to be understood 6. 7. Synergize Sharpen the saw
IT professionals often need to develop empathic listening and other people skills to improve relationships with users and other stakeholders
Resource Loading & LevelingResource loading - refers to the amount of individual resources an existing project schedule requires during specific time periods.
Resource histograms show resource loading Overallocation means more resources than are available are assigned to perform work at a given time
Four dimensions include: Extrovert/ Introvert (E/I) Sensation/ Intuition (S/N) Thinking/ Feeling (T/F) Judgment/ Perception (J/P) MBTI (1985 study) types of information systems developers revealed that:
75% of IS developers were Introverts compared to 25% for the general population 80% of IS developers were Thinking types (T) compared to 50% for the general population and 55% were intuitive (N) compared to about 25% for the general population
Focus on meeting project objectives and producing positive results Fix the problem instead of blaming people Establish regular, effective meetings Nurture team members and encourage them to help each other Acknowledge individual and group accomplishments
3. 4.
5.
6.
7. 8.
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10.
Communications planning determining the information and communication needs of the stakeholders: who needs what information, when will they need it, and how the information will be given to them;
Information distribution making needed information available to project stakeholders in a timely manner; Performance reporting collecting and disseminating performance information, which includes status reports, progress measurement and forecasting; Manage Stakeholders managing communications to satisfy the requirements of and resolve issues with project stakeholders. Administrative closure generating, gathering and disseminating information to formalize phase or project completion.
b) c) d)
e)
f)
g)
a)
Use of Technology for Distribution electronic format on Inter & IntrAnet IT&T, Project Management s/w Formal and Informal Distribution Methods Technically oriented stakeholders- rely on formal & technology driven information distribution, whereas Non-technical professional (especially senior managers) often prefer informal communications and conversations to hear about project information.
Determining Communications Complexity- More the stakeholders, higher the complexity. The following formula can be used for determining the number of communication channels as the number of team members increases: Number of communication channels = n(n-1)/2 where n = the number of team members
b)
c)
b)
c)
d)
NB. What are loosely called status reports in many organizations often contain elements of all three (status, progress and forecasting)
May 11, 2009
b)
c)
a.
b. c.
d. e.
Confrontation directly facing a conflict using a problem-solving approach that allows affected parties to work through their disagreements. (Analogous to Coveys win/win approach) Compromise using a give-and-take approach to resolving conflicts. It consists of bargaining and searching for solutions that bring some satisfaction to all the parties in a dispute. Smoothing an approach that de-emphasises or avoids areas of differences and emphasises areas of agreement. Forcing involves using a zero-sum or win/lose approach to conflict resolution to get ones way. Withdrawal is simply retreating or withdrawing from an actual or potential disagreement.
2. Developing Better Communications Skills - can be learned through training and practice. Improving communication can be achieved with proper planning, support and leadership from senior management, and from an understanding of your own personal communications style. 3. Running Effective Meetings- Well-run meetings can foster team building and reinforce expectations, roles, relationships and commitment to the project 4. Using Templates for Project Communications- People learn where to look for specific pieces of information in a report, etc. 5. Developing a Communications Infrastructure- (Digital Nervous System) a set of Tools (e-mail, phony, groupware, ITI etc.), Techniques (reporting guidelines, template, meeting ground rules etc.) & Principles (open-door policy, work ethic, etc. ) that provide a foundation for the effective transfer of information among people.
May 11, 2009