© jerzy nawrocki, project managementfc.put.poznan.pl/materials/7-3-organization-short.pdf · ©...

© Jerzy Nawrocki, Project Management

Organization and Soft Skills 1

Project Management

Organization

and Soft Skills

Jerzy Nawrocki

Faculty of Computing

Poznan University of Technology

© Jerzy Nawrocki, 2013 Organization ... (2)

Project Management

PRINCE2 principles

B

E

S

T

R

A

P

usiness justification

xperience

tages

olerances

oles & responsibilities

daptation

roduct-orientation

Organization ... (3)

Project Management

Aim of the lecture

• How people are

organized on a project?

• How to delegate tasks

and support their

execution?


Project Management

Agenda

• Roles in PRINCE2

• Roles in other

methodologies

• Delegating tasks

• Giving support

• Team building


Project Management

Thre project interests


Project Management

Project Board

Roles and responsibilities

B

E

S

T

R

A

P

Senior

User Executive

Senior

Supplier

Project Manager




Project Management

The four levels of management in PRINCE2


Project Management


Project Management

A good Project Board should be like PACA

owerful

ble to delegate

redible

vailable

P

A

C

A


Project Management

Key competencies of Project Manager


Project Management

Agenda


• Roles in other

methodologies


• Giving support

• Team building


Project Management

XP Team

Customer

Coach

Tracker

Tester

Developers




Project Management

RUP Team

Project Manager

Tester

Developer

Analyst

Architect Organization ... (14)

Project Management

XP

Prince2

XPrince Team

Kierownik Zespołu Kierownik Zespołu Programmers

Analyst Architect

Project Board

Senior

User

Executive

Senior

Supplier

Project Manager


Project Management

Agenda


• Roles in other

methodologies


• Giving support

• Team building


Project Management

Key competencies of Project Manager


Project Management

Management Styles

• Democratic, people-oriented

• Autocratic, result-oriented

Prince Jozef Poniatowski Organization ... (18)

Project Management

„Seven habits of highly effective people”

Dr Stephen Covey 15 mln sold, 32 languages




Project Management


Be proactive

Begin with the end in mind

Put first things first

Priv

ate

Think win / win

Seek first to understand ..

Synergize Pu

blic

Sharpen the saw


Project Management

Maslow’s Piramid of Needs

Physiology (hunger, thirst, sleep, etc.)

Safety/Security/Shelter/Health

Belongingness/Love/Friendship

Self-esteem/Recognition/Achievement

Self actualization/Morality/Creativity Abraham Maslow


Project Management

Herzberg’s 2-factor Theory

Hygiene factors

(e.g. status, job security, salary and fringe benefits)

Motivators

(e.g. challenging work, recognition, responsibility)

Frederick Herzberg


Project Management

Demotivators

Too much

paper work! Too many

meetings!


Project Management

Vroom’s Expectancy Theory

Valence – What reward means for him?

Expectancy – Does he believe he can do it?

Instrumentality – Does he believe I keep the promise?

Victor Vroom


Project Management

Goal-setting Theory

Time proximity

Difficulty

Specificity




Project Management

Goal Setting

Specific

Measurable

Atractive

Realistic

Timed

SMART


Project Management

Goal Setting

SMART

Specific and measurable

Motivating

Attainable

Relevant

Tracktable


Project Management

Stewardship delegation

• Desired results

• Guidelines

• Resources

• Accountability

• Consequences


Project Management

Agenda


• Roles in other

methodologies


• Giving support

• Team building


Project Management





Victor Vroom

Moti-

vation

Skills


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Motivation Dynamics

Time

Motivation




Project Management

Skills and Knowledge

Time

Skills


Project Management

Management Dynamics

Directive Motivating Detached

Motivation

Skills

Time


Project Management

Praising

Catch people doing things right.

Praise them.

Do it frequently.


Project Management





Victor Vroom


Project Management

Reprimanding

Critisize the behaviour, not the

person.

Talk about the facts. Gossips and

impressions must be checked.

Concentrate on most important

aspects of the problem.

1. Present the problem.

2. Say what you feel.

3. Break for a moment.

4. Express your positive attitude

towards the person.


Project Management

Agenda


• Roles in other

methodologies


• Giving support

• Team building




Project Management


Be proactive

Begin with the end in mind

Put first things first

Priv

ate

Think win / win

Seek first to understand ..

Synergize Pu

blic

Sharpen the saw


Project Management

Synergize

Synergy:

to build on strengths and

to compensate for weaknesses.


Project Management

Belbin’s theory

Dr. Raymond Meredith Belbin

Born 1926

Psychologist (Univ. of Cambridge)

1981: Management Teams


Project Management

Belbin’s theory


Plant:

A creative, imaginative,

unorthodox team-member who

solves difficult problems.

(Architect?)


Project Management

Belbin’s theory


Resource Investigator:

The "Resource Investigator" is the

networker for the group. Whatever

the team needs, the Resource

Investigator is likely to have

someone in their address book

who can either provide it or know

someone else who can provide it.

(Project Manager?)


Project Management

Belbin’s theory


Chairman:

The "Chairman" ensures that all

members of the team are able to

contribute to discussions and

decisions of the team. Their

concern is for fairness and equity

among team members.

(Project Manager?)




Project Management

Belbin’s theory


Shaper:

A dynamic team-member who

loves a challenge and thrives on

pressure. This member possesses

the drive and courage required to

overcome obstacles.

(Architect?)


Project Management

Belbin’s theory


Monitor-Evaluator:

A sober, strategic and discerning

member, who tries to see all

options and judge accurately.

(Project Manager / Architect?)


Project Management

Belbin’s theory


Team Worker:

The "Team Worker" is concerned

to ensure that interpersonal

relationships within the team are

maintained.

(Project Manager?)


Project Management

Belbin’s theory


Company Worker (1981) /

Implementer (1988):

The "Implementer" is the practical

thinker who can create systems

and processes that will produce

what the team wants.

(Developer? / Analyst?)


Project Management

Belbin’s theory


Completer Finisher:

The "Completer Finisher" is the

detail person within the team.

They have a great eye for spotting

flaws and gaps and for knowing

exactly where the team is in

relation to its schedule.

(Project Manager?, Tester?)


Project Management

Belbin’s theory


Specialist (1988):

Brings 'specialist' knowledge to

the team.




Project Management

Summary


Project Management

XP

Prince2

XPrince Team

Kierownik Zespołu Kierownik Zespołu Programmers

Analyst Architect

Project Board

Senior

User

Executive

Senior

Supplier

Project Manager


Project Management





Victor Vroom


Project Management

Management Dynamics

Directive Motivating Detached

Motivation

Skills

Time


Project Management

Reprimanding

Critisize the behaviour, not the

person.

Talk about the facts. Gossips and

impressions must be checked.

Concentrate on most important

aspects of the problem.

1. Present the problem.

2. Say what you feel.

3. Break for a moment.

4. Express your positive attitude

towards the person.


Project Management

Literature

Chapters:

5

Appendix:

C

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