ieee 1058 spmp l project summary purpose, scope and objectives assumptions and constraints project...
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IEEE 1058 SPMP
Project summary• Purpose, scope and objectives• Assumptions and constraints• Project deliverables• Schedule and budget summary• Evolution of the plan
References Definitions Project organization
• External interfaces• Internal structure• Roles and responsibilities
IEEE 1058 SPMP
Managerial process plans• Start-up plan
• Estimation plan• Staffing plan• Resource acquisition plan• Project staff training plan
• Work plan• Work activities• Schedule allocation• Resource allocation• Budget allocation
• Control plan• Requirements control plan• Schedule control plan• Budget control plan• Quality control plan• Reporting plan• Metrics collection plan
• Risk management plan• Closeout plan
IEEE 1058 SPMP
Technical process plans• Process model• Methods, tools and techniques• Infrastructure plan• Product acceptance plan
Supporting process plans• Configuration management plan• Verification and validation plan• Documentation plan• Quality assurance plan• Reviews and audits• Problem resolution plan• Subcontractor management plan• Process improvement plan
Additional plans
The SQAP is a sub-document of the SPMP
Theories of Management
ScientificM anagem ent
BureaucraticM anagem ent
Adm inistrativeM anagem ent
ClassicalT heories
BehaviouristT heories
Haw thorneStudies
Hum anRelations
BehaviouralScience
BehaviouralT heories
M anagem entScience
OperationsM anagem ent
M anagem entInform ation
System s
QuantitativeT heories
System sT heory
ContingencyT heory
Em ergingView s
Contem poraryT heories
M anagem entT heory
Theories of Management
S c ien tificM an ag em en t
B u reau c ra ticM an ag em en t
A d m in is tra tiveM an ag em en t
C lass ica lTh eories
B eh aviou ris tTh eories
H aw th orn eS tu d ies
H u m anR e la tion s
B eh aviou ra lS c ien ce
B eh aviou ra lTh eories
M an ag em en tS c ien ce
O p era tion sM an ag em en t
M an ag em en tIn fo rm ation
S ys tem s
Q u an tita tiveTh eories
S ys tem sTh eory
C on tin g en cyTh eory
E m erg in gV iew s
C on tem p oraryTh eories
M an ag em en tTh eory
CLASSICALCLASSICAL
THEORIESTHEORIES
CLASSICALCLASSICAL
THEORIESTHEORIES
SCIENTIFICSCIENTIFIC
MANAGEMENTMANAGEMENT
SCIENTIFICSCIENTIFIC
MANAGEMENTMANAGEMENT
Taylor’s 4 Principles ofScientific Management
Scientifically study each part of a task and develop the best method for performing the task
Carefully select workers and train them to perform the task by using the scientifically developed method
Taylor’s 4 Principles ofScientific Management
Cooperate fully with workers to ensure that they use the proper method
Divide work and responsibility so that management is responsible for planning work methods using scientific principles and workers are responsible for executing the work accordingly
Theories of Management
S c ien tificM an ag em en t
B u reau c ra ticM an ag em en t
A d m in is tra tiveM an ag em en t
C lass ica lTh eories
B eh aviou ris tTh eories
H aw th orn eS tu d ies
H u m anR e la tion s
B eh aviou ra lS c ien ce
B eh aviou ra lTh eories
M an ag em en tS c ien ce
O p era tion sM an ag em en t
M an ag em en tIn fo rm ation
S ys tem s
Q u an tita tiveTh eories
S ys tem sTh eory
C on tin g en cyTh eory
E m erg in gV iew s
C on tem p oraryTh eories
M an ag em en tTh eory
BEHAVIOURALBEHAVIOURAL
THEORIESTHEORIES
BEHAVIOURALBEHAVIOURAL
THEORIESTHEORIES
HAWTHORNEHAWTHORNE
STUDIESSTUDIES
HAWTHORNEHAWTHORNE
STUDIESSTUDIES
Behavioural Theories
Emphasise the importance of attempting to understand the
various factors that affect human behaviour in organisations.
The Hawthorne Studies
A group of studies conducted at the Hawthorne plant of the Western Electric
Company during the late 1920’s and early 1930’s
Hawthorne Studies
Researchers monitored the productivity of five women who assembled electrical relays for several years.
Theories of Management
S c ien tificM an ag em en t
B u reau c ra ticM an ag em en t
A d m in is tra tiveM an ag em en t
C lass ica lTh eories
B eh aviou ris tTh eories
H aw th orn eS tu d ies
H u m anR e la tion s
B eh aviou ra lS c ien ce
B eh aviou ra lTh eories
M an ag em en tS c ien ce
O p era tion sM an ag em en t
M an ag em en tIn fo rm ation
S ys tem s
Q u an tita tiveTh eories
S ys tem sTh eory
C on tin g en cyTh eory
E m erg in gV iew s
C on tem p oraryTh eories
M an ag em en tTh eory
BEHAVIOURALBEHAVIOURAL
THEORIESTHEORIES
BEHAVIOURALBEHAVIOURAL
THEORIESTHEORIES
HUMANHUMAN
RELATIONSRELATIONS
HUMANHUMAN
RELATIONSRELATIONS
MaslowsMaslowsHierarchyHierarchyof Needsof Needs
Basic NeedsBasic Needs
Safety & SecuritySafety & SecurityNeedsNeeds
SocialSocialNeedsNeeds
SelfSelfEsteemEsteem
SelfSelfActualisationActualisation
Theory X & Theory Y
Theory X The average person dislikes work and will try to
avoid it. Most people need to be coerced, controlled,
directed, and threatened with punishment to get them to work towards organisational goals.
The average person WANTS to be directed, shuns responsibility, has little ambition, and seeks security above all.
Theory X & Theory Y
Theory Y Most people do not inherently dislike work; it is
seen as natural as recreation and rest. People will exercise self-direction and self-control
to reach goals to which they are committed. Commitment to goals is a function of the rewards
available; particularly esteem and self-actualisation needs.
Theory X & Theory Y
Theory Y When conditions are favourable, the average
person learns not only to accept responsibility, but also to seek it.
Many people have the capacity to exercise a high degree of creativity and innovation in solving organisation problems.
The intellectual potential of most individuals is only partially utilised in most organisations.
Theories of Management
S c ien tificM an ag em en t
B u reau c ra ticM an ag em en t
A d m in is tra tiveM an ag em en t
C lass ica lTh eories
B eh aviou ris tTh eories
H aw th orn eS tu d ies
H u m anR e la tion s
B eh aviou ra lS c ien ce
B eh aviou ra lTh eories
M an ag em en tS c ien ce
O p era tion sM an ag em en t
M an ag em en tIn fo rm ation
S ys tem s
Q u an tita tiveTh eories
S ys tem sTh eory
C on tin g en cyTh eory
E m erg in gV iew s
C on tem p ora ryTh eories
M an ag em en tTh eory
QUANTITATIVEQUANTITATIVE
THEORIESTHEORIES
QUANTITATIVEQUANTITATIVE
THEORIESTHEORIES
MANAGEMENTMANAGEMENT
INFORMATIONINFORMATION
SYSTEMSSYSTEMS
MANAGEMENTMANAGEMENT
INFORMATIONINFORMATION
SYSTEMSSYSTEMS
Management InformationSystems
Focuses on designing and implementing computer-based information systems for
use by management.
These systems turn raw data into information that is useful to various levels
of management.
Theories of Management
S c ien tificM an ag em en t
B u reau c ra ticM an ag em en t
A d m in is tra tiveM an ag em en t
C lass ica lTh eories
B eh aviou ris tTh eories
H aw th orn eS tu d ies
H u m anR e la tion s
B eh aviou ra lS c ien ce
B eh aviou ra lTh eories
M an ag em en tS c ien ce
O p era tion sM an ag em en t
M an ag em en tIn fo rm ation
S ys tem s
Q u an tita tiveTh eories
S ys tem sTh eory
C on tin g en cyTh eory
E m erg in gV iew s
C on tem p oraryTh eories
M an ag em en tTh eory
CONTEMPORARYCONTEMPORARY
THEORIESTHEORIES
CONTEMPORARYCONTEMPORARY
THEORIESTHEORIES
SYSTEMSSYSTEMS
THEORYTHEORY
SYSTEMSSYSTEMS
THEORYTHEORY
Systems Theory
Based on the idea that organisations can be visualised as
systems
System
A set of interrelated parts that operate as a whole in pursuit of
common goals
Systems Theory
Developed through the sciences of
Biology and Physical Science
InputsInputsTransformationTransformation
ProcessesProcessesOutputsOutputs
Feedback from EnvironmentFeedback from Environment
ResourcesResources•HumanHuman•MaterialsMaterials•EquipmentEquipment•FinanceFinance•InformationInformation
AbilitiesAbilities•PlanningPlanning•OrganisingOrganising•LeadingLeading•ControlControl•TechnologyTechnology
OutcomesOutcomes•ProductsProducts•ServicesServices•Profit & LossesProfit & Losses•Employee Employee Growth & Growth & SatisfactionSatisfaction
Open vs. Closed Systems
Closed System
A system that does little or no interacting with its environment and
receives little feedback
Open System
A system that operates in continual interaction with its environment
Theories of Management
S c ien tificM an ag em en t
B u reau c ra ticM an ag em en t
A d m in is tra tiveM an ag em en t
C lass ica lTh eories
B eh aviou ris tTh eories
H aw th orn eS tu d ies
H u m anR e la tion s
B eh aviou ra lS c ien ce
B eh aviou ra lTh eories
M an ag em en tS c ien ce
O p era tion sM an ag em en t
M an ag em en tIn fo rm ation
S ys tem s
Q u an tita tiveTh eories
S ys tem sTh eory
C on tin g en cyTh eory
E m erg in gV iew s
C on tem p oraryTh eories
M an ag em en tTh eory
CONTEMPORARYCONTEMPORARY
THEORIESTHEORIES
CONTEMPORARYCONTEMPORARY
THEORIESTHEORIES
CONTINGENCYCONTINGENCY
THEORYTHEORY
CONTINGENCYCONTINGENCY
THEORYTHEORY
Contingency Theory
A viewpoint that argues that appropriate managerial action depends on the
circumstances of the situation.
In other words ………..
there is no single right way to managethere is no single right way to manage
Contingency Theory
UniversalUniversalManagementManagementPrincipalsPrincipals
Contingency ViewContingency ViewAppropriateAppropriatemanagerialmanagerialaction depends onaction depends onsituationsituation
Situation ASituation A
Situation BSituation B
Situation CSituation C
What should a Manager be?
A Leader
Leadership
Think of a person who you consider a leader
What traits (attributes, characteristics) can you identify as central to their leadership?
Leadership
Drive Leadership Motivation
IntegritySelf-confidence
Knowledge of the Business
Central to effective leadership is ………………..
INFLUENCE
…….. that is, the ability to influence other people
InfluenceInfluence
AuthorityAuthority
Control overControl overRewardsRewards
Control overControl overPunishmentsPunishments
AppealingAppealingPersonalPersonal
CharacteristicsCharacteristics
Expertise
Sources of PowerSources of Power
Legitimate InfluencePower that stems from a position’s placement
in the managerial hierarchy and the
authority vested in the position.
Reward Influence
Power that is based on the capacity to control and provide valued rewards to
others.
Coercive Influence
Power that depends on the
ability to punish others when they do not engage in
desired behaviour.
Expert Influence
Power that is based on the possession of
expertise that is valued by others.
Information Influence
Power that results from access to and control over
the distribution of important information
about organisational operations and future
plans.
Referent Influence
Power that results from
being admired, personally
identified with, or liked by
others.
Management Styles
The type of power, and the way it is used, by a manager will be
greatly influenced the the type of management style he/she chooses
to use.
Early Theories Of Motivation (cont’d)
Motivation-Hygiene theory (Herzberg)• intrinsic factors are related to job satisfaction and extrinsic
factors are related to job dissatisfaction• Hygiene factors
Factors, such as working conditions and salary, that, when adequate, may eliminate job dissatisfaction but do not necessarily increase job satisfaction
• Motivators Factors, such as recognition and growth, that increase job
satisfaction
Herzberg’s Motivation-Hygiene Theory
EXHIBIT 10.4
Contrasting Views of Satisfaction-Dissatisfaction
EXHIBIT 10.5
Contemporary Theories Of Motivation
Three-needs theory (McClelland) • The needs for achievement, power, and affiliation are major
motives in work• Need for achievement (nAch): the drive to excel, to achieve in
relation to a set of standards, to strive to succeed.
• Need for power (nPow): The need to make others behave in a way that they would not have behaved otherwise.
• Need for affiliation (nAff): The desire for friendly and close interpersonal relationships.
Contemporary Theories Of Motivation (cont’d)
Equity theory (Adams)• Employees perceive what they get from a job situation
(outcomes) in relation to what they put into it (inputs) and then compare their input-outcome ratio with the input-outcome ratios of relevant others.
A CONCERN WITH FAIRNESS
Contemporary Theories Of Motivation: Equity Theory (cont’d) Referent
• In equity theory, the other persons, the systems, or the personal experiences against which individuals compare themselves to assess equity.
• The choice of a particular set of referents is related to the information available about referents as well as to the perceived relevance.
Equity Theory Relationships
EXHIBIT 10.6
EMPLOYEE’S ASSESSMENT
Inequity (underrewarded)
Equity
Inequity (overrewarded)
*Person A is the employee, and Person B is a relevant other or referent.
Equity Theory
When employees perceive an inequity they may:• Distort either their own or others’ inputs or outcomes.
• Behave so as to induce others to change their inputs or outcomes.
• Behave so as to change their own inputs or outcomes.
• Choose a different comparison referent.
• Quit their job.
Equity Theory Prepositions
If paid according to time, overrewarded employees will produce more than equitably paid employees.
If paid according to quantity of production, overrewarded employees will produce fewer but higher-quality units than equitably paid employees.
If paid according to time, underrewarded employees will produce less or poorer-quality output.
If paid according to quantity of production, under-rewarded employees will produce a large number of low-quality units in comparison with equitably paid employees.
EXHIBIT 10.7
Job Design And Motivation
Job characteristics model (JCM)• Hackman and Oldham’s job description model:
• The five core job dimensions are skill variety, task identity, task significance, autonomy, and feedback.
• Internal rewards are obtained when:• An employee learns (knowledge of results) through feedback) that
he or she personally (experienced responsibility through autonomy of work) has performed well on a task that he or she cares about (experienced meaningfulness through skill variety, task identity, and/or task significance).
Core Job Dimensions
Skill variety• The degree to which the job requires a variety of activities so
the worker can use a number of different skills and talents
Task identity• The degree to which the job requires completion of a whole and
identifiable piece of work
Task significance• The degree to which the job affects the lives or work of other
people
Core Job Dimensions (cont’d)
Autonomy• The degree to which the job provides freedom, independence,
and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out
Feedback• The degree to which carrying out the work activities required
by the job results in the individual’s obtaining direct and clear information about the effectiveness of his or her performance
The Job Characteristics Model
EXHIBIT 11.8Source: J. R. Hackman, “Work Design,” in J. R. Hackman and J. L. Suttle, eds., Improving Life at Work (Glenview, IL: Scott, Foresman, 1977), p.129.
Guidelines for Job Redesign
EXHIBIT 10.9Source: J. R. Hackman and J. L. Suttle eds., Improving Life at Work (Glenview. IL: Scott. Foresman. 1977). With permission of the authors.
Expectancy theory (Vroom)
A comprehensive theory of motivation that an individual tends to act in a certain way, in the expectation that the act will be followed by given outcome, and according to the attractiveness of that outcome to the individual.• The extent to which individuals are motivated to perform to get
a reward of value to them is based on their belief that their performance will result in the reward they want.
Expectancy theory (Vroom)
Emphasizes self interest in the alignment of rewards with employee wants.
Addresses why employees view certain outcomes (rewards) as attractive or unattractive.
Emphasizes the connections among expected behaviors, rewards, and organizational goals.
Is concerned with individual perceptions and the provision of feedback.
Expectancy Relationships (Linkages)
Effort–performance• The perceived probability that exerting a given amount of effort
will lead to performance
Performance–reward• The belief that performing at a particular level will lead to the
attainment of a desired outcome
Attractiveness • The importance placed on the potential outcome or reward that
can be achieved on the job.
Simplified Expectancy Theory
EXHIBIT 10.10
Training and development
Performance appraisal system
Human resources management
Integrating Theories of Motivation
EXHIBIT 10.11
Flexibility: The Key To Motivating A Diverse Workforce
Recognizing the different personal needs and goals of individuals
Providing a diversity of rewards to match the varied needs of employees
Being flexible in accommodating the cultural differences within a diverse workforce when attempting to motivate workers.
Motivation and Compensation
Pay-for-performance programs• Compensation plans such as piece-rate plans, profit sharing,
and the like that pay employees on the basis of performance measures not directly related to time spent on the job.
Compensation Alternatives
Competency-based compensation• A program that pays and rewards employees on the basis of
skills, knowledge, or behaviors they possess
Broad-banding• Pre-set pay level, based on the degree to which competencies
exist and allow an employee to contribute to the organization.
Stock options• A program that allows employees to purchase company stock at
a fixed price and profit when company performance increases its stock value.
Work-Life Balance: Alternative Work Schedules
Flextime• A scheduling option that allows employees select what their
work hours will be within some specified parameters.
Job sharing• A type part-time work that allows two or more workers to split
a traditional 40-hour-a-week job
Telecommuting• A system of working at home on a computer that is linked to
the office
Employee Empowerment: How Entrepreneurs Motivate Employees
Giving employees power by:• Allowing them to complete the whole job.
• Having employees work together across departments and functions in the organization.
• Using participative decision making in which employees provide input into decisions.
• Delegating decisions and duties, turning over the responsibility for carrying them out to employees.
• Redesigning their jobs so they have discretion over the way they do their work.
Generational Issues in Motivation
Why important to consider? How to develop cross-generational understanding
of motivational differences? Motivation considerations
• Use of time
• Work-Life Balance
• Identification with work
• Others?