session ii 040911 project management 2

7/28/2019 Session II 040911 Project Management 2

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Project Management


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Covered in last session Definitions of

- Project, Program, Portfolio & PMO

Difference between Project Management & 0peration Management

Strategic Considerations for taking up projects

Various Environmental factors affecting Project Management

Project Life Cycle and its characteristics

Project Phases and phase relationships

Stakeholders and their relevance to Project Management

Organizational structures and their influences on Project Management


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Outline of planned coverage on 04/09/11

Coverage as per syllabus : Role of Project Manager,

Conflicts in Projects and Resolution, Project Objectives /Processes

Divided in three parts one hour each with 5 min break

Project Objectives: Project Processes:

Role of Project Manager:

Conflicts in Projects:

Conflict Resolution:

Case Study - Conflicts


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Project Boundaries


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Project Objectives

Projects established with objectives in mind.

Objectives to be:

Specific, not general

Not overly complex Measurable, tangible and verifiable

Realistic and attainable

Consistent with resources available or anticipated Consistent with organizational plans, policies and

procedures


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Process Groups & Knowledge areas Mapping


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Project Management Process Groups

Process Groups

- Initiating

- Planning

- Executing

- Monitoring & Controlling

- Closing


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Initiating Process Group

Initiating Process Group consists of processes

performed to define a new project by obtaining

authorization to start the project.

- Initial scope defined and initial financial resources

committed.

- Internal & external stakeholders influencing

project are identified.

- Output - Project Charter & Stakeholder register


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Initiating Process Group(contd)


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Planning Process Group

Planning Process Group consists of processes

to establish total scope of effort, define & refine

objectives and develop course of action required

to attain those objectives.

- Output Project Management Plan


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Planning Process Group(contd)


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Executing Process Group

Executing Process Group consists of processes

performed to complete work defined in project

management plan to satisfy project specifications.

- Involves coordinating people and resources and

integrating all activities of project in accordance

with plan.


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Executing Process Group(contd)


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Monitoring & Controlling

Process Group

Monitoring & Controlling Process Group -

consists of processes to track , review and

regulate the progress and performance of the

project.

- This process group includes:- Controlling changes and recommending

preventive action in anticipation of possible

problems

- Monitoring ongoing project activities against

plan

- Implementing approved changes


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Monitoring & Controlling

Process Group(contd)


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Closing Process Group

Closing Process Group - consists of

processes performed to finalize all activitiesacross all Project management process

groups to formally complete the project or

contractual obligations.- Project closing involves:

- Obtaining acceptance by customer or

sponsor- Closing procurements


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Closing Process Group(contd)


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Role of Project Manager

A Central figure ( like captain playing centre

half position)

An effective project manager should have a

balance of technical skills relevant for theproject to analyze situations and

importantly interpersonal skills to interact

with all stakeholders appropriately.


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Role of Project Manager(contd)


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Project Manager role includes:

- Managing all project activities (i/c human

relationships) within

- Project team

- Project team & functional organizations

- Project team & senior management

- Project team and customers organization


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Role of Project Manager(contd)


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Project Manager & Functional Manager

Role of Project Manager & Functional Manager

- Project Manager identifies the requirements of

the project i. e. what work has to be done andthe constraints whereas Functional Manager role

is to define how the task would be done i.e.

technical criteria and providing sufficient

resources to accomplish the objective withinproject constraints.


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Project Manager Interpersonal Skills


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Interpersonal skills

Leadership Involves focusing the effort of

a group of people towards a common goal

and enabling them to work as a team.

Role very critical during beginning phasesof project while communicating vision and

inspiring participants

Key elements Respect & Trust rather fearand submission


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Interpersonal skills(contd)

Team Building is a process of helping a groupof individuals, bound by a common sense of

purpose, to work interdependently with each

other, the leader, external stakeholders and the

organization.

Team building activities involve establishing

goals, defining roles and procedures, managing

conflicts etc. Though ongoing process but role very critical

during beginning phases of project


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Motivation Involves creating a

environment to meet project objectives

while offering maximum self satisfaction

related to what people value most. Values may include Job satisfaction,

challenging work, achievement & growth,

recognition, financial compensation etc.


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Communication Identified as one of the singlebiggest reason for project success or failure.

Effective communication within the project team

and between the project manager, teammembers and all stakeholders is essential.

Due emphasis on Listening and its importance for

communication


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Influencing is a strategy of sharing power andrelying on interpersonal skills to get other to

cooperate towards common goals.

Project manager can influence team membersthrough guidelines like:

- Leading by example

- Clarifying how decision is made

- Adjusting interpersonal style to the audience


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Decision Making

Four basic decision making styles (Four Cs)

used by project managers:

- Command

- Consultation

- Consensus- Coin flip(Random)


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Political and Cultural Awareness

- Organizational politics inevitable in project

environments due to diversity of norms,

backgrounds and expectations of peopleinvolved.

- For projects operating in global environments,

cultural differences both individual and corporate

in nature to be taken care of.

Negotiation is a strategy of conferring with parties


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of shared or opposed interests with a view to

compromise or reach an agreement.

- Skills and behaviors useful in negotiating:


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Conflicts and its Resolution


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Conflicts in Projects

Conflict defined as behavior of an individual, agroup or an organization which impede or

restricts another party from attaining its desired

goal.

- Conflicts result in poor decision making, lengthy

delays over trivial issues or a disintegration of

team effort.


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Common type of conflicts involve

- Manpower resources

- Equipment and facilities

- Capital expenditures

- Priorities- Administrative Procedures

- Personality clashes


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Why conflicts occur

Some of the reasons for conflict occurrence are:

- Greater the diversity of disciplinary expertise

among participants of project team, greater the

potential for conflict.- Lower the project managers degree of authority,

reward and punishment power over individuals in

project, greater the potential for conflict.

- Less understanding of objectives of project byproject team members, more likelyhood of

conflict.


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Why conflicts occur(contd)

- Greater the role of ambiguity among participantsof project team, the more likelihood of conflict.

- More the members of functional areas perceivethat project implementation would adversely

affect their role, the greater the potential for

conflict.


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Conflict Resolution

Five modes of Conflict Resolution ( Blake &Mouton):

- Withdrawal Retreating or withdrawing from an

actual or potential disagreement- Smoothing De-emphasizing or avoiding areas

of difference and emphasizing areas of

agreement.

- Compromising Bargaining and searching forsolutions that bring some degree of satisfaction to

the parties in dispute. Characterized by give and

take attitude.


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Conflict Resolution(contd)

- ForcingExerting ones viewpoint at the potentialexpense of another. Characterized by win-lose

situation.

- Confrontation Facing the conflict directly which

involves a problem solving approach whereby

affected parties work through their

disagreements.


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Withdrawal It is generally used:


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Smoothing It is generally used:


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Compromising It is generally used:

F i I i ll d


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Forcing It is generally used:

C f t ti It i ll d


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Confrontation It is generally used:


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Conflicts A research study

A Research st d Anal sis


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A Research study - Analysis

A research study conducted on 100 projectmanagers. The questionnaire designed

measured values on these three variables:

- The average intensity of potential conflict

determinants(7 nos) over entire project life cycle.

- The intensity of each of the seven conflict

sources in four project life phases.

- The conflict resolution modes used by projectmanagers

Mean conflict intensity profile over project life cycle


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Mean conflict intensity profile over project life cycle

Relative intensity of conflict over project life cycle


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Relative intensity of conflict over project life cycle

Conflict intensity trend over project life cycle stages


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Conflict intensity trend over project life cycle stages

Conflict resolution profile


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Conflict resolution profile

Another study on understanding superior,

subordinate and functional conflicts


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subordinate and functional conflicts

Relationship between conflict causes and sources


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Case Study

Case Study


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Case Study

- You are project manager for a MIS project.- A new departmental manager has changed the

input and output requirements of the project

based on several complaints received by

departmental employees.

- It is contradictory to project plan you developed

with former departmental manager and currently

working on.- Changing input-output requirements will require

major revision in costs and schedule.

Case Study Format


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Part I: Facing the Conflict 10 min


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Part II: Understanding Emotions - 10 min


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Part III: Establishing Communications- 10 min


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Part III: Establishing Communications 10 min

Part IV: Conflict Resolution - 10 min


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Part V: Understanding Your Choices - 5 min


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Part VI: Interpersonal Influences - 10 min


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p

Case Study Format


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Just to revise


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Project Objectives:

Project Processes:

Role of Project Manager:

Conflicts in Projects:

Conflict Resolution:

Research study analysis

Case Study - Conflicts


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THANK YOU


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session ii 040911 project management 2

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