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Unit4

ConceptsofManagingConflict,QualityandIS

Structure
4.1 Introduction 4.2 Conceptofmanagingconflicts,qualityandtheIS 4.2.1 ConflictManagement 4.2.2 CommunicationRequirementandCapabilities 4.2.3 4.2.4 QualityManagement ProjectManagementInformationSystem

4.3 ModernTrendsinProjectManagement 4.4 Perception 4.4.1Theprojectdevelopmentprocesscycle 4.4.1.1Planningforreview 4.4.1.2Conductingthereview 4.4.1.3Takeactionsonfindings 4.4.1.4Docontinuousimprovement 4.4.1.5CriticalSuccessFactors 4.4.1.6ResultsandBenefitsoftheProjectQualityReviews 4.4.2MacroIssues 4.4.3KnowledgeFactor(K) 4.5 TheModernMantraofProjectManagement 4.6 TQs AnswertoSAQsandTQs NewHorizonsinProjectManagementNineSteps

4.7Summary

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4.1

Introduction

Itiswellknownthatinanymanagementsystemthereisalwayssomeconflict.Itmayresultoutof individualorgroupshavingdifferentopinions.Theprojectgetsaffectedbythisconflict.Itcouldbe resolved by proper understanding among the project members by properly communicating their ideasanddiscussingtheissuesindetail.Focusshouldbeon quality.

LearningObjectives

1.ProjectManagementtrends 2. ProjectManagementInformationSystem 3. NewHorizonsinProjectManagement

4.2 Conceptofmanagingconflicts,qualityandtheIS 4.2.1
a. b. c. d. e. f.

ConflictManagement

Itispossibletomanagetheconflictsinoneofthefollowingways Avoidtheissue Approachtheprobleminsuchawayastoobtainthesolutionquickly. Discussandsharetheproblem Any misunderstanding should be resolved by means of a discussion among project Workonacommonsolutiontechniquethatwillleadtoawinwinsituation. Emphasizeoncollaboration

members.

4.2.2 CommunicationRequirementandCapabilities
Thecommunicationrequirementsandcapabilitiesare a. Communication frequency Project Manager in development projects prefer to communicate on a weekly basis using all three media. Their sponsor prefer biweekly verbal

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updatesandwrittenreportscomplementedbypersonalmeetingonlyatmilestoneachievement. Statisticallysignificantdifferencesexistwiththesponsorshigherpreferenceforcommunication at milestone or project phase end, and project managers higher preference for daily communication. Asimilardiscrepancyexistsintechnicalserviceproject.Meetingfrequentlywill helpcustomersgettheupdatesontheprojectprogress. b. ResponseProfilesTherespondentsshowinterestmainlyontheinformationavailableand thepreferenceonmodeofcommunicationatvariouslevels. c. BarrierstocommunicationThebarriersmaybeplenty.Suitableplantoavoidthebarriers maybeprepared. d. Behavior pattern exhibited Executives often communicate decision with little or no knowledge of the implication of their decisions for the company or the people who have to implement decisions. They may sometime fail to communicate effectively leading to communicating a different message. Managers feel stressed or overstretched in implementing executive decisions. They may lack enthusiasm for change and fail to collaborate or practice teamworkwiththeirpeers.Employeesareleftinthedarkwhofeelunheardandunappreciated. Essentialcharacteristicsofatypicalcommunicationnetworkare Allowinformation,questions,commentsandopinionstotravelthroughtheorganization Ensure that managers have the answers to questions and that they indicate where and

howinformationisavailable Build employee trust in the communications process so that hones feedback becomes a

partofthenaturalwayofworking Rememberthathumourcanbreakdownmanyperceivedbarriers Overcome the barriers to communication associated with differing perceptions of the

recipientsindifferentdivisionslocationorpartsofaunit.

4.2.3 QualityManagement
Quality of any product or service is defined as its conformance to the standards or the stated requirements. Total quality management represents the entities and their prerequisites for

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achieving world class quality. Many use the Malcolm Baldrige National Quality Award.. Quality mayberealizedby Adopting a philosophy in line with the objectives of the organization. The aim should be to continuouslyimprovethephilosophy. Achieving effectiveness in the organizational performance and fulfilling or exceeding the communityexpectations. ManyothersusedtheSixSigmaconcepttoincreasetheprofitsbyeliminatingvariability,defects andwastethatunderminecustomerloyalty.Itmaybeimplementedbyunderstandingthescopeof various metrics going to be used in the project, DMAIS (define, measure, analyse, improve standardize) stabilize. methodology and philosophy. The strategy of six sigma is to shift, shrink and

4.2.4 ProjectManagementInformationSystem(PMIS)
A information systems is mainly aimed at providing the management at different levels with information related to the system of the organization. It helps in maintaining a discipline in the system. A system is prone to malfunctions if not properly maintained. An information system dealingwithprojectmanagementtasksistheprojectmanagementinformationsystem.Ithelpsin decisionmakinginarrivingatoptimumallocationofresources.Theinformationsystemsisbased on a database of the organization. A project management information system also holds schedule,scopechanges,riskassessmentandactualresults.Usualinformationsystemsarenot designed for projects. Normal information systems tell managers if they are working within the scopeofthe budget. The information is communicated to managers at different levels of the organization depending upon the need. Upper managers need to know information on all projects regarding progress, problems,resourceusage,costsandprojectgoals.Thisinformationhelpsthemtakedecisionson theproject.Theyshouldreviewtheprojectsateachmilestoneandarriveatappropriatedecision. Projectmanageranddepartmentmanagersneedtoseeeachprojectschedule,priorityanduseof resources to determine the most efficient use across the organization. Project team members needtoseeschedule,tasklistsandspecificationsothattheyknowwhatneedstobedonenext.

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ThefourmajoraspectsofaPMISare a) Provideinformationtothemajorstakeholdersietherightinformationattherighttime. b) Assisttheteammembers,stakeholders,managerswithnecessaryinformationandsummary oftheinformationsharedtothehigherlevelmanagers. c) Assists the managers in doing what if analyses about project staffing, proposed staffing changesandtotalallocationofresources. d) Help organizational learning by helping the members of the organization learn about project management. A good PMIS is possible to be developed from the team members and not from the systems administrators of the company. Organizations tend to allocate such responsibility by rotation amongmemberswithawelldesignedandstructureddataentryandanalyticalformat.

SelfAssessmentQuestions1TrueorFalse

1. Itispossibletomanagetheconflictsbydiscussingandsharingtheproblems. 2. Buildemployeetrustinthecommunicationsprocesssothathonesfeedbackbecomesapartof
thenaturalwayofworkingistheonlyessentialcharacteristicofacommunicationnetwork.

3. Quality ofanyproduct or service is defined as its conformance to the standards or the stated
requirements.

4.3

ModernTrendsinProjectManagement

Thereareanumberofwaysamanagercanimplementaprojectsuccessfully.Asitisimportantto monitor and control the project activities throughout various stages, it becomes that much more importanttoresorttoeffectiveandpowerfultoolstocoordinatetheactivities.Anumberofwaysare possibletobeconsideredtoachievegoodresultsinanyproject.Irrespectiveofwhicheverwayone wantstocoordinateforeffectiveoutputs,theessentialprocessesarethemeticulousplanningofall the activities, referring to checklist which could have been creatively designed, adopting quality controlmeasures,standardsetc.
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SelfAssessmentQuestions2:Fillintheblanks

1. Irrespective of whichever way one wants to coordinate for effective outputs, the essential
processes are the ________ of all the activities, referring to checklist which could have been creativelydesigned,adoptingqualitycontrolmeasures,standardsetc.

4.4 Perception
The perception of a manager in current trends in project management is to obtain result. A more resultcumprofit oriented corporate strategy lays greater emphasis on maximized efficiency of operations.TheSomeofthetoolsbeingusedcurrentlyare: a) ContinuousBusinessProcessImprovement Itisaprocessthroughwhichaprojectteam passesonthedetailsofanysystemasrecommendationforstandardization.Itactsasabusiness processelementforthecompanyasawhole.Aprocessthoughwhichaprojectteampassesonthe detailsofanysystemasarecommendationforstandardizationoffutureprojectprocesses. b) ForceFieldAnalysisAdoptsuitablemethodstoidentifyexternalfactorswhichmayaffectthe projectprogress.Theexternalfactorsarethehurdlesinaproject.Useofappropriateprocesswould minimizeandeliminatethehurdleresultinginasmoothflowofactivitiesandprojectprogress.The externalforcescouldberelatedtocustomers,technologychange,shiftintrendsetc.Usingvarious analysis techniques and procedure to identify major external factors or forces which could affect development process. These forces could be related to customer profiles. This responsibility is entrustedwiththeseniormostmemberoftheteamratherthantheleaderormanager.

c) Information Risk Management Various methods can be adopted to reduce the risks in a project. A proper methodology is the one which is based on the quality control aspect which may evenbeautomatedandintegratedintotheprojectprocess.Theriskarisingoutofcorruption,age,

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filed size variation, format mismatch have to be controlled. Scientific analytical and quite often automatedsystemofqualitycontrolofkeyinputdataconnectedwiththeprojecthelpreducerisksin the project. Responsibility normally rests with the system administrator a team member or an externalmember. d) Management Assurance Measure It is a task performed by the project leader to balance effortstoconvincemanagementagainstwaveringwitheffortstoprepareteammemberstocounter anyunexpectedstormsintheproject.Thisisthegreatestopportunityforaleadertomatureandgo uptheladderaswellasanequalopportunityforthemembertoemergealeaderthroughaccepting achallenge.Managementmayconsidermeasurestoidentifymemberswhowouldhavemanagedto face the unexpected hurdles in the project and overcome them by their creative skills. Some measure may be adopted to encourage the member. It may be perceived as an opportunity to promotethemember.Manyorganizationseventendtonominateleadersfordifferentprojectteams. e) Quality Certification Quality certification from a leading organization may be obtained. Certification will enable the management team to realize the importance of a process and how effectivelyprojectscouldbemanagedsmoothly.

f) Strategic Inflection Point a real testfor theproject leader and the management team isto accuratelypredicttheexactpointofthedevelopmentprocesswheretheteammightfaceamassive problem.Thesepointsmayberelatedtopolitical,geophysicalandrarelytotime.

4.4.1 ProjectDevelopmentProcessCycle:Everycompanywouldbeinterestedtoimprove
their performance over the their previous performance in projects. In order to improve project performance, the company must assure quality and quality control at every stage of the project throughouttheprojectlifecycle.Thevariousstepswhichmaybeconsideredinthedevelopment oftheprocesscycleinanyprojectarelistedbelow:

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4.4.1.1 PlanningForReview Inthisstepthemainfocusisoncollectionofdata.Datais

the main input requirement of any successful project information system and therefore the project. Once the data has been gathered prepare a suitable plan for its analysis. Obtain necessarycommitmentfrommanagementandteammemberstoparticipateactivelyandtake actionsonfindings. Itisnecessarythateveryprojectmembergiveshisorhercommitmentto participateanddelivertheservice/productintheproject.Reviewisnecessaryforeverystage oftheproject.Preparescheduleforeachprojectreview.

4.4.1.2 Conducting The Review Before the review prepare an agenda. The agenda
should be well structured in terms of time and content. Make necessary arrangements to gather inputs to the review. The review leader is the project manager. Incorporate points, which are external to the project. These external points have to be well structured to be reviewed.Areportermustbedesignatedtodocumentkeypointsofthemeeting.Anautomated checklist must be formulated for the session. The use of flipcharts may be helpful to collect datafromparticipants.

4.4.1.3 Takeactions on findings Duringthemeeting,determinethepointswhichare

criticaltotheprojectanditsperformance.Themembersmayhavebrainstormingsessionto discusscriticalpoints.Makealistofallsuchitemsdiscussedanditemssuggestedandgroup thedataintocategoriesandthenprioritize,eitherbygroupdiscussionorvoting.Identifyaction itemsandassignaprojectmemberorateamthetaskpertainingtotheactionplanned.Forall suchactionsandrecommendations,prioritizetheitemsdependinguponthetaskforexecution. Afterreachingconsensusonresults,summarizeprojectsuccessfactors,recommendationsfor furtherstudyandactionitemswithresponsibilitiesandduedates.Setexpectationsofscope, investment,time,etc.,foreachitemandsend acopytotheteam.Follow upalltheactions. Placereviewreportsintheprojectdocumentsfile,inthequality/productivitydepartmentsand inthelibrary.Makereportsavailabletomanagersofthelifeprocessforsimilarprojects.

4.4.1.4Docontinuousimprovement Continualimprovementisoneofthemanagement
mantras. Every organization wants to improve continuously. It is not possible to achieve improvement unless sufficient measures are adopted to measure improvement. Encourage thequalitymanagerstolookfor qualitythemesthatemergefromreviewmeetings.Thequality
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managers should highlight trends and deescalate chronic problems. Reviews are a check process in the PlanDoCheckAct cycle of a quality cycle. They are not just a onetime event. In this context, act on recommendations from previous projects plan to capture data aboutprojectdo continuous improvement check onhow youare doing witha retrospective analysis. Do periodic project reviews that will trigger midproject corrections. Conduct immediate,informalretrospectiveaftersolvingunexpectedobstacles.Understandanyimpact on the remainder of the project. Recognize people for extra efforts and noteworthy contributions. Be open to attend reviews for other projects. Learn from similar ventures, warrantyfailures,customersurveysandexperiencesofotherdivisionsandcompanies.Bea part of continuous organizational learning program that includes experimentation, evaluation anddocumentationwitheasyaccessandretrieval.

4.4.1.5CriticalSuccessFactors: Itisnecessarythatacompanyidentifiescriticalfactors
in a project. These factors may slacken the project if not focused. Routines tasks may be assignedtolowerlevelteammembersasthismayrelievetheprojectteamfromwastingtheir skillsetonroutinematters. Intermsofprojectdelivery,theprojectofficecanrelieveproject managers of tasks, like filling forms and templates, getting these forms signed off, mailing, receivingandcheckingitemsetc.Regardingprojectmanagementskillstheprojectofficecan help the project manager in the project scope definition, project kickoff preparation and planningtasks,throughmentoringandcoachingservices.Thesearethecombiningstrengths thatmaketheprojectmanagertomoveforwardandachievetheprojectsuccess.Regarding project quality reviews, te project management office adds value providing processes, tools and project management experience but any quality review process can be implemented by the team without sponsorship from the management level. It is necessary to identify all the criticalsuccessfactors.Oneofthecriticalsuccessfactorsfortheprojectqualityreviewprocess implementation is to convince and sell the benefits to the management team of the organization. The team should show exhibit better control of their project portfolio and then demonstratebettercontrolaboutbusinessprofitability.

4.1.4.6ResultsAndBenefitsOfTheProjectQualityReviews: Themainbenefitsof
theprojectqualityreviewaretheprojectstatusisformallyvisibletothewholeorganization.It creates awareness and roomfor improvement.Only reviewing, in a detailed manner , every

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projectwecanhaveaclearideaaboutthelackofknowledgemistakes,errors,deviations,and theirreasons. The project quality reviews helps the project manager and his/her manager to enable the necessaryadjustmentsandtakingtheactionsneededtoachievetheprojectgoalsfinishingthe projectontime,scopeandbudget. Theteamcanfindbenefitsfortheprojectmanager,forthecustomerandforthesponsor. Benefitfortheprojectmanagerbecausethatprocesshelpsintermsofdisciplineandcontrol, forthecustomerbecause,inthewaythatprocessisanticipatingresults,alsocreatesomekind of proactive behavior in the project manager anticipating potential problems ot the customer andfinallyfor the sponsorbecause this processhelps him to know more projectdetailsand thentoaskthecustomeruppermanagementlevelforclarifications. Managementexpectationsarecrucialfortheprojectsuccessbutprojectreviewsaddvalueto suchexpectations.

4.4.2 Macroissues
a) Evolving Key Success Factors (KSF) Upfront: In order to provide complete stability to fulfillment of goals, one needs to constantly evaluate from time to time , the consideration of what will constitute the success of completing a project and assessing its success before completion.TheKSFshouldbeevolvedbasedonabasicconsensusdocument(BCD).KSFwill also provide an input to effective exit strategy (EES). Exit here does not mean exit from the projectbutfromanyofthedrilleddownelementalactivitieswhichmayprovetobehurdlesrather thancontributors.BroadlevelofKSFshouldbeavailableattheconceptualstageandshouldbe firmedupanddetailedoutduringtheplanningstage.Theeasiestwaywouldbefortheteamto evaluate each step for chances of success on a scale of ten. KSF should be available to the management duly approvedby theproject managerbeforeexecutionand control stages.KSF rides above normal consideration of time and cost at the levels encompassing client expectationandmanagementperceptiontimeandcostcomeintoplayassubservienttothese majorgoals. b) Empowerment Title (ET) ET reflects the relative importance of members of the organizationatthreelevels:

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i) Teammembersempoweredtoworkwithinlimitsoftheirrespectiveallocatedresponsibilities the major change from bureaucratic systems is an expectation from these members to innovateandcontributetotimeandcost. ii) Group leaders are empowered additionally to act independently towards client expectation andarealsovestedwithsomelimitedfinancialpowers. iii) Managers are empowered further to act independently but to maintain a scientific balance among time, cost, expectation and perception, apart from being a virtual advisor to the top management.

c)

Partnering Decision Making (PDM) PDM is a substitute to monitoring and control. A

seniorwithabetterdecisionmakingprocesswillworkcloselywiththeprojectmanagersaswell asmemberstoplanwhatbestcanbedonetomanagethefuturebetterfrompastexperience. The key here is the active participation of members in the decision making process. The ownership isdistributedamongall irrespective of levels the termequally shouldbe a\voided heresinceownershipisnotquantifiable.Therightfeelingofownershipisimportant. This step is most difficult since junior members have to respond and resist to being pushed throughsheerinnovationandperformancethisishowfutureleaderswouldemerge.ThePDM processismadescientificthrough: i) ii) iii) iv) Earnedvaluemanagementsystem(EVMS) Budgetedcostofworkscheduled(BCWS) Budgetedcostofworkperformed(BCWP) Actualcostofworkperformed(ACWP)

d) ManagementByException(MBE)Nonewsisgoodnews.Ifamemberwantshelphe orshelocatesasourceandproposedtothemanageronlyifsuchhelpisnotaccessibleforfree. Similarly,amembershouldbelievethatateamleaderssilenceisasignofapprovalandshould notprovokecommentsthroughexcessiveseekingofopinions.Inshortleavepeoplealoneand letsituationperformthedemandingact.ThebendlimitofMBEcanbeevolveddependingonthe sensitivity of the nature and size of the project. MBE provides and facilitates better

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implementation of effectiveness of empowerment titles .MBE is more important since organizationsaremovingtowardmultiskilledfunctioningevenatjuniormostlevels. 4.4.3 Knowledge Factor (K) Knowledge is the most powerful mover of the Wheels of progress. K factor is an index of the extent to which one can manage today with yesterdays knowledgecontentandalsotheextenttowhichtodaysknowledgewillbeusedtomorrow.This would render the development process more productive. The Kfactor of course undergoes correction through obsolescence since changes are now phenomenal but so are the opportunitiesforjuniorstoaccessinformationfromnewknowledgebases.Seniorityisnomore an automated scale for knowledge. It is important for leaders to recognize the knowledge potentialoftheyoungermembers.ITisequallyimportantforyoungermembersnottosuppress their knowledge potentialfrom itsapplication. Further as age andexperience advancefurther wisdomgainsbut knowledge is lost until it isupdated and utilized. It isthe task of everyteam memberstomaximizetheKfactorinalldirections.

SelfAssessmentQuestions3:Fillintheblanks

1. Theperceptionofamanagerincurrenttrendsinprojectmanagementistoobtain_______. 2. ______ is a process through which a project team passes on the details of any system as
recommendationforstandardization.

3. ___________ is a task performed by the project leader to balance efforts to convince

managementagainstwaveringwitheffortstoprepareteammemberstocounteranyunexpected stormsintheproject.

4. Reviewsareacheckprocessinthe________cycleofaqualitycycle. 5. Theteamcanfindbenefitsfortheprojectmanagerbecauseithelpsintermsof______and
_______.

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4.5

Themodernmantraofprojectmanagement:

Themodernmantraofprojectmanagementmaybeconsideredtoessentiallythefiveaspects Define,Measure,analyze,improve,standardize(DMAIS) Definebenchmark,customerrequirement,processflowmap,qualityfunctiondeployment,project managementplan. Measuredatacollection,defectmetrics,sampling. Analyzecauseandeffect,failuremodesandeffectanalysis,decisionandriskanalysis,rootcause analysis,reliabilityanalysis Improvedesignofexperiments,modeling,robustdesign. Standardize control charts , time series, procedural adherence, performance management, preventiveactivities.

SelfAssessmentQuestion4:Fillintheblanks 1. The modern mantra of project management may be considered to essentially the five aspects____,_____,_____,______,and_______.

4.6 NewHorizonsinProjectManagementNinesteps:
a) Believing in discontinuity and not continuity with incremental improvements. Continuity or

statusquoisafunctionofquantumofchanges.Continuityorstatusquoisafunctionofquantumof changes. Incremental improvements are valid only when the rate of change is not excessive. Modern domains and development process are highly dynamic. Project management today demandsdiscontinuityandgreaterflexibility,withnohurdlestomoveintothefuture.Anopenmind forunknownisthekey.Membersarenotexpectedtoberattledbysweepingchangesdemandedby thedynamicallychangingobjectives. b) Owningtheproblemsandsharingthesolutions:Experienceisgainedthroughanopenmine

toown problems. Experience isnow not judgedbynumberof years of servicebutby the number

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andcomplexityofproblemsownedandsolved.Thefixedmouldmentalityofpassingthebuckand expectingcreditfordiscoveriesisnotappreciatedanymore. c) Breakingthestatusquomentality:Thisimpliesbelievingthatfutureisnotanextensionofthe

presentandthereforetheneedtotamethefuture.Excessivefocusingonfuturemaynothoweverbe appreciated. A proper balance is a must . In most cases, a conflict between a present centric managerandafuturecentricprojectleadercanonlybesolvedbytheinnovativepredictiveapproach ofamemberitismoreoftenthannot,thememberwhoismoreawareoffuturebugsandclient centricproblems. d) Steppingoutofcomfortablezone:Momentarily,amembermightfeelmorecomfortabletostay

inthecomfortzoneandrefrainfromrisks.However,heorsheshouldrememberthatateamleader hasemergedbysteppingoutofthecomfortzone.Ontheotherhand,ifthememberdecidestofeel comfortable to step out of the comfort zone and be innovative and contribute then this would amounttoemergenceofafutureleader.Promotionsarenottimeboundanymore. e) Human capital by passing financial : Human capital has left financial capital far behind. A member should therefore appreciates and maintain self realization of his importance in the organization. However to sustain credibility, the member of his importance in the organization. Howevertosustaincredibility,themembershouldrememberthathisorhervalueisnotrelatedto thelevelorthesalarybutonthequantumofoutputagainnotonthevolumeofcodingbutonthe valueoftheworkdonetotheproduct.Combiningthesetwoconceptsofhumancapitalandvalue the concept of return on the time invested has replaced return on investment when it comes to valuation. f) Transform work culture from 5 to 7 dimension : Conventionally we live among the five

dimension X , Y Z time and mind. We need to add passion and joy if we aim any substantial progress.ITisimportantforamembertodecidedtodowhatheorshewantstodo.Thenthegap betweenwishandrealityisnarrowedandtheresultsimprove.Aprojectcouldwellbecomeawork ofart.

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g)

Realnumberofencountersreplacingnumberofyearsofexperience:Theexperiencelevelis

nowjudgedbythenumberofencountersofmajorproblemssolvedratherthanthenumberofyears, particularlyinatypicalsituationofcomparisonbetweenlookalike.Experienceisthencountedas wisdom.Thesecretformulaforamemberistobuildaninventoryofencountersmeaningfultohisor herowndreamorpassionprofile. i) Seeking meaning out of change : Change could be a threat or an opportunity. If change is

resisted,itisessentialfortheentireteamthroughextraordinaryteameffortandbrainstormingto weighconsequencesbeforedraftingofaplantomatchproposalsforchanges.Thekeyliesinextra ordinaryinterpersonalskillsandcommunication. j) Detachment from the fruits of results : To act is within ones control. To get a reaction or a

rewardisnotwithinhisorherpurview.Toomuchattentiontothesefactorswouldresultindropin productivity and further hinder personal progress .The team members should rather analyse and discussamongthemselvesandletresultsspeakforthemselves.Youshouldappreciatethatthereis everychancethataleaderoramangercanbeissuedmarchingordersifheorshefailstorecognize resultsofindividualperformances.Afterallitishisresponsibilitytobuildasecondlineandmoveup the ladder himself. One matrures by quickly tiding over temporary disappointment with non recognition and just continue. Most organizations now encourage presentation by members as wellasselfassessmentreports.Ontheflipside,thismaybeoneofthereasonsforheavyturnover, but the member should remember that he or she is entering another organization with greater maturityandperhapsbetterchancesofmovingup.Managementsnowtendtoconstantlywatchthe balancebetweenretentionandattrition.

SelfAssessmentQuestions5:TrueorFalse
1. Continuityorstatusquoisafunctionofquantumofchanges. 2. Moderndomainsanddevelopmentprocessarehighlystatic. 3.Thesecretformulaforamemberistobuildaninventoryofencountersmeaningfultohisorher owndreamorpassionprofile.

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4.7Summary
After going through this unit students would have understood the various trends in Project Management. Students would know how to manage the conflicts in project management . The conceptsofProjectManagementInformationSystemisexplainedinthisunit.Thequalityaspects ofprojectmanagementisexplainedinsimpleformsoastoenablestudentsunderstandtheconcept behindqualitymanagementinprojects.Theconceptofmacroissuesandtheknowledgefactoris explainedwithrespecttoprojectmanagement.StudentsarealsoexposedtotheNewHorizonsin ProjectManagement.

4.9AnswertoSelfAssessmentQuestions:
SelfAssessementQuestions 1 1True,2False,3True. SelfAssessmentQuestions2 1Meticulousplanning SelfAssessmentQuestions3 1Result 2Continuousbusinessprocessimprovement(CBPI) 3.ManagementAssurancemeasure 4.Plandocheckact 5.Disciplineandcontrol SelfAssessmentQuestions4 1Define,Measure,Analyze,Improve,Standardize. SelfAssessmentQuestions5 1True,2False,3True.

4.8TerminalQuestions:
1. 2. 3. WhatistheimportanceofPMIS? WhatarethemajoraspectsofPMIS? Whatarethevariousstepswhichmaybeconsideredinthedevelopmentoftheprocesscycle

inanyproject?
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4. 5. 6.

Whatisknowledgefactor? Listoutthemacroissuesinprojectmanagementandexplaineach? Whatisthemodernmantrainprojectmanagement?

AnswertoTerminalQuestions:
1. 2. 3. 4. 5. 6. refer4.2 refer4.2 refer4.4.1 refer4.4.3 refer 4.4.2 refer4.5

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