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Atif Shahzad
_____________________
BE, MECHANICAL ENGINEERING
UNIVERSITY OF ENGINEERING & TECHNOLOGY, TAXILA, PAKISTAN, 2000
EMAIL: atifshahzad@Gmail.com
LINKEDIN: pk.linkedin.com/in/dratifshahzad
PROJECT
MANAGEMENT
COURSE OBJECTIVES
COURSE OBJECTIVES
Learn what project management is and the qualities of an effective
project manager.
Understand the nine knowledge areas of project management and
how they can be applied to your project.
Discover the phases of a project and what deliverables are expected
when.
Identify a project’s key stakeholders.
Understand the different types of business cases and how to create a
Statement of Work.
Learn to be prepared for the unexpected by utilizing risk
management and change control.
Learn how to organize project activities by creating a Work
Breakdown Structure.
Dr. Atif Shahzad
COMPLEXITY
CHANGE
Dr. Atif Shahzad
10–8
Managing versus Leading a Project
Managing—coping with Leading—coping with
COMPLEXITY CHANGE
¤ Formulate plans and objectives ¤ Recognize the need to change to
¤ Monitor results keep the project on track
10–9
Leader or Manager
¤ Strong leadership is NOT ALWAYS required
When is it not required?
¤ Dual role ?
Visionary people generally lack the discipline or patience
¤ Strong Leader
Can have assisted managers but not vice versa.
Dr. Atif Shahzad
New Project Managers
¤ Eager to implement their own ideas when is it not
required?
¤ they adopt a hands-on approach
They become quickly frustrated by how slowly things operate
quickly earn the reputation of “micro managing” and begin to lose sight of
the real role they play on guiding a project.
¤ Some new managers never break out of this vicious
cycle.
Dr. Atif Shahzad
Managing Project Stakeholders
10–12
FIGURE 10.1
Influence as Exchange
10–14
Task-related currencies
Resources Lending or giving money, budget increases, personnel, etc.
Assistance Helping with existing projects or undertaking unwanted tasks.
Cooperation Giving task support, providing quicker response time, or
aiding implementation.
Information Providing organizational as well as technical knowledge.
Position-related currencies
Advancement Giving a task or assignment that can result in promotion.
Recognition Acknowledging effort, accomplishments, or abilities.
Visibility Providing a chance to be known by higher-ups or significant
others in the organization.
Network/ Providing opportunities for linking with others.
contacts
Dr. Atif Shahzad
Source: Adapted from A. R. Cohen and David L. Bradford, Influence without Authority
(New York: John Wiley & Sons, 1990). Reprinted by permission of John Wiley & Sons, Inc.
Organizational Currencies (cont’d)
10–17
Inspiration-related currencies
Vision Being involved in a task that has larger significance
for the unit, organization, customer, or society.
Excellence Having a chance to do important things really well.
Ethical correctness Doing what is “right” by a higher standard than efficiency.
Relationship-related currencies
Acceptance Providing closeness and friendship.
Personal support Giving personal and emotional backing.
Understanding Listening to others’ concerns and issues.
Personal-related currencies
Challenge/learning Sharing tasks that increase skills and abilities.
Ownership/involvement Letting others have ownership and influence.
Gratitude Expressing appreciation.
Dr. Atif Shahzad
Source: Adapted from A. R. Cohen and David L. Bradford, Influence without Authority TABLE 10.1 (cont’d)
(New York: John Wiley & Sons, 1990). Reprinted by permission of John Wiley & Sons, Inc.
First
thank you
is likely to be more valued
than the twentieth
Management by Wandering Around
10–21
¤ Provide encouragement.
Recognize that it is only human nature to interpret a situation in one’s best interest.
For example, if you tell someone it will be done by January, you are inclined to
interpret it to your advantage and assume you have to the end of January, while
the other person believes it will be done January.
Seize every opportunity to realign expectations with reality. Too often we
avoid opportunities to adjust expectations because we hold onto a false hope
that things will somehow work out.
Do not ask for stakeholder suggestions for improvement if you do not
intend to do something with their input. Asking for their input raises expectations.
State the obvious. What is obvious to you may be obscure to others.
Don’t avoid delivering bad news. Communicate openly and in person.
Expect some anger and frustration. Do not get defensive in return. Be prepared
Dr. Atif Shahzad
FIGURE 10.3
Leading by Example
Dr. Atif Shahzad
FIGURE 10.4
Ethics and Project Management
10–27
Ethical Dilemmas
¤ Situations
where it is difficult to determine
whether conduct is right or wrong:
Padding of cost and time estimations
Exaggerating pay-offs of project proposals
Falsely assuring customers that everything is on track
Being pressured to alter status reports
Falsifying cost accounts
Compromising safety standards to accelerate progress
Approving shoddy work
¤ Code of conduct
Dr. Atif Shahzad
1. Systems thinker
2. Personal integrity
3. Proactive
4. High emotional intelligence (EQ).
5. General business perspective
6. Effective time management
7. Skillful politician
Dr. Atif Shahzad
8. Optimist
Emotional Intelligence (EQ)
10–30
Self-awareness
Mindful of own emotions/feelings and behaviors
Self-regulation
of controlling own disruptive impulses and moods
Self-motivation
of gathering up own feelings to pursue goals with energy, passion,
and persistence.
Empathy
of being able to recognize the feelings of others to sustain relations
and cross-cultural sensitivity
Social skills
of being able to build social networks and rapport with different
kinds of people.
Dr. Atif Shahzad
Suggestions for Project Managers
10–31
Synergy
¤ 1 + 1 + 1 =10 (positive synergy)
¤ 1 + 1 + 1 =2 (negative synergy)
Characteristics of High-performing Teams
1. Share a sense of common purpose
2. Make effective use of individual talents and expertise
3. Have balanced and shared roles
4. Maintain a problem solving focus
5. Accept differences of opinion and expression
6. Encourage risk taking and creativity
Dr. Atif Shahzad
Forming F N Norming
Team
Development
A P
Dr. Atif Shahzad
Adjourning Performing
Transformation
Group of strangers
F
A S
P N
Group that creates something
Dr. Atif Shahzad
good together
The Five-Stage Team Development
Model
Dr. Atif Shahzad
FIGURE 11.1
Forming
People are still trying to figure out their roles in the group;
they tend to work independently, but are trying to get
along with each other
Dr. Atif Shahzad
Storming
.
As the team learns more about the project, members form
opinions about how the work should be done. This can lead
to temper flare-ups in the beginning, when people
disagree about how to approach the project.
Dr. Atif Shahzad
Norming
.
As the team learns more about the other people on the
team, they begin to adjust their own work habits to help
out each other and the team. Here’s where the individuals
on the team start learning to trust each other.
Dr. Atif Shahzad
Performing
.
Once everyone understands the problem and what each
other are capable of doing, they start acting as a
cohsesive unit and being efficient. Now the team is working
like a well-oiled machine.
Dr. Atif Shahzad
Adjourning
.
When the work is close to completion, the team starts
dealing with the fact that the project is going to be
closing soon.
Dr. Atif Shahzad
Remarks
FIGURE 11.2
Creating a High-Performance
Project Team
Dr. Atif Shahzad
FIGURE 11.3
Building High-Performance Project
Teams
11–53
¤ How to recruit?
Ask for volunteers
¤ Who to recruit?
Problem-solving ability
Availability
Technological expertise
Credibility
Dr. Atif Shahzad
Political connections
Ambition, initiative, and energy
Project Team Meetings
11–54
Managing
Establishing
Subsequent
Ground Rules
Meetings
Conducting
Relationship Planning
Decisions Project Decisions
Meetings
Effective Use
of Meetings
Co-location of
team members
Creation of project
team name
Team rituals
Dr. Atif Shahzad
Requirements for an Effective
Shared Vision
Dr. Atif Shahzad
FIGURE 11.4
Managing Project Reward Systems
11–58
Group Rewards
Problem Identification
Generating Alternatives
Reaching a Decision
Follow-up
Dr. Atif Shahzad
Nominal Group (Decision Making)
Technique
NGT
• It is an orderly process for dealing with potentially inflammatory problems.
• It prevents groupthink from occurring and discourages pressures to form to the
wishes of a powerful group member.
Steps:
1. Gather team members and/or stakeholders to identify the project problem at
hand
2. Each member writes down his/her own solutions
3. Each presents his/her solution to the group
4. (The leader) writes these solutions on a chart
5. Continue the process until all ideas have been expressed
6. Discuss and clarify each solution as a group
7. (All members) privately rank-order their preferred solutions
Dr. Atif Shahzad
Opinions
Personalities
Dr. Atif Shahzad
Resolving Conflicts
11–64
Who will ??
¤ you depend on people to get the work done.
¤ when they have any sort of conflict, your project grinds to a halt
¤ you’re the one who has to face the music when it causes delays
and costs money!
¤ Since you’re on the hook when a conflict threatens your project,
FIGURE 11.5
Rejuvenating the Project Team
11–75
Informal Techniques
¤ Institute new rituals.
Formal Techniques
¤ Hold a team building session facilitated by an outsider to clarify
ownership issues affecting performance.
¤ Engage in an outside activity that provides an intense common
experience to promote social development of the team.
Dr. Atif Shahzad
Managing Virtual Project Teams
11–76
Challenges:
¤ Developing trust
Exchange of social information.
Set clear roles for each team member.
Establish clear norms and protocols for surfacing assumptions and conflicts.
Share the pain.
24-Hour
Global
Clock
Dr. Atif Shahzad
FIGURE 11.6
Project Team Pitfalls
11–78
Bureaucratic
Group think
Bypass Syndrome
Brainstorming
Dysfunctional conflict
Functional conflict
Groupthink
Nominal group technique (NGT)
Positive synergy
Project kickoff meeting
Project vision
Team building
Dr. Atif Shahzad
Team rituals
Virtual project team
QUESTIONS
THANK YOU FOR YOUR INTEREST