3rd phase : proje c t organi s a tio n
DESCRIPTION
3rd Phase : PROJE C T ORGANI S A TIO N. Pl a n Implement at i on Recruit staff and organize p roje c t t ea m members Assign responsibility for Work packages Solve c onfli c t s Run project meetings. RESPONSIBILITY OF PROJE C T MAN AGER. - PowerPoint PPT PresentationTRANSCRIPT
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3rd 3rd PhasePhase: : PROJECT ORGANISATION
Plan Implementation
Recruit staff and organize project team members
Assign responsibility for Work packages
Solve conflicts Run project meetings
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RESPONSIBILITYRESPONSIBILITY OF PROJE OF PROJECCTT MANMANAGERAGER
Implementation of activities (time plans, resources, assignment of responsibility etc.)
Monitor project progress, detect variance from plan, design and implementation of corrective actions
Monitor costs Report on project progress Predict and solve problems within team
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PROJECT MANAGEMENT MEANS:PROJECT MANAGEMENT MEANS:
Leadership of working team Motivation of people Communication Delegation of competences
Requirements for Project manager
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CRITERIA FOR PROJECT MANAGERCRITERIA FOR PROJECT MANAGER
Education and experiences Leadership and strategic thinking Technical knowledge Interpersonal skills Managerial skills
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INTERPERSONAL SKILLSINTERPERSONAL SKILLS
Motivate, inspire, support, … Listen to others, give feedback Assertive action Prevent and solve conflicts Communicate with team members Flexible, to be able to play more
roles
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LEADERLEADER
Has a vision Creative, dynamic Goal-oriented Persistent, not discouraged by
partial failures Good communication skills Analytical thinking, intuition
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CRITERIA FOR TEAM MEMBERSCRITERIA FOR TEAM MEMBERS
Committed Creative, entrepreneurial spirit Technical skills Analytical thinking, intuition Task-oriented Abillity and willingness to work under
constraints (time and resources) Communication and team-working skills Basic knowledge of project management
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ExampleExample: Conference planning: Conference planning
Work Package (WP)
Title: Design & print conference brochure
Manager: John WhiteStart: Week 11End: Week 20Critical path (Y/N): YesImmediate predecessor(s): C, D
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ExampleExample: Conference planning: Conference planning (2)(2)
Task description:
Task: E.1 Input: CV, Abstracts of papers Duration of task: Week 11-13Deliverable: Input to the brochure
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ExampleExample: Conference Planning (3): Conference Planning (3)
B D
A C
E G I J K
H
F
2 4 6 8 10 12 14 16 18 20 22 24 26 28 30 32 34
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ExampleExample: Conference Planning: Conference Planning (4)(4)
B D
A C
E G I J K
HF
2 4 6 8 10 12 14 16 18 20 22 24 26 28 30 32 34
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Guidelines forGuidelines for effectiveeffective project project leadershipleadership
• Do not overdirect, over-report• Recognize differences in individuals• See problems as changes• Allow more freedom for individuals • Recognize creativity of team members • Support tolerance for mistakes, failures• React to the positive side of ideas
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Guidelines forGuidelines for effectiveeffective project project leadership (2)leadership (2)
• Be a resource person rather than an controller
• Create a “buffer zone” between the project team and environment
• Listen carefully• Develop your own creativity
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MOTIVAMOTIVATIONAL TIONAL FAFACCTORTORSS
Challenging, interesting work Member of a successful team Participation in goal setting,
problem solving Recognition, success Opportunity for personal
development Responsibility
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Evolution and team developmentEvolution and team development
Stages of evolution: Forming stage Storming stage Norming stage Performing stage Adjourning stage
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Managing team cohesivenessManaging team cohesiveness
• Rich inner interactions• Common attitudes and goals• Superordinate goal• Common enemy• Success in achieving goals• Low external interactions • Resolution differences • Availability of resources
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MANAGING MANAGING CONFLICONFLICCTT
Define problem in terms of needs, not solutions
Brainstorm possible solutions Select the solutions that will best meet
both party’s needs Plan who will do what, where, by when Implement the plan Evaluate the problem solving process
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MANAGING CONFLICT (2)MANAGING CONFLICT (2)
Approaches: Competing approaches Collaborating approaches Compromising approaches Avoiding approaches approaches Accommodating approaches
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ManagManaginging Effective Meeting Effective Meetingss
Meeting - only if it is necessary1. Preparing for the meeting:
• Set a few manageable objectives• Select key participants• Select a place and time• Prepare and distribute programme,
define problems, which are necessary to solve, expected output
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ManagManaginging Effective Meeting Effective Meetings s (2)(2)
2. Running the meeting:• Begin on time• Have somebody to take notes• Review the agenda• Introduce the participants to each other • Stay with the agenda. Keep on track.• Acknowledge everyone‘s contribution• Conclude by stating major decisions taken,
key outcomes, follow up (who, what, where, when)
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ManagManaginging Effective Meeting Effective Meetings s (3)(3)
3. Follow-up to the meeting:• Distribute the follow up agenda
to all, highlight assignments and time (who, what, when, how, expected outcomes etc.)
• Periodically check progress and outcomes
• Empower people
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Project manager tasks outwardsProject manager tasks outwards
Gain and sustain support from top management
Public relation Communicate with client / end-
user, guide client expectations
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3rd 3rd PhasePhase:: ORGANIZE PROJECT SUMMARY
• Project manager - requirements, tasks
• Team members - requirements• Workpackages (WP) - description• Task - description• Balancing workload• Effective project leadership
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3rd 3rd PhasePhase:: ORGANIZE PROJECT SUMMARY (2)
• Evolution of team• Managing conflicts • Managing effective meetings• Project manager‘s tasks outwards