Project Management - Softskill

Quality Management

3Quality vs Grade

Let's say you develop a cell phone which has a 6 Mega Pixel video camera, MP3 Player and Web Browser

supporting 10 different applications. We will say grading of this phone is very high. Now, when we buy it

and start using it, we find out that video camera is not taking clear pictures, voice quality is very low and

web browser gets frozen after every few minutes because of application error. Now, we will say that the

quality of cell phone is very low.

On the other hand if you have a cell phone which only supports voice communication and no additional

features are available in it, we will call it a low grade phone. However, when you use it you do not face any

voice drop or other issue. So, it will be ranked as high quality phone with low grading.

4Benchmarking

Benchmarking is the process of comparing one's business processes and performance metrics to industry bests or best practices from other companies. Dimensions typically measured are quality, time and cost. In the process of best practice benchmarking, management identifies the best firms in their industry, or in another industry where similar processes exist, and compares the results and processes of those studied (the "targets") to one's own results and processes. In this way, they learn how well the targets perform and, more importantly, the business processes that explain why these firms are successful.

Benchmarking is used to measure performance using a specific indicator (cost per unit of measure, productivity per unit of measure, cycle time of x per unit of measure or defects per unit of measure) resulting in a metric of performance that is then compared to others.

Also referred to as "best practice benchmarking" or "process benchmarking", this process is used in management and particularly strategic management, in which organizations evaluate various aspects of their processes in relation to best practice companies' processes, usually within a peer group defined for the purposes of comparison. This then allows organizations to develop plans on how to make improvements or adapt specific best practices, usually with the aim of increasing some aspect of performance. Benchmarking may be a one-off event, but is often treated as a continuous process in which organizations continually seek to improve their practices.

5Process of Benchmarking

6Cost of Quality

The "cost of quality" isn't the price of creating a quality product or service. It's the cost of NOT creating a quality product or service.

Every time work is redone, the cost of quality increases. Obvious examples include: • The reworking of a manufactured item. • The retesting of an assembly. • The rebuilding of a tool. • The correction of a bank statement. • The reworking of a service

In short, any cost that would not have been expended if quality were perfect contributes to the cost of quality.

7Cost of Conformance & Nonconformance

8Cost of Poor Quality

Communications

10Communications Channels

Human Resource Management

12Management Styles

13Organizational Theory

Organizational theory provides information regarding the way in which people, teams andorganizational units behave. Effective use of common themes identified in organizational theory canshorten the amount of time, cost, and effort needed to create the Plan Human Resource Managementprocess outputs and improve planning efficiency. It is important to recognize that different organizationalstructures have different individual response, individual performance and personal relationshipcharacteristics. Also, applicable organizational theories may recommend exercising a flexible leadershipstyle that adapts to the changes in a team’s maturity level throughout the project life cycle:a. Abraham Maslow, Hierarchy of Needsb. Frederick Irving Herzberg, Motivator-Hygiene Theoryc. Douglas Murray McGregor, Theory X & Theory Yd. William Ouchi, Theory Ze. Victor Vroom, Expectancy Theory of Motivationf. Burrhus Frederic BF Skinner, Reinforcement Theory of Motivationg. Others (David Rock, SCARF Brain-based Collaboration & Influencing Model, Clayton Paul Alderfer's ERG Theory

(Existence, Relatedness, Growth), David Clarence McClellan’s Acquired Needs Theory (Achievement, Affiliation, Power),Richard Ryan/Edward Deci’s Cognitive Evaluation Theory-CET (Intrinsic, Extrinsic), John Stacey Adams’ Equity Theory(Ratio of Ratios), etc)

14Organizational Theory

Maslow’s

Hierarchy of

Needs

Herzberg’s

Theory of

Motivation

McGregor’s

Theory X

and Y

Ouchi’s

Theory Z

Commitment

Opportunity

Advancement

Rank-and-file,

lifetime employment

Expectancy

Theory

People will behave

based on what they

expect as a result of

their behavior.

People will work in

relation to the

expected reward of

the work.

15Self Actualization & Engagement

Risk Management

17What is Risk?

Project risk is “an uncertain event or condition that if it occurs has a positive or negative effect on one or more project objectives such as scope, schedule, cost, or quality.”

Cost of risk (COR) is “the cost of actual losses sustained, administrative costs of the risk management program, costs of funding losses, cost of risk control efforts and other outside service costs

Four Major COR Components

1. Total cost of losses sustained2. Administrative costs of your risk management program3. Cost of funding losses4. Cost of risk control efforts

Procurement Management

19Contract Type

Stakeholder Management

21Stakeholder

A stakeholder is any individual, group or organization that can affect, be affected by, or perceive itself to be affected by a programme

They give and also take … money, people and support

Their influence and level of involvement fluctuates.

Potential Stakeholders

Current Stakeholders

Team

Work

22Internal vs External Stakeholders

Enviromental

groups

Local

communities

CreditorsGovernment

Suppliers Customers

Employees

Corporation

Shareholders

23Primary vs Secondary Stakeholder

Enviromental

groups

Local

communities

CreditorsGovernment

Suppliers Customers

Employees

Corporation

Shareholders