managing multiple tasks, priorities and deadlines

MANAGING MULTIPLE TASKS, PRIORITIES AND DEADLINES

Dr.Ibrahim Alhariri

26-30 October 2015

London

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www.Projacs.com Dr.Ibrahim Alhariri 1

Introducing the Trainer

Dr.Eng.IBRAHIM ALHARIRIE.M- Visualsoftwww.visualacc.com 396 YORK WAY - N7 9LW LONDON.UK Mob: +447890380000 Email: [email protected] Skype :ITHARIRIhttps://www.youtube.com/watch?v=GJOka6GFwRw


Name?

Position?

Experience?

Expectations?

Introducing Each Other


Our Schedule

• – 5 Day‐Training Program:

• 08:30 – Starting Time

• 10:00‐10:20 Coffee Break

• 12:30 – ‐12:00 Coffee Break

• 14:00 – Closing Time


Rules of The Workshop…

Attendance is a must.

Participation is required.

Freedom of speech & expression.

Mobiles should be kept silent during training.

No smoking in the conference room.

Tea/coffee is allowed during training activities.

Distribution of Certificate of Attendance.

Let’s enjoy our program together and “Learn by Fun”!


Agenda

Day OneIntroduction • Understanding the role of self-management in managing tasks• Overview and context of task management• Reasons for the current focus in business on managing tasks• How work is accomplished in organizations• Role of strategic management in leadership

Day Two•Planning in Management of Tasks• Objectives, assumptions and constraints at work• Integrating a scope, work structure and management plan in assignments• Learning to manage stakeholders• Risk techniques that affect tasks, priorities and deadlines• Skills necessary to lead and manage work tasks


Agenda

Day Three•Setting Priorities & Deadlines in Time Management• Using the manner we approach work as an initial time management plan• Planning for time management • Meeting deadlines• Integrating time management into development of priorities• Developing a personal plan, with a ‘to do’ list and priorities• Dealing with time wasters, • Procrastination and bosses

Day Four•Skills Required to Deal with People

• Skills required to obtain the help of others on tasks• Ways of working with others• Skill in accomplishment of tasks• Interpersonal work styles of self and other• Task flexibility and versatility in people leadership


Agenda

Day Five•Personally Managing Tasks

• Communication for success in tasks• Characteristics of proper communication• How to deal with human change patterns• How to be more effective with self-management


Time & Task Management


Time Management

More discipline

Have a clear vision on task

Manage time wisely – clock is ticking

Active and efficient worker

Inner detachment and inner peace

Task Management

More productive

Reduces the time allotted for finishing a task

Use of the art of delegation

Enables to differentiate TASK based on priorities and being effective

IMPORTANCE Time Vs Task

ProcrastinationMissing date linesToo many work loadToo busyStress

Work failureCommunication BreakdownUnmanageable lifeIneffective teacher

Learning Objectives

• When you have completed this module you will be able to define the key concepts associated with Time Management and you will be able to:

• Identify the main obstacles to effective Time Management in your daily role

• Understand the nature of Time Management


Learning Objectives

• Understand a range of tools, techniques and concepts for Time Management

• Use these techniques to build an effective Time Management process that will enhance your productivity and lower your stress

• Explain the benefits of having an effective Time Management process


Introduction


Time Management & The Organization

• Looking at time management from the perspective of the organization what are the benefits:

– Improved productivity through improved use of time by the personnel

– Better performance in terms of on time delivery to customers

– Increased profitability through better use of the human and non-human resources


Time Management & The Organization

– Improved planning and control of business systems through time based management

– Better alignment of activities by incorporating a time bound system for co-ordination of tasks and projects in the business

– Reduction of stress that arises due to crisis management by reducing the incidence of crises by better planning


Introduction

What is TimeManagement?

What is TimeManagement?

Time as a Commodity

Time as a Commodity

Essential HabitsEssential Habits

Types of TimeTypes of Time

Over & UnderEstimation of Time

Over & UnderEstimation of Time


What is Time Management?

• Time management has five main aspects:

– Planning & Goal Setting

– Managing Yourself

– Dealing with Other People– Your Time– Getting Results

– The first 4 all interconnect and interact to generate the fifth - results


Time as a Commodity

• Time is the most precious thing we have

• Time is ultimately the most valuable resource

• Time and how we spend it within the organization must be managed effectively

• Time is totally perishable

• Time cannot be stored up for use later www.Projacs.com Dr.Ibrahim Alhariri 19

Essential Habits

• Essential habits for good time management are:– Know where the hours are going

– Keep focused on the end result – Work to defined priorities – Schedule time for important issues – Delegate routine tasks and responsibility for them

– Confront your own indecision and delay

– Take the stress out of work

– Keep applying the essential habits!


Types of Time

• Time can be categorized into two types:

– Fast time• when absorbed in, or enjoying an activity

– Slow time• when bored with an activity or having a bad

time

• when scared


Over- & Under-estimating Time

• Time for tasks or activities can be over- or under-estimated due to

– Intensity of activity – Level of brain function – Length of gaps between enjoyments – Fear or ecstasy


Effects of Estimating Time Incorrectly

• Under-estimation of time • Stress due to committing to too many tasks

• Poor quality output• Deadlines may be missed

• Over-estimation of time• Stress due to people pressing to have

activities completed • Poor quality output• Deadlines set may not match requirements


Time Management Principles


Time Management Principles

Time Management PrinciplesTime Management Principles

Spent Time MatrixSpent Time Matrix

Quadrant 2Quadrant 2

Time-Based Management



Time Management• Stephen Covey identified 4 waves in time

management

– 1 Notes and Checklists– Recognition of the demands on energy & time

– 2 Calendars and appointment books– Scheduling with some focus on the future

– 3 Prioritization – Comparison of the relative worth of activities

– 4 Self management– Realization that time cannot be managed - it is ourselves

that we have to manage!

The Seven Habits of Highly Effective People: Covey,1989www.Projacs.com Dr.Ibrahim Alhariri 26

Spent Time Matrix

Q1

Q3

Q2

Q4

CrisesDeadlines

PreventionRelationship BuildingPlanningRecreation

InterruptionsSome MeetingsPopular Activities

Pleasant ActivitiesBusy WorkTime WastersTrivia

Urgent Not Urgent

Important

NotImportant


Quadrant 1

• Being in Quadrant 1 brings

– Stress

– Burnout

– Crises management

– Firefighting

– Focus on the immediate


Quadrant 3

• Being in Quadrant 3 brings

– Short term focus

– Crises management

– Low value on goals

– Feeling of victimization / lack of control

– Shallow relationships


Quadrants 3 & 4

• Cycling between Quadrants 3 & 4 brings:

– Total irresponsibility

– High dependency on others for basics

– Short career path in the organization


Quadrant 2

• Being in Quadrant 2 brings:– Vision

– Perspective

– Balance

– Discipline

– ControlThe Seven Habits of Highly Effective People: Covey,1989


Characteristics of a Quadrant 2 Person

• There are six basic criteria to allow a person to function in Quadrant 2:– Coherence– Balance– Focus– An ability to get on with people – Flexibility – Portability


Quadrant 2 Requirements

The basic requirements to reach Quadrant 2 are:

• Clear definition of organizational roles and specifically your own role

• Selection of and focus on SMART goals

• Development and utilization of schedules

• The practice of daily adapting in work role


Saying No and Quadrant 2

• To stay within Quadrant 2, there is a requirement that you must say no:

– In a professional manner

– When items are associated with Quadrant 3 or Quadrant 4 activities

• Not important not urgent• Not important but urgent • Will not deliver competitive advantage



• Fundamentals:– Focus is on time and resources

– Pre-analysis of performance

– Analysis of goals and objectives

– Systemization of processes


Focus on Time & Resources• For effective management of time there needs to be a reasonable

attempt made to look at the time and resources required to complete a task:

• The quality of the outcome is directly influenced by the resources and time constraints involved

Quality

TimeResources


Pre-Analysis Of Performance

• The ability to learn from past experience allows time management to improve performance

• The discipline of reviewing past performance allows the organization to:– Debug projects before initiation and subsequent waste of

resources – Define critical points in processes which need to have

particular attention paid to them – Improve the overall utilization of resources by capturing and

implementing best practice


Analysis of Goals & Objectives

• By setting goals that relate to business performance and conform to SMART criteria the organization will improve productivity:

– S -- specific and well defined objectives– M -- measurable outputs and inputs – A -- achievable in terms of resources available

and expectations

– R -- relevant to the overall business strategy

– T -- time bound with an operational schedule


Systemization of Processes

• The ability to design and implement processes that allow consistency of

– Input– Output– Training and skill transfer

– Consistency allows for time to be gauged accurately for activities which assists in the scheduling aspect of capacity planning in the organization


Time-based Management

• Need to look at

– Is the allotted time for completion of plans realistic for the person / team?

– In the effort to achieve results, is efficient use made of the available time?

– For teams - how can the time available be used to generate the optimal results?

– Is task-related time management appropriate and realistic in the situation?


Productive Work


Productive Work

Busy V’s ProductiveBusy V’s Productive

Indecision & DelayIndecision & Delay

OverworkOverwork

Urgency V ImportanceUrgency V Importance

PrioritizationPrioritization


Busy Work

• Just because you are busy does not mean that you are productive

• Differentiate between

– Effectiveness -- doing the right things

– Efficiency -- doing the right things correctly


Busy v Productive Work

• Problem No 1: Procrastination• Putting off doing the things that you should be

doing at this point!

• Solution• List all tasks that you are currently putting off • Remove two from the list by doing them now!• Plan and set a schedule for dealing with the rest • Reward when tasks are completed • Punish when tasks are not completed on schedule


Dealing with Indecision or Delay

• When faced with a task - decide to deal with it according to one of the following actions:

– Do it

– Delegate it

– Dump it

– Deadline it

– Dissect it



• Problem No 2: Paralyzing perfectionism – This is a failure to recognize the difference between

excellence and perfection

• Excellence• Achievable• Healthy• Satisfying• Realistic

• Perfection• Unattainable• Frustrating• Unrealistic



• Problem No 3: Setting unchallenging objectives – Objectives need to be set that challenge you in a realistic

manner and take heed of resource availability Otherwise you are busy without any possibility of success

• Use SMARTS criteria where the objectives are:– Specific– Measurable– Attainable– Realistic– Time-bound– Supported by the organization


Overwork

• Overwork can have effects that may be classified as– Psychological– Physiological

• People are overloaded for two main reasons

– The person or team does too much

– The person or team have too much to do


Overwork

• To deal with over-work, try the following – Understand your pressures – Don’t get worked up or panicked – Don’t blame everything on yourself – Walk away – Estimate time as well as possible – Agree priorities and keep them – Remind yourself that there is a limited

amount of time available to you www.Projacs.com Dr.Ibrahim Alhariri 52

Urgency V Importance

• Differentiating between – Urgent tasks

• assume importance as they demand immediate attention

– Important tasks• May become urgent if left undone • Usually have a long term effect

– To judge importance v urgency, gauge tasks in terms of

• Impact of doing them• Effect of not doing them


Prioritization Grid

Importance

Urgency

Priority 1Priority 2

Priority 3Priority 4


Prioritization

• The main aim of prioritization is to avoid a crisis

• To do this then you must

Schedule your Priorities

as opposed to

Prioritizing your Schedule


Crisis Management


Crisis Management

Proactive V ReactiveProactive V Reactive

Why Crises OccurWhy Crises Occur

Anticipating & PreventingCrises

Anticipating & PreventingCrises


Proactive v Reactive Work

• Reactive work - concentrates on getting things done

– Handling daily routines

– Dealing with urgency

– Resolving crises

– Handling interruptions


Proactive v Reactive Work

• Proactive work - concentrates on making things happen

– Developing plans and schedules

– Focusing on key tasks

– Achieving deadlines & targets

– Managing projects


Why Crises Occur

• Checklist of reasons:

– Failure to recognize the crisis

– Underestimation of time required

– No contingency plan is ready

– No follow-up on delegated tasks


Anticipating & Preventing Crises

• The most effective way to anticipate and prevent crises is to:

– Set deadlines and stick with them

– Use interim targets and milestones to break the task or project into manageable chunks

– Build the schedule so that it is realistic www.Projacs.com Dr.Ibrahim Alhariri 61

Planning


Planning

What is a Plan?What is a Plan?

Information & PlanningInformation & Planning

Time Management SystemsTime Management Systems

Goals & Time SpansGoals & Time Spans

CascadingCascading

The Daily PlanThe Daily Plan


Planning in Time Management

Rule No 1

Failing to Plan

is Planning to Fail


What is a Plan?

A plan is a road map set in real time to reach an

objective or set of objectives through the use of defined

resources


Information & Planning

Essential information:

• You need to know what you have to plan

• Once this is established – Break the task into manageable chunks – Gauge the time required for each chunk – Schedule each chunk into a logical sequence


Time Management Systems

• There are certain key criteria that need to be applied to a time management system:

– Functional

– Portable

– Intelligible



Pitfalls

• Totally dis-organized ‘system’– Nothing can be located when required

• Perfectly maintained system– Too much time is spent keeping the

system in perfect condition as opposed to actioning the items contained within it



• Key components– Appointments– Dated deadlines– Tasks - to do and work in progress– Ideas and notes– Key task identification– Personal information– Financial planning records– Crises log– Project log– Contact list


Goals & Time-spans

• A time management system is ineffective if defined goals are not available to work towards

– Strategic Goals - long term goals, perhaps out to five years

– Tactical Goals - medium term goals, from 3 - 12 months ahead

– Operational Goals - short term goals defining the exact action to be taken The schedule may cover hours or days


Checklist for Goals

• Checklist for Goals– Are they realistic and challenging?

– Have they been agreed with the manager and linked to the performance appraisal system?

– Do you know what it will look like when you have achieved the goal (visualization)?

– Are the goals important to you?– Is there a time bound aspect to the goals?– Are the goals SMART?

– What will the reward be once the goals have been achieved?


Cascading

• Planning levels should cascade as follows:– Yearly overview plan

– Monthly Plan

– Weekly Plan

– Daily Plan• Note that in the cascade, the time span decreases whereas

the level of complexity increases


The Daily Plan

• The Daily Plan should cover three main areas:

– Scheduled activities for the day showing time allocated to each

– Identification of key tasks for the day to allow them to be prioritized

– Indication of who you need to contact during the day to allow you to complete tasks


The Daily Plan• When setting out the daily plan pay

attention to the following points:– When do you perform best, suit your bio-

rhythm

– Build in planning time at the start and end of the day

– Prioritize actions into ‘musts, shoulds and coulds and focus on the ‘musts’


The Daily Plan

• Guidelines continued– Leave room for unexpecteds

– Don’t stack meetings back to back

– Batch telephone calls

– Build in quality time


Tips & Techniques


Tips & Techniques

Time LogsTime Logs

Quality TimeQuality Time

Managing DocumentsManaging Documents

Managing InterruptionsManaging Interruptions

Managing WorkspaceManaging Workspace

Managing your PhoneManaging your Phone


Time-logs

• A time-log is an effective way to see where your time actually goes to during the working day Record the information for about 2 weeks to get a representative picture of time spent

• By logging activities and the time taken to complete them, the time-log provides useful information that can identify

• Accuracy of estimating time for tasks• Time stealing activities• Level of interruption• Loading during the day • Crises points / tasks


Quality Time

• Quality time is where you can plan to do the most important high priority tasks

• It allows for deep concentration through eliminating interruptions

• It imposes a structure on work

• It allows you to move away from reactive work to proactive work


Dealing with Documents

• Document handling can steal a vast quantity of time from our working day

• Improve your document handling by:• Handling documents only once by :

– Act on what is required by the document

– File the document for reference later

– Dump the document


Dealing with Documents

• Have a good system for handling your documents that allows you to:

– Define what you need to keep and for how long

– Allows you to file materials easily and logically

– Facilitates access to materials

– Purge the files on a regular basis


Managing Interruptions

• Try to reduce the number of interruptions by applying the following techniques:

• Create a visual barrier at your workspace to reduce the incidence of ‘drop-in’ visits

• Don’t have extra chairs in your workspace - people do not hang around as long if they must stand

• For important work - move to another space so the potential interruptors can’t find you!

• Tell people that you are busy, explain why and arrange to contact them at a more suitable time


Managing Your Workspace

• How our workspace is organized has an impact on how efficient we are - try the following to improve efficiency

– De-clutter your desk by clearing it at the end of each working day

– File documents once they have been used

– Purge files regularly

– Organize a work flow system in your space


Managing Your Phone

• The telephone can be responsible for eating vast quantities of time - control the phone by using:

– Batch your outward calls

– Delegate calls that you don’t have to make personally to one of your team

– Terminate calls once the business has been done

– Set up a rota in your team for handling incoming calls


Summary


The WADE WADE Method

• WW – Write it down– Record everything you have to do– Use a planner or to-do pad

• AA – Add it up– Estimate how long your tasks will take

• Best, Worst, typical?

• DD – Decide– What will you actually do?– Are you overloaded? Delete, delegate, delay, diminish (to

shorter tasks)• EE – Execute your plan

– Do not procrastinate, do not do things perfectly

Taken from [2]

Summary

• Have a great planning system and use it

• Take on realistic goals an schedule accurately

• Do not over-commit

• Set and agree priorities to distinguish between urgent and important tasks

• Build in some flexibility to cope with anything unexpected

• Control your documents, workspace and phone


Summary

• Don’t procrastinate – Manage Your Time Today

• Define and use periods of quality time in your schedule

• Learn to say No in a professional manner

• Stay away from perfectionism and aim for excellence

• Build in time for personal development


Principles of Leadership and Management


Definition of Leadership

• The ability to obtain followers through Influence.

Proverbs: He who thinks he leads and has no one following him is only taking a walk.


Introduction to Strategic Management


Strategic Management• Strategic management is the study of why some

firms outperform others.– How to create a competitive advantage in the market

place that is unique, valuable, and difficult to copy

• “Total organization” perspective, integrating across functional areas.

• Two perspectives of leadership: romantic view and external control perspective.

• Strategies put together an understanding of the external environment with an understanding of internal strengths and weaknesses.


Definition of Strategic Management• Strategic management consists of the

analysis, decisions, and actions an organization undertakes in order to create and sustain competitive advantages (Dess, Lumpkin, & Eisner, Strategic Management: Creating Competitive Advantage, 3rd Ed., p. 9).


Definition of Strategic Management

• Analysis – Strategic goals (vision, mission, strategic objectives)

– Internal and external environment of the firm

• Decisions– What industries should we compete in?– How should we compete in those industries?

• Actions– Allocate necessary resources– Design the organization to bring intended strategies to

reality


Attributes of Strategic Management• Directs the organization toward overall

goals and objectives.

• Includes multiple stakeholders in decision making.

• Needs to incorporate short-term and long-term perspectives.

• Recognizes trade-offs between efficiency and effectiveness.


6 P’s Views of Strategy

• Plan - consciously intended course of action

• Ploy - maneuver to outwit opponent

• Pattern - consistency in behavior

• Position - location in environment

• Perspective - way of perceiving the world


Forms of Strategy

• Formal versus informal - associated with size of firm and stage of development. Mintzberg’s distinction between entrepreneurial and planning mode.

• Intended versus realized - intended strategies are the plans managers develop; realized strategies are the actions that actually take place over time.


Forms of Strategy


Strategic Management Process

• Analysis– Hierarchy of goals

– Analysis of external and internal environments

• Formulation– What business(es) should we be in?– For each, what is the basis for competitive advantage

(low cost, differentiation, focus)?

• Implementation– Functional tactics– Culture and organization structure


Coherence in Strategic Direction

• Company vision• Massively inspiring

• Overarching

• Long-term• Driven by and evokes passion

• Fundamental statement of the organization’s

– Values– Aspiration

– Goals

Hierarchy of Goals

Company visionCompany vision


Coherence in Strategic Direction

Mission statements• Purpose of the company• Basis of competition and

competitive advantages• More specific than vision• Focused on the means by

which the firm will compete Hierarchy of Goals


Mission statementsMission statements


Coherence in Strategic DirectionStrategic objectives• Operationalize the

mission statement

• Measurable, specific, appropriate, realistic, timely, challenging, resolve conflicts that arise, and yardstick for rewards and incentives

Hierarchy of Goals


Mission statementsMission statements

Strategic objectivesStrategic objectives


Levels of Strategy

Corporate-level

Functional-level

Business-level

Organization Chart TitleOrganization Chart Title


Does Strategic Planning Pay Off?• Original research showed mixed results. Planning

might not pay off for firms in static or turbulent environments or for small firms.

• Miller and Cardinal’s (1994) meta-analysis found that strategic planning affects firm growth and profitability. In particular, they found that:– Planning → performance link true for formal and informal

planning.– Planning → performance link even stronger in turbulent

environments.– Firm size unrelated to effectiveness of planning.


Strategic Management


Strategic Management Defined

The set of managerial decisions and actions that determines the long-run performance of a corporation. It includes:

environmental scanning (internal & external)

strategy formulation

strategy implementation

evaluation and control

It focuses on integrating management, marketing, finance/accounting, production/operations, research and development, and computer information systems to achieve organizational success.


Benefits of Strategic Management

• Clearer sense of strategic vision

• Sharper focus on what is strategically important

• Improved understanding of rapidly changing environment


Three Key Strategic Questions

• Where is the organization now?

• If no changes are made, where will the organization be in one, two, five or ten years? Are the answers acceptable?

• If the answers are not acceptable, what specific actions should management undertake? What are the risks and payoffs involved?


Strategic Management Model


Strategy Formulation

Strategy Implementation

Evaluation and Control

Mission

Objectives

Strategies

Policies

Environmental Scanning

Societal Environment

General Forces

Task Environment

Industry Analysis

Structure Chain of Command

Resources Assets, Skills

Competencies, Knowledge

Culture Beliefs, Expectations,

Values

Reason for existence

What results to accomplish by when Plan to

achieve the mission & objectives Broad

guidelines for decision making

Programs

Activities needed to accomplish a plan

Budgets

Cost of the programs Procedures

Sequence of steps needed to do the job

Process to monitor performanceand take corrective action

Performance

External

Internal

Environmental Scanning

Monitoring, evaluating and disseminating information from the environment to key people within the corporation.

Scan via SWOT analysis:

Look for opportunities/threats in the external environment

Look for strengths/weaknesses in the internal environment


Strategy Formulation

The process of developing long-range plans to deal effectively with environmental opportunities and threats in light of corporate strengths and weaknesses.

Composed of:• Mission• Objectives• Strategies• Policies


Mission

• The purpose or reason for the corporation’s existence. It tells who the company is, what they do as well as what they’d like to become.


Objectives

• The end results of planned activity. They state WHAT is to be accomplished by WHEN. They should be quantified, if possible.

• Should be specific, measurable and obtainable.


Strategies

• A strategy is a comprehensive master plan stating HOW the corporation will achieve its mission and objectives. There are three types:

• Corporate - a corporation’s overall direction and the management of its businesses.

• Business - emphasizes improving the competitive position of a corporation’s products or services in a specific industry or market segment.

• Functional - concerned with developing a distinctive competence to provide a company or business unit with a competitive advantage.


Hierarchy of StrategyHierarchy of Strategy

Functional Strategy

Business (Division Level)

Strategy

Corporate Strategy

Manufacturing Finance MarketingResearch

and Development

Human Resources

Strategic Business

Unit

Strategic Business

Unit

Strategic Business

Unit

Corporate Headquarters

www.Projacs.com Dr.Ibrahim Alhariri

115

Policies

• Broad guidelines for making decisions.

• E.g. - 3M’s policy requiring researchers to spend 15% of their time working on something other than their primary project.


Strategy Implementation

• The process of putting strategies and policies into action through the development of:

– Programs - statements of activities or steps needed to accomplish a single-use plan.

– Budgets - statements of a corporation’s programs in dollar terms.

– Procedures - systems of sequential steps or techniques that describe in detail how to perform particular tasks or jobs.


Evaluation and Control

• The process of monitoring corporate activities and performance results so that actual performance can be compared with desired performance.


Leadership vs. Management



• Leaders and managers are completely different and mutually exclusive– Managers are concerned with doing things

right (efficiency)– Leaders and concerned with doing the right

things (effectiveness)



• Leaders and managers are different roles but don’t have to be different types of people– Mintzberg’s 10 leadership roles– Kotter differentiating between managers

and leaders in terms of core processes and intended outcomes

– Rost view of management as a authority relationship and leadership as a multidirectional influence relationship



Manager Characteristics• Administers• A copy• Maintains• Focuses on systems and structures• Relies on control• Short range view• Asks how and when• Eye on bottom line• Imitates• Accepts the status quo• Classic good soldiers• Does things right

Leader Characteristics

• Innovates• An original• Develops• Focuses on people• Inspires trust• Long range perspective• Asks what and why• Eye on horizon• Originates• Challenges the status quo• Own person• Does the right thing


Direct vs. Indirect Leadership

• Direct leadership– Leader’s direct influence on immediate

subordinates.– Leader’s direct influence on lower-level

employees, peers, bosses, or outsiders

• Indirect leadership– Cascading effect of leadership influence– Influence over formal programs,

management systems, and structural forms– Influence over organizational culture


Difference between a Leader and ManagerLeader

- Provide vision and motivates people;

- Goal-oriented

Manager

- Make sure things happen through other

people;

-Task-oriented


Difference between a Leader and Manager

• Making sure the work is done by others is the accomplishment of a MANAGER;

• Inspiring others to do better work is the accomplishment of a LEADER.


Traits of Leader Manager

• Leader managers are long-term thinkers who see beyond the day’s crisis and the quarterly report;

• They constantly reaching beyond their specific area of influence


Traits of Leader Manager

• They put heavy emphasis on vision, values, and motivation;

• They have strong political skills to cope with conflicting requirements of multiple constituents;

• They don’t accept status quo.


Are leaders born?

Traits of a leading LEADER:

1. Is born with leadership qualities;

2. Has seen leadership modeled throughout life;

3. Has learned added leadership through training;

4. Has self-discipline to become a great leader.


Five levels of Leadership

• Level 1: Position or title; people follow because they have to (Rights).

• Level 2: Permission; people follow because they want to (Relationships).

• Level 3: Production; people follow because of what you have done for the organization (Results).

• Level 4: Personnel Development: People follow because of what you have done for them (Reproduction).

• Level 5: Personhood; People follow because of who you are and what you represent (Respect).


Important factors in leadership

• The key to leadership: Priorities;• The most important ingredient of

leadership: Integrity;• The ultimate test of leadership:

Creating positive change;


Important factors in leadership• The quickest way to gain leadership:

Problem solving;• The extra plus in leadership: Attitude;• Most appreciable asset of leadership:

People;


Important factors in leadership• The indispensable quality of leadership:

Vision;• The price tag of leadership: Self-

discipline;• The most important lesson I’ve learned

about leadership: Staff development.


Scheduling Scheduling WorkWork

I love deadlines.

I love the sound they make as they fly by.-- Douglas Adams

What is the purpose of a project schedule?

1. Coordinate– What to do and When?

1. Monitor– Are we on time?– Are problems starting to occur?

Reminder: Why is software late?

Under-Estimate of effort.

Unrealistic deadlines imposed by outsiders.

Changing requirements.

Risks that were not considered.

Technical problems that could not be foreseen.

Failure to recognized that the project is falling behind schedule and lack of action to correct the problem.

Software Engineering : A Practitioner’s Approach by Pressman

1. Determine dependencies of activities.– Major Activities are listed in the WBS.– Leverage past projects to determine dependencies.– Surprises are very bad.

1. Use dependencies to build activity network diagram (e.g. PERT chart).

2. Determine critical path.

3. Map network to a timeline (e.g. Gantt chart) using the effort estimates.

• You Can Use a software tool to help do this work.

PERTPERT – Program Evaluation and Review Technique

Dependency Types

• External Dependency– Other projects– Stakeholders– Sub-Contractors

• Internal Dependency– Audits (design, testing, documentation, …)– Sign-Offs at end of phase

Dependency Types

• FS - B cannot start until A is finished.– coding must wait on design to be finished

• SS - A and B must start at same time.– documentation and coding start together

• FF - A and B finish at same time.configuration management ends when testing is done

• SF – B not finish to start A

Dependency Types

• Lag – T2 cannot start until a given amount of time after T1 is done.– Start on-site training one week after final demo

to customer management group.

• Soft (Leg)– T2 should start after T1, but it is not completely essential that T1 be finished.– Populate the new database after the database

has been built. If the new database is not completely finished we can still populate the few finished tables.

Dependency Types• constrain– if any task should start or finish on defined

date.

• Free slack or free float is the amount of time an activity can be delayed without delaying the early start of any immediately following activities

Free float = ES (of successor) – EF of current activity-1 or LS (of successor) – LF of current activity-1

• Total slack or total float is the amount of time an activity can be delayed from its early start without delaying the planned project finish date.

Total float = LS-ES or LF-EF

Dependency Types

• A forward pass through the network diagram determines the early start and finish dates.

• A backward pass determines the late start and finish dates.

• ES

• EF

• LS

• LF

Critical Path

• It is the “longest” path in the PERT network from the start to the end.

• It determines the duration of the project.

• It is the bottle-neck of the project.

CPMCPM – Critical Path Method

activities are graph nodes (circles or squares)single estimate for duration of tasks

Time and Timings of an Activity:

• t=estimated performance time;

• ES=Earliest starting time;

• LS=Latest starting time;

• EF=Earliest finish time;

• LF=Latest finish time;

• s=Slack(Float) time of a task.

Uses of Time and Timings

• Earliest times (ES and EF) and latest times (LS and LF) show the timings of an activity’s “in/out” of project.

• ES and LS of an activity tell the time when the preparations for that activity must be done.

• For calculating the critical path.

Computing Earliest Times

Step 1. Mark “start” node: ES=EF=0.

Step 2. Repeatedly do this until finishing all nodes:For a node whose immediate predecessors

are all marked, mark it as below:• ES = Latest EF of its immediate predecessors,

• EF = ES + t • Note: EF=ES at the Finish node.

Computing Latest Times:

Step 1. Mark “Finish” node: LF = LS = EF of “Finish” node.

Step 2. Repeatedly do this until finishing all nodes:For a node whose immediate children’s are

all marked with LF and LS, mark it as below:

• LF = Earliest LS of its immediate children,• LS = LF – t

• Note: LS=LF at Start node.

Computing Slack Times• For each activity: Slack(Float) = LS – ES = LF – EF

Dependency Types• (T)Duration - PERT weighted average =

(O)optimistic time + 4X (L)most likely time +(P) pessimistic time

6

• Example:

PERT weighted average =

8 workdays + 4 X 10 workdays + 24 workdays = 12 days 6

where: optimistic time= 8 daysmost likely time = 10 dayspessimistic time = 24 days Therefore, you’d use 12 days on the network diagram instead of 10 when

using PERT for the above example.

http://www.cs.unc.edu/~stotts/COMP145/homes/map/images/pert.gif

CPM ExampleCPM Example

http://www.mckinnonsc.vic.edu.au/la/it/ipmnotes/ganttpert/pert_chart.gif

PERT ChartPERT Chart

Example Activity Network – Activity on Node

T1

T2

T3

T4 T6

T5

T7

T8 T9

1wk

2wks

4wks

3wks

1wks

1wk

3wks

2wks 1wk

Questions:1. Minimum time to complete the project?2. Critical Path?3. For T2, what are the earliest start time, latest start, earliest finish, latest finish?

es=2ndwk ls=4thwk ef=3rdwk lf=5thwk

Resulting Gantt Chart

1 2 3 4 5 6 7 8 9 10 11 12 13 14

T1

T2

T3

T4

T5

T6

T7

T8

T9

Advanced Scheduling TopicsAdvanced Scheduling Topics

• Using Milestones

• Managing Uncertainty in the Timeline

• PERT confusion

• Resource Leveling

• Using Scheduling Tools

Milestones

• Why must you schedule milestones, such as reviews, throughout the project?

Managing Uncertainty

• Q:Q: How confident can we be in our milestone dates and the delivery date?

• Q:Q: Can we calculate the confidence level?

• A:A: Using confidence values and Statistics1. for each task, determine pessimistic and optimistic times

2. if PT-OT is small for all tasks, then great!!!

3. compute average PT-OT, and std dev

4. if a task's PT-OT is outside the std dev,worry about that task

Managing Uncertainty

• Q: Where do we schedule uncertainty time?

• A1: spread it out by bumping each milestone.

• used by Critical Path

• A2: lump it together as one activity at end.• used by Critical Chain

Common PERT Problem

• K – integration testing

• L – Install Software• M – Write Manual• N – Train Users

But wait, we can shorten the project if we write the manual right after testing is finished. (L and M can be done in parallel.) So…

3 4 521K L M N

Pert Problem cont…



But wait, the system needs to be installed before we can use it to train people. So…

3

4 5

21K

L

M N

Pert Problem cont…• K – integration testing


But what is that activity between dates 3 and 4? So…

3

4521

KL

M N

Pert Problem cont…• K – integration testing


Dashed line is a dummy activity.

3

4521

KL

M N

Pert Problem cont…

Note: dummies not needed with "activity on node" graphs.

K N M

L


• L – Install Software

• M – Write Manual

• N – Train Users

Resource LevelingResource Leveling

• Leveling usually yields longer projects

• Activity Shifting– to avoid using resources during a peak time.– use slack in start and end dates

• Activity Splitting– to shorten duration– break long activity into pieces when more

resources are available

• Optimize the System, not individual tasks

Leveling Example

• What is the completion time?• Since F is so long, what would be the completion

time if we break F into two parallel parts of 2wks and 3wks?

A3wks

B2wk

E2wks

C2wks

F5wks

G3wks

H3wks

I2wks

D2wks

Scheduling Tools

• Gantt Chart producers

• MS Project– Web access– Supports multiple projects– Dependencies– Billing support– Resources leveling– Gantt charts, activity network, …

MS Project

Open WorkBench

167

Some Gantt / PERT Terms

•Lead timeOccurs when a task should theoretically wait for its predecessor to finish, but can actually start a little early. The time that the tasks overlap is lead time. E.g. when replacing computers in a computer lab, you could actually start bringing in the new computers while the old ones were being packed up and moved out.

168

Some Gantt / PERT TermsLag time

The minimum amount of time that must pass between the finish of one activity and the start of its successor(s).

For example, if task A is laying a house’s concrete slab, and dependent task B is putting up the house walls, there would need to be some lag time between the end of task A and the start of task B to let the concrete set.

Lag time is shown in a PERT chart as an arrow with a duration but no task assigned to it.

169

Some Gantt / PERT Terms

Dummy Task

Shown by a dotted arrow on a PERT chart, it shows a dependency but no task. The next example shows this…

170

Examples & Questions ?????

Example1: Getting up in the morning

Task Duration (mins)1 Alarm rings 02. Wake Up 33. Get out of bed 54. Wash 55. Get dressed 56. Put kettle on 27 Wait for kettle to boil 58 Put toast on 29 Wait for Toast 310 Make coffee 311 Butter Toast 212 Eat Breakfast 1013 Leave for Lectures 0

Pert Chart

Leave forLectures

9:30am 9:30am

9:30am 9:30am

Wash

8:56am 9:01am

8:56am 9:01am

Get dressed

9:01am 9:06am

9:01am 9:06am

Eat Breakfast

9:20am 9:30am

9:20am 9:30am

Put Kettle on

9:06am 9:09am

9:09am 9:12am

Wait for kettle toboil

9:09am 9:14am

9:12am 9:17am

Make Coffee

9:14am 9:17am

9:17am 9:20am

Butter Toast

9:16am 9:20am

9:16am 9:20am

Wait for Toast

9:11am 9:16am

9:11am 9:16am

Put toast on

9:06am 9:11am

9:06am 9:11am

Get out of bed

8:56am 8:56am

8:56am 8:56am

Critical Path Analysis

• Compute earliest and latest start/finish for each task

• The difference is the slack

• The Critical Path joins the tasks for which there is no slack

• Any delay in tasks on the on the critical path affects the whole project

Pert Chart

Leave forLectures

9:30am 9:30am

9:30am 9:30am

Wait for kettle toboil

9:09am 9:14am

9:12am 9:17am

Make Coffee

9:14am 9:17am

9:17am 9:20am

Butter Toast

9:16am 9:20am

9:16am 9:20am

Wait for Toast

9:11am 9:16am

9:11am 9:16am

Put Kettle on

9:06am 9:09am

9:09am 9:12am

Get out of bed

9:06am 9:06am

9:06am 9:06am

Put toast on

9:06am 9:11am

9:06am 9:11am

Eat Breakfast

9:20am 9:30am

9:20am 9:30am

Get dressed

9:11am 9:16am

9:15am 9:20am

Wash

9:06am 9:11am

9:10am 9:15am

Gantt Chart

ID Name Duration

1 Get out of bed 0m2 Wash 5m3 Get dressed 5m4 Put Kettle on 3m5 Wait for kettle to boil 5m6 Make Coffee 3m7 Put toast on 5m8 Wait for Toast 5m9 Butter Toast 4m10 Eat Breakfast 10m11 Leave for Lectures 0m

9am

176

• 1: Which tasks are on the critical path?• 2: What is the slack time for tasks C, D and G?• 3: Task C is delayed by one day. What impact would this have on the

completion date of the project? Why?• 4: Task A will be delayed by 2 days because some equipment has

arrived late. If the project manager wants to finish the project on time he will need to shorten the duration of one or more of the tasks. How can he achieve this?

• 5: The project manager reduces the durations of tasks D and F by one day each. How will this affect the finishing date of the project?

Example2: software project

177

1: Which tasks are on the critical path?

ANSWER: A,B,D,F,I

Possible paths:

A,B,C,E,I = 2+3+1+4+3 = 13 days

A,B,D,F,I = 2+3+3+3+3 = 14 days

A,G,H,I = 2+2+5+3 = 12 days


178

2: What is the slack time for tasks C, D and G?

Path C,E = 5 days, Path D,F = 6 days

Path B,C,E = 8 days. Path B, D, F = 9 days

Path G, H = 7 days.

Difference (slack) = 1 day for tasks C or E compared to D,F

So G & H have 2 days’ slack between them.

B,C and E have 1 day’s slack, B,D,F have no slack.

TASKS C and D…

TASK G…


179

3: Task C starts one day late. What impact would this have on the completion date of the project? Why?

No impact, because task C has one day’s slack (as discovered in previous question!)


180

4: Task A will be delayed by 2 days because some equipment has arrived late. If the project manager still wants to finish the project within the original time frame, he will need to shorten the time for one or more of the tasks. What steps can he take to reduce the number of days allocated to a task?

The answer has NOTHING to do with the chart! Just say how jobs can be finished more quickly, e.g. bringing in extra workers from slack tasks, working longer hours, working weekend, streamlining work practices, automating tasks etc.

181

• 5: The project manager decides to reduce the time needed for tasks D and F by one day each. How effective will this reduction be in achieving his aim of maintaining the original finish time for the project?

It is only partially effective. Reducing tasks D and F by one day each means the path A,B,D,F,I is now 12 days long. However, path A,B,C,E,I is still 13 days so it becomes the longest path, and therefore becomes the new critical path.

The project is now 13 days long instead of 14, a saving of only one day.


182

Example3: A Family Routine

183

Questions

Q1. What tasks are on the critical path?Q2. What is the minimum time it would take for the family to reach the footy game after the alarm goes off?Q3. How much more time could dad walk the dog before eating breakfast got delayed? (Note: Mum insists the entire family eats together)Q4. What is this time called? Q5. If mum skipped her 40 minute shower, how much earlier would they get to the game?

184

Q1

What is the critical path?Path 1 = 5+5+40+15+15+5+25 = 110 minPath 2 = 5+5+30+15+5+25 = 85Path 3 = 5+5+10+15+15+5+25 = 80

The critical path is the longest path : path 1

185

Q2

What is the minimum time it would take for the family to reach the footy game after the alarm starts ringing?

The duration of the critical tasks… 110 minutes

186

Q3 & 4

How much more time could dad walk the dog before eating breakfast got delayed?

What is this time called?

30 minutes… Shower + Prep Brekky = 55 min vs

Walk Dog + Dad Shower = 25 min … 30 min diff

Slack time (or float)

187

Q5

If mum skipped her 40 minute shower, how much earlier would they get to the game?

• When the critical path is reduced by 40 minutes, it stops being the critical path.

• Path 2, at 85 min, becomes the critical path.

• Since it is 25 min shorter than the original 110 minute critical path, there is a 25 minute saving.

188

Example4:Online booking

A college committee organising a VCE social is changing to an online booking and recording system. This diagram shows some tasks and the timeline associated with the development of the online system.

189

If the design team cannot agree on the steps involved in testing and the task takes two extra days what impact will this have on the critical path of the project?


190

A) NO IMPACT. The other path is 2+10+5 = 17 days, so the delayed task has 12 days’ slack!


191

What task would be shown in the empty box?


192

It's a no-brainer. Everything before the empty box is about setting up testing. Everything after it is about fixing errors that were found by testing. What's missing? TESTING!


193

What is the maximum number of days the task "select testers" could take if the critical path cannot be changed?


194

Since "Select testers" is on the critical path, the easy answer is FIVE DAYS (i.e. no change, because any change to the task would change the critical path.)


195

Is Task D is a predecessor for :(A) Tasks E&F?(B) Tasks B&C?(C) Tasks C&F?(D) Tasks B&E?

Example5: Supermarket software

196

No dependency arrows! Examiners don’t seem to understand them. Assume that a task that does not start on day 1 must be dependent on some other task. Which tasks are dependent on task D? Find the tasks that start as soon as task D has finished… E and F. So the answer is [A].


197

Q13b (i) Mark the critical path

Note the dummy task before ‘train the cashier’. I think it’s meant to imply that training the cashier is dependent on installing the hardware first… but it should connect to the node after “install hardware” and have a duration attached. Grrr!


198

Path 1 = 1+1+2 = 4 days (excluding last task) Path 2 = 1+2 = 3 days*Path 3 = 2+1+2 = 5 days*


199

ii. Explain why the supermarket has allowed a week between the completion of the project and the opening celebrations.


200

One week has been allowed for:• fixing any problems that occur during the testing of the system• allowing for any delays that might occur so that the store meets its opening date.


201

• In the table above the critical path consists of tasks • A. 1,2,4 and 5? • B. 1,3,4 and 5?• C. 1,2,5 and 6?• D. 1,2,4 and 6?

Example6: Government Project

202

The path from start to end that takes the longest time is <A> 1,2,4,5.

• Can't be <B> because tasks 1 and 3 are concurrent.• Can't be <C> because tasks 5 and 6 are concurrent. • Can't be <D> because task 6 does not lead to the

longest possible path.


203

In the table above how many tasks can run over time without affecting the completion date? 1,2,3 or 4?


204

• Only tasks that are NOT on the critical path can possibly run over time without affecting the completion date.

• Rule out the 4 tasks on the critical path (1,2,4,5).This leaves 3 & 6, so the answer must be 1 or 2 tasks.

• Task 3 can run over time by 5 days. Task 6 can run over time by 2 days. So the answer is <B> two tasks.


Communication Skills


Contents

• What is CommunicationWhat is Communication• The Communication EquationThe Communication Equation• Process of CommunicationProcess of Communication• Types of CommunicationTypes of Communication• Levels of CommunicationLevels of Communication• Communication BarriersCommunication Barriers• Tools of Effective CommunicationTools of Effective Communication• The 7 keys of Powerful CommunicationThe 7 keys of Powerful Communication• Characteristics of effective communicationsCharacteristics of effective communications

Communication is a series of experience of

HearingSmell

Seeing

Taste

Touch

Most Common Ways to Communicate

Speaking Writing

Visual Image

Body

Language

Deepti Singh

Communication Goals

To get and give information

To persuade

To ensure understanding

To get action

To change behavior

What is Communication?

What does it mean to you?

• The process of communication is what allows us to interact with other people; without it, we would be unable to share knowledge or experiences with anything outside of ourselves. Common forms of communication include speaking, writing, gestures, touch and broadcasting.


It is a process of exchanging –InformationIdeasThoughtsFeelingsEmotionsThrough –SpeechSignalsWritingBehavior



Personal Presentation

• Does personal presentation make a difference to the way we are perceived?

• Does it matter?

• What can we do about it - do we have to look bland and boring?

• What if our organisation has a dress code?


The Communication Equation

• What you hear• Tone of voice• Vocal clarity• Verbal expressiveness 40% of the message

• What you see or feel• Facial expression• Dress and grooming • Posture• Eye contact• Touch• Gesture 50% of the message

• WORDS … 10% of the message!


Sender

Channel

Receiver

Feedback

Channel

Encoding

Decoding

MessageNoise

Barrier

Process of

Deepti Singh

Types of Communication

On the basis of organization relationship

Formal Informal

On the basis of Flow Vertical Crosswise/Diagonal Horizontal

On the basis of Expression Verbal(Oral) Written Non Verbal(Gesture)

Types of

People communicate with each other in a number of ways that depend upon the message and its context in which it is being sent.

Types of communication based on the communication channels used are –

Verbal Communication Witten Communication Nonverbal Communication

Verbal vs Non Verbal

• Can we communicate without words?

• Voice attributes• What are they and how do they affect communication?

• Physical attributes• What could be considered here and how do they affect communication?

• The power of touch• What and when is OK?

• Which is better, verbal or non verbal?


Verbal(oral)

It refers to the form of communication in which message is transmitted verbally.

Communication is done by word of mouth In verbal communication remember the acronym

“KISS”KISS” (keep it short and simple).

Verbal(oral) In oral communication, Spoken words are used. It includes face-to-face conversations, speech,

telephonic conversation, video, radio, television, voice over internet.

Communication is influence by pitch, volume, speed and clarity of speaking.

Advantages –It brings quick feedback.In a face-to-face conversation, by reading facial expression and body language one can guess whether he/she should trust what’s being said or not.

Disadvantages –In face-to-face discussion, user is unable to deeply think about what he is delivering, so this can be counted as a fault.

Written

In written communication, written signs or symbols are used to communicate.

In written communication message can be transmitted via email, letter, report, memo etc.

Written Communication is most common form of communication being used in business.

Advantages –Messages can be edited and revisedWritten communication provide record and backup.A written message enables receiver to fully understand it and send appropriate feedback.

Disadvantages –Written communication doesn’t bring instant feedback. It take more time in composing a written message as compared to word-of-mouth and number of people struggles for writing ability.

Nonverbal(gesture)• Nonverbal communication is the

sending or receiving of wordless messages. Such as gesture, body language, posture, tone of voice or facial expressions, is called nonverbal communication.

• Nonverbal communication is all about the body language of speaker.

Nonverbal communication have the following three elements –

• AppearanceSpeaker – clothing, hairstyle, neatness, use of cosmeticsSurrounding – room size, lighting, decorations, furnishings

• Body Languagefacial expressions, gestures, postures

• SoundsVoice Tone, Volume, Speech rate

Levels of

1- Intrapersonal Communication1- Intrapersonal Communication

• is communication that occurs in your own mind. It is the basis of your feelings, biases, prejudices, and beliefs.

– Examples are when you make any kind of decision – what to eat or wear. When you think about something – what you want to do on the weekend or when you think about another person.

2- Interpersonal communication2- Interpersonal communication

•is the communication between two people but can involve more in informal conversations.

– Examples are when you are talking to your friends. A teacher and student discussing an assignment. A patient and a doctor discussing a treatment. A manager and a potential employee during an interview.

Levels of

3- Small Group communication3- Small Group communication

• is communication within formal or informal groups or teams. It is group interaction that results in decision making, problem solving and discussion within an organization.

– Examples would be a group planning a surprise birthday party for someone. A team working together on a project.

Levels of

4- One-to-group communication4- One-to-group communication

•involves a speaker who seeks to inform, persuade or motivate an audience.

– Examples are a teacher and a class of students. A preacher and a congregation. A speaker and an assembly of people in the auditorium.

Levels of

• 5- Mass communication • is the electronic or print transmission

of messages to the general public. Outlets called mass media include things like radio, television, film, and printed materials designed to reach large audiences.

– A television commercial. A magazine article. Hearing a song on the radio. Books, Newspapers, Billboards. The key is that you are reaching a large amount of people without it being face to face. Feedback is generally delayed with mass communication.

Levels of

Barriers of

Deepti Singh

Barriers to Communication

Semantic BarriersEmotional Or Psychological Barriers Organizational BarriersBarriers in Superiors Culture Barries

Deepti Singh

Semantic Barriers

Symbols with different meaningBadly expressed messageFaulty translationUnclarified assumptionSpecialist’s language

Deepti Singh

Emotional Or Psychological Barriers

Premature evolutionInattentionLoss of transmission &

poor retentionUndue reliance on the

written wordDistrust of communicationFailure to communicate

Deepti Singh

Organization Barriers

Organizational policyOrganization rules &

regulationStatus relationComplexity in organization

Deepti Singh

Personal Barriers

Barriers in Superior Attitude of Superior Fear of challenge of authority Lack of time Lack of awareness

Barriers in Subordinates Unwillingness to communicate Lack of proper incentive

Ethnic relationGender relationNational relationReligion relation

Culture Barries

How to Overcome Barriers of • Taking the receiver more seriously• Crystal clear message• Delivering messages skilfully• Focusing on the receiver• Using multiple channels to communicate instead of

relying on one channel• Ensuring appropriate feedback• Be aware of your own state of

mind/emotions/attitude

Barriers to Effective Communication

Barriers to effective

communication

Language NoiseTime

DistractionsOther people

Put downsToo many questions

Distance

Discomfort

with the topic

Disability

Lack of interest


Tools of effective

• Be Brief• Manners• Using “I”• Be Positive• Good listener

• Spice up your words• Clarity• Pronunciation

Effective Communication Skills

Effective Communication skills

Eye contact & visible mouth

Body language

Silence

Checking for understanding

Smiling face

Summarising what has been said

Encouragement to continue

Some questions


Characteristics of effective communications• Effective communication requires the

message to be:

• Clear and concise

• Accurate

• Relevant to the needs of the receiver

• Timely

• Meaningful

• Applicable to the situationwww.Projacs.com Dr.Ibrahim Alhariri 238

Characteristics of effective communications• Effective communication requires the

sender to:

• Know the subject well

• Be interested in the subject

• Know the audience members and establish a rapport with them

• Speak at the level of the receiver

• Choose an appropriate communication channel


Characteristics of effective communications• The channel should be:

• Appropriate

• Affordable

• Appealing


Characteristics of effective communicationsThe receiver should:

•Be aware, interested, and willing to accept the message

•Listen attentively

•Understand the value of the message

•Provide feedback


Characteristics of effective communicator• An effective verbal

communicator:• Clarifies• Listens• Encourages

empathically• Acknowledges• Restates/repeats

• An effective nonverbal communicator:

• Relaxes

• Opens up• Leans toward the

other person

• Establishes eye contact

• Shows appropriate facial expressions


The 7 keys of Powerful Communication1. Assertiveness

2. Authenticity

3. Asking

4. Open-Mindedness

5. Empathy vs Sympathy

6. Clarity(Transparency)

7. Listeningwww.Projacs.com Dr.Ibrahim Alhariri 243

Deepti Singh

How do you develop your communication skills? Explore the related skills

Tips to good communication skills

Maintain eye contact with the audience Body awareness Gestures and expressions Convey one's thoughts Practice effective communication skills

At Last

Effective Communication . . .

It is two way.

It involves active listening.

It reflects the accountability of speaker and listener.

It utilizes feedback.

It is free of stress.

It is clear.

Effective communication

• Meaning and Definition

• Uses of Effective Communication

• The 7C’s of Effective Communication

• Facts about Effective communication

Meaning and definition

Meaning-Effective Communication is a two way process – sending the right message and to the right person. It is important to know the psychology of the people you are interacting with for communication to be effective.For communication to be effective it is necessary to know the circumstances of the counter entity.Effective communication includes all the aspects of visual, auditory and kinaesthetic language to appeal the listener.

Definition- “Effective communication is the communication which produces intended or desired result”

Uses of effective communication

•Effective communication helps to understand a person or situation in a better way.

•It enables us to solve the differences, build trust and respect in the organization.

•Sometimes our message is misunderstood or we misunderstand the received message, effective communication helps us to resolve problems with both’s point of view.

•Effective communication helps us to connect well with kids, spouse, boss, colleagues, etc.

•It helps us in decision making.

The 7c’s of effective communication

1.Completeness

2.Conciseness

3.Consideration

4.Clarity

5.Concreteness

6.Courtesy

7.Correctness.

Completeness`•The information conveyed in the message should be

complete for the communication to be effective.

•The sender must take into consideration the receiver’s mind set and convey the message accordingly.

•Complete communication enhances the reputation of the organization.

•Complete information always gives additional information wherever required, it leaves no question in the minds of the receiver.

•Complete information helps in better decision making as it serves all the desired and crucial information.

•Complete information persuades the audience.

Conciseness•Conciseness means communicating what you want to convey in least possible words.

•Conciseness is a necessity for effective communication.

•Concise communication provides short and essential message in limited words.

•Concise message is more appealing and comprehensive to the audience.

•Concise messages are non repetitive in nature.

Consideration•Effective communication must take audience into consideration by knowing the viewpoints, back ground, mindset, educational level, etc.

•Consideration implies ‘stepping into the shoes of others’.

•Consideration ensures that the self respect of the audience is maintained and their emotions are not harmed.

•Consider the needs and requirements of the audience to achieve effective communication.

Clarity

•Clarity implies emphasizing on a specific goal or objective at a time, rather than trying to move away from track.

•Clarity helps to understand the message easily.

•Complete clarity of thoughts and ideas enhances the meaning of message.

•Clarity comes with the use of exact, appropriate and concrete words.

Concreteness

•Concrete communication implies being particular and clear rather being fuzzy and general.

•Concrete communication shows good level of confidence.

•Concrete information helps to strengthen the reputation of the organization.

•Concrete information cannot be misinterpreted.

Courtesy•Courtesy means being polite, kind, judicious, enthusiastic and convincing.

•Courtesy is an important element of effective communication.

•Courtesy reflects the nature and character of the sender of the message.

•It is the same as give respect and then expect the same.

•Courtesy is not at all bias in nature.

Correctness•Correctness in the communication implies that the correct information is conveyed through message.

•Correct communication boosts up the confidence level of the sender.

•Correct information has greater impact on the audience.

•Free from grammatical errors and use of appropriate and correct language.

•Correct information includes the precision and accurateness of facts and figures used in the message.

What is listening ?

• Listening is the absorption of the meanings of words and sentences by the brain. Listening leads to the understanding of facts and ideas.

Various stages to listening

• Hearing

• Focusing on the message not the person

• Comprehending and interpreting

• Analyzing and Evaluating

• Responding

• Remembering

Co-relation between Listening and Speaking

9%

16%

30%

45%

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

Writing Reading Speaking Listening

What we are taught….

9%

16%

30%

45%

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

Writing Reading Speaking Listening

Amount taught

Importance of listening

“If we were supposed to talk more than listen, we would have been given two mouths and one ear.”

Mark Twain

Techniques of active listening

PARAPHRASEPARAPHRASE

Restate what was said in your own

words

PARAPHRASEPARAPHRASE

Restate what was said in your own

words

SUMMARIZESUMMARIZE

Pull together the main points of a

speaker

SUMMARIZESUMMARIZE

Pull together the main points of a

speaker

QUESTIONQUESTION

Challenge speaker to think further,

clarifying both your and their

understanding, however suspend

judgement

QUESTIONQUESTION

Challenge speaker to think further,

clarifying both your and their

understanding, however suspend

judgement

Path for good communication

Conclusion

A man is seldom better than his conversation

- German Proverb

Questions & Comments ????

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managing multiple tasks, priorities and deadlines

Leadership & Management