project management leadership 2.1. 2012#1

Project Management Leadership

Presented by Rolf Kühnast, Pr Eng, B.S.c.Eng, MBL, PrM

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Introduce who?

“Leadership skills will be the pm’s critical success factor....”

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Top 10 PM Trends for 2011by ESI, January 5, 2011

Strategic competencies to master: critical thinking, crucial communication and organizational change management, What does “leadership” mean to organisations in the project and programme management context?

As a project manager you will be leading people

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Effective project managers constantly develop their leadership skills

You want to stand out as a superior project manager

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Discover your leadership skills, and learn how to apply them in your projects

• Defining leadership

• Leadership tasks during the Initiating phase

• Leadership tasks during the planning phase

• Leadership tasks during the execution phase

• Leadership tasks during the closing phase

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■ Defining leadership■ The social motive: power and influence

■ Leadership effectiveness

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Leadership concepts

Leadership in action

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Qualities of a leader:1. Write down the names of 5-6 people that you consider to be real leaders. These should be people that show leadership by their actions, and not by titles.

2. To each person on the list, add the qualities (Behaviours, attitudes, activities) that you believe make these persons leaders

3. In groups of 4, compare the attributes for the persons that you have identified as leaders.

Group learning activity

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The focus should be on the delegates’ view of what they think are the attributes of a leaderWhat names appeared in most lists?Why were these ones popular?Where there any oddities on the list?what qualities do they have that help them to lead? Are leaders born or made?

Managers Leaders

Focus on things Focus on people

Do things right Do the right thingsPlan Inspire

Organise Influence

Direct Motivate

Control Build

Folllow the rules Shape entities

11Managers vs Leaders

Social motive: power and influence12

Need for Achievement (nAch) Independent, Self-starter, Initiator, Assertive, Feedback, Win-winNeed for Affiliation (nAff) Dependent, Followers, Non-assertive, Group-orientated, Seek PraiseNeed for Power (nPow) Self-centered, Dominating, Win-lose, Manipulative, Non compromise

How are these people exercising power and influence?

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Coercive power: based on fearConnection power: based on links with important peopleExpert power: Based on the leaders skills and knowledgeInformation power: Based on access to informationLegitimate power: Based on positionReferent power: Based on personal traitsReward power: based on rewards, pay, promotion or recognition

You be the Judge!

Identify which power is being exercised in the seven scenarios given to you

Learning Instrument: Power CardsHandout: Scenarios


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15Project management leadership

Project leadership is the ability to get things done well through others.It requires:A vision of the destination.A compelling reason to get there.A realistic timetable.A capacity to attract a willing team.

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Self-discovery activity

Leadership Effectiveness:Are you a team-centered , or project management centered leader?Discover your personal supervisory style

Learning Instrument: Leadership effectiveness questionnaire

Leadership tasks during the initiation phase

■ Align project with parent organisation

■ Perform risk analysis

■ Justify and select project

■ Select key project participants

■ Determine team operating methods

■ Develop top management support

■ Commit to project

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Leadership task: Align project with parent organisation

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StrateStrategic

Management

Change Architecture

Programm

e Architecture

Strategic Portfolio Management

Project Management

Programme Delivery Management

Benefits Realisation

Strategic Initiatives

Outcomes

Outputs

Man

agem

ent

Disc

ipline

s

Core

Mana

gem

ent P

roce

ses

Enterprise Programme Management: Delivering Value by David Williams and Tim Parr Palgrave. Macmillan © 2004 ISBN:1403917000

19The Enterprise Programme

Management Framework

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Review/revise mission

Strategic Management Process

Portfolio of strategic choices

Strategy implementation

Projects

Strategy formulation

New goals and objectives

Internal environment- strengths and weaknesses

External environment- opportunities and threats

Review and define organisational

mission

Set long-range goals and objectives

Analyse and formulate

strategies to reach objectives

Implement strategies through

projects

What are we now?}

where do we intend to be}How are we going to get

there}

Portfolio of Projects

Corporate Objectives

Project 1

Strategic

Project 1

Operational

Project 1Project 1Project 1

Capital Expansion

Project 1Project 1Project 1

Product

Dept 1 Dept 2 Dept 3 Dept 4 Dept 5 Dept 6

Project A

Project B

Project CProj

ect M

anag

emen

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ojec

t Tea

mPr

ogra

mm

e M

anag

emen

t, PM

OSt

rate

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Exec

utive

Co

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Portf

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M

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Mission and VisionStrategic ObjectivesKey Business Oblectives

Identify Projects

Project Scheduling

Establish Optimised Portfolio

Prioritise and Select Projects

Resource Allocation

Master Programme Schedule

Interproject Coordination

Consolidated Reporting

Life Cycle Management

PM Tools and Processes

Strategic Allignment

The Portable MBA in Project Management, John Wiley & Sons, Edited by Eric Verzuh

PMO

21Enterprise programme management

structure

■ What is the project's vision? ■ What value does the potential project offer the organization? ■ Can the project be understood and articulated at different levels (as part of the larger organization, as a system itself, and as a combination of its parts)? ■ What level of human and other resources will the project potentially require? ■ What is the project's priority in comparison with other projects? ■ How is work within the project prioritized? ■ How will the parent organization's culture help or hinder the work of this project and vice versa?

❖ Focusing on problems or solutions that have low priority strategically❖ Focusing on the immediate customer rather than the whole market place and value chain ❖ Overemphasizing technology as an end in and of itself, resulting in projects that wander off pursuing exotic technology that does not fit the strategy or customer need ❖ Trying to solve every customer issue with a product or service rather than focusing on the 20 percent with 80 percent of the value (Pareto’s Law) ❖ Engaging in a never-ending search for perfection that no one except the project team really cares about

Leadership task: Justify and select project

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Project motivators“Sacred Cow” selection—Senior Management wants it! (It may often turn out well; many visionary projects start here)Business opportunity (make more $$$)Savings potential (save $$$)Keeping up with competition (example, many e-commerce projects were in response to competitor’s initiatives)Risk management (examples : disaster recovery initiatives, Y2K)Government or regulatory requirements

Were the twoprojects heresuccessful? Why or why not?

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Cape town stadium: Construction costs R4.4 Billion (about 100% over budget)Completed Dec 2009?Sydney opera house: Construction 1957-19731400% over budget3000 events each year, audiences exceeding 2,000,000.World heritage site

Shackelford, Bill, ”Project Management Training”ASTD Press, 2004

24List of commonly used criteria for

selecting projects

Proiect number

Must obiectives Must meet if impacts ...26 27 28 29

All activities meet currenllegal, safety, andenvironmental standards

Yes-Meets objectiveNo-Does not meet objN/A-No impact

n/a

All new products will havea complete marketanarysrs

Yes-Meets objectiveNo-Does not meet objN/A-No impact

yes

Want objectivesHelalive Single project

impact definit ionsWeighted

scoreWeighted

scoreWeighted

scoreWeighted

score1-100

Provides immediateresponse to fieldproblems @

990 < Does not addressO = opportunity to fix2 > Urgent problem

99

Create $5 mil l ion innew sales nV tOs5 88

@ < $1oo,ooo1 = $500,0002 > $500,000

0

lmprove externalcustomer service

r@83

0 < Minor impact1 = Signif icant impact

@ > Major impact166

o+Total weighted score

Priori ty

25Priority analysis

Clifford F.Gray, Eric W.Larson; Project Management; The Managerial Process, McGraw Hill 2000.

2.2.4 Things to Avoid:

❖ Focusing on problems or solutions that have low priority strategically❖ Focusing on the immediate customer rather than the whole market place and value chain ❖ Overemphasizing technology as an end in and of itself, resulting in projects that wander off pursuing exotic technology that does not fit the strategy or customer need ❖ Trying to solve every customer issue with a product or service rather than focusing on the 20 percent with 80 percent of the value (Pareto’s Law) ❖ Engaging in a never-ending search for perfection that no one except the project team really cares about

Project selection and prioritisation.

How would you rank the following film proposals?

Learning instrument: Film prioritisation case study


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Project leadership task: Perform risk analysis

Global RisksThose risks that affect the whole projectLocal RisksThose risks that affect specific deliverables or activities

Predicting risk events

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Risk assessment should start with the key project participants who are already assigned identifying the different potential sources of risk. These risks may include: ■ Customer-associated ■ Contract ■ Project requirements ■ Business practice expertise ■ Project management ■ Work estimates ■ Project constraints ■ Complexity and scale of deliverables ■ Contractors.

Categorising risks

To facilitatequalitative riskassessment,risks should becategorised

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External, unpredictable Government regulations, natural hazards, act of godExternal, predictableCost of money, borrowing rates, raw material availabilityInternal, non-technicalLabour stoppage, cash flow problems, safety issues, health & benefit plansTechnicalChanges in technology, changes in state-of-the-art, design issues, operations/ maintenance issuesLegalLicenses, patent rights, lawsuits, subcontractor performance, contractual failure

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An example of qualitative risk analysisExpert JudgementRisk CategorisationRisk Data quality AssessmentRisk Probability and Impact AssessmentRisk Urgency AssessmentRisk Register Updates

Quantitative risk assessment techniques:

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Cost-Risk SimulationsDecision tree analysisExpected value analysisSensitivity analysis

Strategies for handling negative risks

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Eliminate riskAlternate course of action at concept or design phaseMitigate riskReduce probability / impactDeflect riskTransfer to another party by contractingAccept riskIf cost high & probability low. Uneconomic

Strategies for handling opportunities

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AcceptAccept the opportunity without taking any further actionEnhanceTake action to enhance the probability that the opportunity will occur ExploitActively pursue the opportunity by allocating resourcesShareShare responsibility to exploit the opportunity with a third party best able to exploit the benefits

Are you a risk taker?, lets find out

Which option of each pair would you chose?


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62% chance of gaining R20.0038% chance of losing R6.20

OR62% chance of gaining R40.0038% chance of losing R38.00

28% chance of gaining R40.0072 % chance of losing R1.40

OR62% chance of gaining R40.0038% chance of losing R38.50

100% chance of winning R10.00OR

62% chance of winning R28.5038% chance of losing R20.00

35Which option of each pair would you chose?

1. Both alternatives offer a payoff of about R10.,The more risk-averse person will prefer the first option.

2. Both alternatives offer a payoff of about R10. The more risk-averse person will chose the first option, because of the smaller loss.

3. The more risk-averse person will chose the first option. They prefer the certainty o R10, rather than making the wager

Discover your locus of control.

Is your locus of contol internal, or external.

Lets find out!


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Persons with a strong internal locus of control will be less risk-averse, and more inclined to take risks.Persons with a strong external locus of control will be more risk-averse, and will tend to avoid risks


Managing risks:Can you identify potential risks associated with this project?

Learning instrument: Case study: Alaska fly fishing expeditionTraining instrument 12.7 & 12.8

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Leadership task: Select key

project participants

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assigned to the project during initiating and remain for the duration. collectively make many project decisions lead the performance of most of the project tasksthree general criteria: 1. technical competence, 2. ability to help the team function well, 3. desire to do whatever it takes to complete the project successfully. committed, qualified, and diverse people. Subject Matter Experts : brought onto the project as needed, .

39Team Role

A tendency to behave, contribute and interrelate with others in a particular way

Effective team performance is only possible if the team consists of the right combination of role players

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One coordinator or shaperOne innovatorOne monitor evaluatorOne or more implementers, team workers, resource investigators, completers or specialists

Leadership task: Determine team operating methods

Project Leadership by Timothy J. Kloppenborg, Arthur Shriberg and Jayashree Venkatraman ISBN:156726145

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The team charterThe name of the teamThe shared purpose or goals of the teamThe teams visionParticular standards of expected behaviour by team membersPositions of authority within and outside the team. Who is the teams sponsor?Interfaces within and outside the team. People and reporting relationships.Expected resources and support needs to enable team successDecision process adopted by the team

Kick-off meeting: Start the project with a bang!

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Sponsor leads meetingExplains purpose of project and link to overall businessCustomers are introduced: explain projects importance to their businessProject manager is introduced, and enthusiastically endorsed by sponsorKey project team members are introduced.Vendors and contractors are introducedProject memorabilia, t-shirts, mugs etc are handed outCelebrate,create enthusiasm

Leadership task: Develop top management support


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Top Management roles:Assist in setting project objectives and planning in line with organisational objectivesSetting project prioritiesResolving conflictsProject sponsorEmpowering the PM

Role of the project sponsor

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Upper Management Link: Actively manages relationships with peers in client organisationsSeller: Sells project and benefits to stakeholdersMotivator: Present for celebrations and milestonesFilter: Objectively assesses project relevanceProtector: Protects Project team from unnecessary bureaucracy and interferenceBusiness Judge: Acts as focal point for decisions beyond PM scope of authorityNegotiator: Overcomes obstacles outside the PMs control

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Attributesof effectiveprojectmanagers

Behave as if they own the business; that they are fully accountableDraw on knowledge, experiences and insights from those around themAvoid an over-reliance on micromanaging, consensus management and democratic ruleMust, at times , stand alone in making the right decisions

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Leadership task: Commit toproject:The Project

Charter


The Three Ws:Why— mission, purpose, objectives, or business case. What— scope overview or deliverables. When—milestone schedule. when key portions of this project should be completed. The Three Hs:How much—budget or spending authority. How much the project is expected to cost, and limits on specific aspects.Hazards—risks and assumptions. Identifies what might go wrong, how likely each risk is, the consequences risk happensHow— team operating principles or methods. Describes how the team will function. The Three Cs:Communication plan— reviews, approvals, and reports. Who needs to know what information, when, and in what format.Collection of knowledge— lessons learned and lessons shared . Commitment— signature block or roles and responsibilities. .

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Group Learning Activity

Walk and Talk

Leadership tasks during the planning phase

■ Understand and respond to the customer

■ Oversee detailed plan development

■ Integrate project plans

■ Select remainder of project participants

■ Develop communications plan

■ Motivate all participants

■ Secure key stakeholder approval

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Leadership task: Understand and respond to customer

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Product Scope: The sum of the features that make up the product or service created by the project.Project Scope: All of the activities and resources required to produce the target product or service.

Fergus O’Connell:”How to run successful Projects in Web Time” Artech House, 2001, p30

Scope Planning : The Process

■ Identify participants■Set a date■Ask them to prepare 7 questions:■HOW will we know when the project is over?■WHAT constitutes its end point?■What PHYSICAL things will it produce?■HOW will the quality of these things be determined?■What things are definitely part of this project?■What things are definitely NOT part of this project?■Are there any people issues that we need to be aware of in connexion

with this project?

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Priority Matrix 52

Time PerformanceCost

Constrain

Enhance

Accept

AKA “the triple constraint,” conventional PM wisdom has it that gains on one side of the triangle usually require making concessions on the other two sides. This is generally true, unless it’s possible to improve the delivery process.

Leadership task: Oversee detailed plan development; integrate project plans

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The Data & Analysis Center for Software: www.thedacs.com

Reality Check

Develop Project plan

Requ

irem

ents

Project Data Repository

Historical Data

StartEstimate

Project Scope

Estimate Project Effort

Estimate work product

size

Estimate Project Cost

Estimate Project

Schedule

End

Effectiveness Parameters

WBS

Project Baseline

WBS

Size & Effort Estimates

Project Schedule

Budget

Project Plan

54Developing the baseline plan

Have the right people make the estimatesBase the estimate on experienceDon’t negotiate the estimate-negotiate the equilibriumDon’t make ballpark estimates in elevators

http://www.DACS

55Developing the project schedule

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Leadership task:Integrate Project Plans

Project leaders should remember a few key principles of project leadership planning at this time:

■ Understand a project at different levels—as part of a larger system, as a system itself, and as a collection of parts. This understanding requires that the various parts of a project "fit" together in the integrated plan and reduces unpleasant surprises during project execution. ■ Remember that both numbers and ideas are important in an integrated project plan. Many project participants primarily want to see or use either numbers or issues, but not both. An effective project leader needs to be comfortable with both.■ Analyze complex tradeoffs and understand their potential consequences. This can be helpful when making integration decisions.■ Understand cause and effect relationships so issues can be identified that, when improved, will also improve other areas. This also helps in making integration decisions.■ Know when to make decisions and when to allow decision-making by the project team or by certain stakeholders. Enlightened project leaders try to push the decision-making process to as low an organizational level as practical. This helps all project participants-the project team and other stakeholders—develop a sense of shared risk and reward. This

ownership of decisions often is the extra intangible that helps project participants achieve a little more when faced with challenges during project execution.

Leadership task: Select remainder of project participants

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Personality and compatibility with the core teamProblem-solving abilityAvailabilityTechnological expertiseCredibilityPolitical connectionsAmbition, initiative and energy

How we interact with the world and where we direct our energy

The kind of information that we naturally notice

How we make decisions

How we prefer to live, making decisions or taking in information

Extraversion Introversion

Sensing INtuition

Thinking Feeling

Judging Perceiving

Kiersey & Bates, Please Understand Me, 5th ed Prometheus Nemesis Book Company,

58Four Dimensions of Personality Types

• Always allows for more discussion

• Feels uneasy when decision is made- wants more facts

• Deadline is a good time to start

• Playful and less serious

• Get things over and done with

• Feels relieved when decision is made

• Works with deadlines

• First work then play

PerceivingJudging

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the basic day-to-day lifestyle that we prefer: JUDGING vs PERCEIVING

Discover your personality profile:

Are you a J or a P?

The MBTI:Learning instrument: Myers Briggs questionnaire


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Wideman, Max, Project Teamwork, Personality Profiles and the Population at Large, AEW Services 2003

61Personality and Project Management

Roles

A planned approach to meeting the deadline in a

scheduled way

Spontaneous approach to meet the deadline with a rush

of activity:Not yet, not yet, now!

At Work: J P

Leadership task: Develop communications plan

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Vital to continually articulate the vision to all stakeholder groups Team members must have regular, complete, and effective contact with their counterparts in the customer's organization. Need to filter certain information, but that should not come at the expense of limiting important contacts.Be prepared to answer all relevant questions from stakeholders Include clear guidelines for team meetings and also addresses the professional development of individuals as well as of the project team.Insure that relevant information is sent to stakeholders timeously

64Communication channels

The numbers refer to documents and items defined in the detailed communications plan

65Communications Plan

Leadership task: Motivate all participants

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Effective leadership depends heavily on personal power and your ability to provide the motivators your people want and need. It is based on providing an inspiring vision of what needs to be done and providing the environment in which it can be accomplished.

How much do you know about Motivation?


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Learning Instrument: How much do you know about motivation

What causes individuals to perform in their jobs?

Performance =competence x commitment

•Competence – Experience– Knowledge

•Commitment• Motivation

–Motivational needs» nAch, » nPow, » nAff

–Tasks to be performed–organisational climate

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Rewards: Satisfy needs:

Intrinsic or extrinsic rewards

Behaviour: Results in action to

fulfill needs

Creates desire to fulfill needs (food, friendship,re-cognition, achievement)

Feedback: Reward informs person whether behaviour was appropriate and should be used again

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A Simple Model of Motivation: This is how Motivation works!

Need Hierarchy Fulfillment on the job

Self-Actualisation needs Opportunities for advancement, autonomy, growth, creativity

Esteem needs Recognition, approval, high status, increased responsibility

Belongingness needs Work groups, clients, co-workers, supervisors

Safety needs Safe work, fringe benefits, job security

Physiological needs Heat, air, base salary

70Maslow’s Hierarchy of Needs

Highly Satisfied

Neither Satisfiednor

Dissatisfied

HighlyDissatisfied

MotivatorsAchievementRecognitionWork itself

Personal Growth

Hygiene Factors

Working conditionsPay and security

Company policiesSupervisors

Interpersonalrelationships

Area of satisfaction

Area of Dissatisfaction

Motivatorsinfluence level of satisfaction

Hygiene factorsinfluence level of dissatisfaction

71Herzberg’s Two-Factor Theory

PositiveMotivation towards a Goal

NegativeMotivation away from something

ExtrinsicSomeone wants you to do it

IntrinsicYou want to do it

“Write this report and you get a bonus”

“Write this report or you get fired”

“I really don’twant to write this report”

“I really want to write this report”

Only this one creates sustainable motivation

These 3 don’t work- and yet companies keep using them

724 motivation styles

The 50-50 rule: 50% of motivation comes from within the individual; the other 50% are external

Leadership task: Secure key stakeholder approval

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If the stakeholders are feeling confident in the project purpose and status and their expectations for the project’s impact on the organisation are uniform, the project is probably in good shape. Should any stakeholders have issues about the intent of the project, or should the stakeholders be out of sync regarding the priorities for project deliverables, the overall status of the project could be in jeopardy.”(McGannon 2005)

74stakeholders

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Project Sponsor

Concern/ Commitment

Power

Low

High

EmpowerBuild coalitions

Ignore“Win Over””

High

Against

Need topersuade

Stakeholder analysis

76Stakeholder Analysis

Identifying Project Stakeholders:

Can you identify the key stakehoders in the Manchester United Soccer Club?

Learning instrument: Handout


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Influencing Stakeholders

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Assertive PersuasionReward and PunishmentParticipation and TrustCommon Vision

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Leading the Professionals: How to Inspire & Motivate Professional Service Teams by Geoff Smith ISBN:0749439963 Kogan Page © 2004

Assertive persuasion

Characterized by the use of logic, facts and opinions to persuade othersEmphasis is on logical argument as opposed to an appeal to emotions. People who use it well are usually very articulate and participate actively in discussions and arguments about ideas, plans and proposals. They enjoy the cut and thrust of debate and even when they are defending an inferior position they may battle away with enthusiasm and determination.

80Reward and punishment

Characterized by the use of pressures and incentives to try to control the behaviour of others. May take the form of offering rewards for compliance or of threatening with punishment or deprivation for noncompliance. May involve the use of naked power or more indirect and veiled pressures exerted through the possession of status, prestige and formal authority. Liberal use of praise and criticism, approval and disapproval and moralistic judgements of right and wrong.

81Participation and trust

Involving others in decision-making and problem-solving processes. When others can be induced to take an active part in making a decision their commitment to carry it out is increased and the amount of follow-up required is markedly reduced. The person being influenced contributes his or her energy to the work, and the amount of effort required from the influencer is therefore reduced. Whereas the assertive persuasion and rewards and punishments styles may be thought of as ‘pushing’ others to do what is required, participation and trust involves drawing or ‘pulling’ others in to decide and act.

82Common vision

Involves identifying and articulating a common or shared vision of what the future of an organization, group or team could be. Concerned with strengthening the members’ beliefs that the desired outcomes can be achieved through their individual and collective efforts.Involves mobilizing the energy and resources of others through appeals to their hopes, values and aspirations. Works through activating the feelings of strength and confidence that are generated by being part of a group with a shared common purpose.

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Influencing Stakeholders

Discover your preferred influencing style

Learning Instrument: Handout; Influencing style Questionnaire

Successful leaders are likely to be versatile enough to be able to use each of the four styles depending on the circumstances in which they find themselves.Effective use of rewards and punishments and participation and trust styles depends, largely, on a willingness to behave in the ways required. It is primarily a matter of attitude. The common vision style requires an ability to speak in an exciting and colourful way to groups of people. This comes naturally to some but others may need some guidance and practice with feedback.The assertive persuasion style involves the use of good debating skills and the ability to think quickly on one’s feet. Again these come naturally to some but others may need to seek advice and school themselves in the arts involved.

Negotiation

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Negotiation occurs whenever two or more conflicting parties attempt to resolve their divergent goals by redefining the terms of their interdependence

Separate the people from the problem

Focus on interests, not positions

Invent options for mutual gain

Whenever possible, use objective criteria

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YourInitial Offer Point

YourTarget Point

YourResistancePoint

OpponentsResistancePoint

Opponent’sTarget Point

Opponent’sInitialOffer Point

Area ofpotentialagreement

The Bargaining Zone

Leadership tasks during the executing phase

■ Authorise work

■ Monitor progress and control changes

■ Supervise work performance

■ Lead teams

■ Maintain morale

■ Secure customer acceptance

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Leadership task: Authorise work

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As the single point of responsibility the project sponsor or nominee (project manager) is responsible for delegating and authorising the scope of work.The issuing of instructions to the appointed contractors and other responsible parties signals the start ot the execution phase of the project.The methods for authorising work, reporting and applying controls should be discussed and agreed at the handover meeting so that all parties know how the project will be managed.A record of all decisions and instructions should be kept in the project office to provide an audit trail

88Leadership task: Monitor progress

and control changes

There are two distinct types of control in a project:Change control: Has to do with the orderly incorporation of changes into the project planManagement control: has to do with keeping the project on track

Project control is achieved through:Project ProcessesInfluenceMetrics

Steps:Setting a baseline planMeasuring progress and performanceComparing plan with actualTaking action

Generate change request

Forward to change control board

Assess impact on schedule, scope and cost

Project Manager reviews and makes

determination

Yes

Notify affected parties

Yes

Is the change minor

No

Terminate Project

No

Can project continue without

change

Continue with project as per original plan

YesDoes the board

approve?

No

89Implementing change control

Plan PMB

ActualCompare

Find Cause

Corrective action

Forecast To

completion

Update PMB

NO

Variance

YES

90Change control leads to management

control

Variance= (Actuals+Remaining)-Baseline

Four options of management control:1. Re-arrange workload2. Increase resources3. Move milestone dates4. lower level of ambition

91Resource Utilisation

92work package feedback report

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ActionØ Reward Employees

Ø Increase Overtime

Ø Increase Overtime or People

Ø Decrease Overtime or People

Ø Review and adjust assignments

Ø Adjust assignments; consider negotiation

Ø Decrease Overtime or People

Ø Adjust assignments; consider negotiation

Ø Negotiation, (C,T,S) fire Manager

Manager Strategies

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Control Changes: What would you do in the following situation?

Case study: The case of the never-ending scope creep

95Leadership task: Lead teams

Plan the projectOrganise the teamSet team and individual goalsDelegate tasks and responsibilitiesCommunicateManage conflictRun meetingsDevelop working climate

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Characteristics of effective teams

Common GoalCommon code of conductAcknowledged Interdependence and teamworkTeam Spirit and energyShared reward

97Creating high-performance project

teams

Clifford F.Gray, Eric W.Larson; Project Management; The Managerial Process, McGraw Hill 2000.

Recruit team membersCreate a shared visionEstablish a team identitylead team-building sessionsConduct project meetingsManage decision makingManage conflictBuild a reward system

Low

Directive Behaviour

High

Su

pp

ort

ive

Be

hav

iou

r

Supporting

S3

Delegating S4

Coaching

S2

Directing S1

Lo

wH

igh

Stage 1Stage 2Stage 3Stage 4

Morale

Work

98Situational Leadership

• S1– Low competence– High commitment

• S2– Some competence– Low commitment

• S3– High competence– Variable commitment

• S4– High competence– High commitment

S1When first beginning a new task where they have little, if any, prior knowledge or experience , individuals enthusiastic and willing to learn.S2.When getting into the task , individuals find that it is either more difficult to perform the task, or less interesting than they had anticipated, decreasing their commitment.S3If they learn to perform the task with appropriate help from their boss, most individuals then go through some self-doubt about whether they can perform the task well on their own, causing commitment to fluctuate between excitement and insecurity.S4With proper support, peak performers can eventually take the final step toward self-development and demonstrate a high level of competence and commitment.

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Leading teams:

How should Amber Briggs have handeled the meeting?

Case study: Kerzner office equipment

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Leadership task: Maintain morale

Signs of conflict:Poor communicationInter-group hostilityInterpersonal frictionEscalation of arbitrationProliferation of rules and regulationsLow morale

101Sources of Conflict in a Project

Culture ,Opportunity, Skills, Values, BeliefsCommunicationTask InterdependenceGoal IncompatibilityScarce ResourcesDifferentiationAmbiguous rules

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Ways ofstructurallyresolving conflict

Emphasise superordinate goalsImprove communicationReduce InterdependencyReduce DifferentiationIncrease resourcesClarify rules and regulations

Resources

T1 T2 T3Pooled

T1

T2

T3

T4

Reciprocal

T1 T2 T3Sequential

Increasing conflict potential

103Task Interdependencies lead to

conflict

104Interpersonal Conflict ManagementStyles

AssertivenessMotivation to satisfyone’s own interests

High

Low

Cooperativenessmotivation to satisfy

other party’s interests

HighLow

CompetingWin-Lose

CollaboratingWin-Win

AvoidingLose-Leave

AccommodatingYield-Lose

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Mediation Inquisition

ArbitrationLow

High

Level of process control

Low High

Level of Decision Control

Facilitates Bargaining ProcessMore formal than negotiationMediator tries to facilitate conflict resolution by bringing parties together

More formal than negotiationInvolves granting of power to third party to study the conflict and make a binding decision on all involved

Not used since the Spanish inquisition in the middle ages

Third-Party Conflict Resolution

Discover your preferred conflict management style

Thomas-Kilman conflict mode instrument


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Leadership task: Secure customer acceptance 107

Understand the customer's culture. Speak the language of the customer; problems, trade-offs and solutions need to be discussed in a way that the customer understandsNegotiate to make deliverables more useful to the customer, and influence the customers perception poitively Speak with one voice. Avoid conflicting messages. Share only appropriate information with customers. Negotiate tradeoffs between aspect of the project that are not fully developed versus other area in which the client can get more than he bargained for.

108

Group Learning Activity

Walk and Talk

Leadership tasks during the closing phase

■ Audit project

■ Terminate project

■ Capture and share lessons learned

■ Reassign workers

■ Reward and recognise participants

■ Celebrate project completion

■ Oversee administrative closure

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110

Leadership task: Audit project

Two kinds of audit:During the project life cycle: Objective: to measure compliance Conducted by: Preferably an external auditorPurpose: To ensure that Projects are completed successfully in line with the plan, and on time and in budget. from my experience: Impress, ITEX

After the completion of the project: Objective: To learn from past mistakes Conducted by: Project stakeholdersPurpose: To reflect on the success or otherwise of the project. What lessons can be learned from my experience: PBSU

Scope of the project audit: according to ISO10006

111

Project characteristicsManagement responsibilityResource managementProject organisation and staffingDrawing up the project plan and ending the projectPlanning the project scopeSchedule planning and controlCost planning and controlCommunications planning and controlRisk assessment and managementPurchase planning and controlContinuous improvement

Leadership task: terminate project

112

1. “Termination by extinction” – Project has successfully completed, or it has failed

• Natural passing, or “termination by murder”• Either way, project substance ceases, but much work needs to be done

– Administrative– Organizational

2. “Termination by addition”– The project becomes a formal part of the parent organization

People, material, facilities transition

3. “Termination by integration”

– Project assets are distributed to and absorbed by the parent Termination by Integration Similar to addition, but project proceeds get integrated into parent organisation, eg a new accounting system No separate entity, project gets absorbed into operating environment

4. “Termination by starvation”

– Withdrawal of “life support”

In general, there are seven categories of termination tasks. Examples of activities:1. Personnel• Dealing with “trauma of termination”• Finding “homes” for the team• Who will “close the doors?”

2. Operations/Logistics/Manufacturing• Rethinking systems• Provisions for training, maintenance, spares

3. Accounting and Finance

– Accounts closed and audited

– Resources transferred

4. Engineering

– Drawings complete/on file

– Change procedures clarified

5. Information Systems

– Configuration and documentation in place

– Systems integrated

6. Marketing

– Sales and promotion efforts in line

7. Administrative

– All organizations aware of change

– Can save “face,” avoid embarrassment, evade admission of defeat


Excel ElectronicsHow should the PhoneFaxInternet project be terminated?Learning instrument: Excel Electronics case study

113

Leadership task: Capture and share lessons learned

114

Overall evaluation of the project Project mission, Project schedule, Project Budget, Customer satisfactionProject management issues: Project sponsor, Tools and techniques used, Scope creep , Status reporting, Risk management, Review meetingsCollaboration and team issues Project leadership effectiveness, team member collaboration, team communication, team members available, Stakeholders availableTechnology and knowlege management Technology facilitated execution, Software tools used, Technical support for software tools available, New skills development

LessonsLearned

115Continuous improvement

PMI defines process improvement as the “Systematic and sustained improvement of processes and thus the products they produce.”The five Levels of PMMM:Level 1—Initial ProcessProject management practices are ad hoc and inconsistent within organization.Level 2—Repeatable ProcessProject management practices are commonly understood and followed, but most knowledge is commonly understood rather than documented.Level 3—Defined ProcessProject methodology usually in place, with written guidelines for project deliverables and processes.Level 4—Managed ProcessSystematic collection of project performance data to set baselines for performance goals.Level 5—OptimizationProactive approach applying metrics and best practices to achieve highest level of project excellence.

Leadership task: Reassign Workers

116


Workers are assets to company, embody skills, knowledge, experienceInvolve HR, PMO, Functional managers to find best fit for employees career and professional developmentOption: transfer to client or competitor if mutually beneficial

Leadership task: Reward and recognise Participants

117

Should be independent of normal co incentivesTeam awardsVacation rewardsBonuses and incentivesGift certificatesLetters of commendationPublic recognition for outstanding workJob assignmentsFlexibility in work arrangement

118

Leadership task: Celebrate project completion

Group discussion: What do others do to celebrate project completion?Involve stakeholders

119

Leadership task: overseeadministrative closure


All the work packages in the WBS structure are completedAll the account codes for the project in the accounting system are closed so people can no longer charge to the project's accountsAll final reports are prepared and distributedAll vendors, suppliers, and subcontractors are paidAll final invoicing is performed and payments are received.


Saying Goodbye 120

Belbin, M.Team Roles at Work, Oxford, Butterworth-Heineman Burke, Rory & Barron, Steve, Project Management Leadership, 2007, Burke publishing Clifford F.Gray, Eric W.Larson; Project Management; The Managerial Process, McGraw Hill 2000. Elbeik Sam, Thomas Mark: Project Skills,Butterworth Heineman 1998 Fergus O’Connell: How to run successful Projects in Web Time, Artech House, 2001, Handy, Charles; Understanding Organisations, 4th ed, Penguin Books, 1999 Harold Kerzner: Project Management, A Systems Approach to Planning, Scheduling and Controlling. 8th ed. John Wiley & Sons inc 2003 Kiersey & Bates, Please Understand Me, 5th ed Prometheus Nemesis Book Company, Meredith Jack R., Mantel,Samuel J., Project Management, a Managerial Approach, 5th ed.Wiley Shackelford, Bill, Project Management Training, ASTD Press, 2004 Smith, Geoff Leading the Professionals: How to Inspire & Motivate Professional Service Teams ISBN:0749439963 Kogan Page © 2004 The Data & Analysis Center for Software: www.thedacs.com The Portable MBA in Project Management, John Wiley & Sons, Edited by Eric Verzuh Timothy J. Kloppenborg, Arthur Shriberg et al Project Leadership ISBN:156726145 http://www.acq.osd.mil/pm/paperpres/lipke/lipke_art.html Wideman, Max, Project Teamwork, Personality Profiles and the Population at Large, AEW Services 2003

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