the efficient project manager 2007 - talal kamal€¦ · he shall clear the project roadblocks and...

The Efficient Project Manager

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Become A Proficient Project Manager.

Become A Successful Manager Who Is Trusted And Followed

Deliver Your Project Complete, In-Time And Error-Free.

Become The Professional Project Manager Who Is Looked Upon For An Answers, Advice And Directions.

Develop And Enhance Your Project Management’s Ability And Knowledge To The Maximum Efficiency Level.

Perform Your Work In An Orderly, Accurately And Timely Manner Through Studying And Applying The Procedures, Guidelines And

Recommendations Of This Book.

AUTHOR

TALAL AHMED KAMAL, P. E.

(2005)


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© Copyright 2005 - 1st. Edition

AUTHOR

TALAL AHMED KAMAL, P. E.

All rights reserved Prepared and written by TALAL AHMED KAMAL

This book or any part thereof may not be reproduced without the written permission of the author.

Library of Congress Registration No. TXu 1015583


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PREFACE This book contains guidelines, recommendations and characteristics of the

successful project manger. My goal for preparing this book is to help the young and the professionals to understand the behaviors, characteristics and attitudes of the efficient manager, so themselves can become managers and improve their lives and careers.

This handbook represents a synthesis of ideas for efficient management of

almost every academic discipline that has been concerned with developing the best effective ways for inspiring, leading and managing the working force.

Efficient management is designated for the people who want to take control of

their lives, their businesses and their careers. The efficient manager is someone who is considered conscientious, has a

positive self regard, communicates with openness and trust, highly self motivated, willing to negotiate with others, is a good role model and able to blend a heterogeneous group of individuals into an efficient and productive team.

The information in this book is hopefully presented in such a manner to make it

more readable, enjoyable and easy to understand.

AUTHOR

Talal Ahmed Kamal is Fifty-two years old, a citizen of United States of America, born in Lebanon, grew up in Kuwait and has been living in United States since 1972. Talal has a Bachelor's Degree in Civil Engineering from Cleveland State University, Ohio, United States of America.

Talal has been working for the Arizona Department of Transportation since 1988. Currently he serves as a Traffic Design Engineer. Previous Engineering assignments include Roadway Design Team Leader, Highway projects’ assessment Engineer, contracts and specifications project Engineer, highways and bridges construction quality assurance Engineer, residential buildings construction Engineer and scheduling and planning Engineer for civil design phases of nuclear power plant.


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INTRODUCTION Nowadays everything is continuously changing, the nature and rules of work is changing, the working people expectations of their employer and their understanding of their obligation is also changing. Therefore, the need for efficient Management has become very essential for the success and growth of any organization. In this world there is no reward for good intentions, for best work effort or for over producing. Reward and future are offered only to the ones who continuously follow new courses and utilize innovative thinking to motivate their followers. Success and growth for any organizations can be achieved through conscientious effort to earn the enthusiasm, initiative, loyalty and the devotion of its employees which can be accomplished by an efficient manager who understands the attitude and the needs of his followers and complement them rather than enforcing rigid policies and inflexible job descriptions or a management style featuring the manager as the center of power, authority and responsibility. Managers shall perform their work in the most effective humane way possible by motivating their followers to realize their full potential and find ways to increase the quantity and improve the quality of their work by removing the obstacles that prevent them from doing their jobs. Blending a heterogeneous group of individuals with divergent interests, values, goals, ambitions, talents and skills into an efficient team is the hallmark of efficient manager. An efficient team is composed of individual members who are aligned together on mutual goals, highly committed to the team, are able to utilize the unique talents of each team member, have an attitude of cooperation and communicate with openness and trust. The manager is succeeding when his team members will be able to say: we trust you, we trust your decisions are not going to harm us and will benefit all of us, we trust you are willing to sacrifice your own personal gain for all of us, we will seek your support and advice whenever it is appropriate and that you will do so in an impartial way. Management is more an attitude than a skill. The key to earn enthusiasm, initiative, loyalty and the devotion of hearts, minds and souls of the followers, is a Management, which utilize an intentional, proactive and conscious sensitivity to every person’s desire for dignity and respect. Managers shall develop a personal one-on-one connection with individual team members through emphasizing a team work concept. Although, we are not born to be team players, our subconscious places a strong emphasis on self-worth, self-expression, self-reliance, self-preservation, self-determination and self-interest. Only with disciplined effort we can motivate and encourage people to be in favor of working with others


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"TABLE OF CONTENTS"

INTRODUCTION 4

1 The Project Manager 7

1.1 The Responsible Manager 11

1.2 The Efficient Manager 17

1.3 The Team Developing Manager 24

1.4 The Project Management Process Manager 28

1.5 The Time Manager 30

1.6 The One Minute Manager 51

1.7 The New Vision Manager 53

1.8 The Concept of Variability Manager 55

1.9 The Total Quality Manager 56

1.10 The Mobilizing Manager 59

1.11 The Motivating Manager 60

1.12 The Leading Manager 69

1.13 The Delegating Manager 75


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1.14 The Communicating Manager 79

1.14.1 Listening Effectively 83

1.14.2 Writing Effectively 86

1.14.3 Speaking Effectively 111

1.14.4 Reading Body Language (Physiognomy) 113

1.14.5 Recognizing Team Behavioral Traits 128

1.15 The Difficult People Manager 138

1.16 The Conflict Resolving Manager 145

1.17 The Customers Manager 155

1.18 The Planning Manager 162

1.19 The Schedule And Budget Manager 166

1.20 The Schedule And Budget Monitoring

And Controlling Manager 177

1.21 The Strategic Planning Manager 183

1.22 The Stress Manager 198

1.23 The Entrepreneur Manager 204 REFERENCE 209


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Chapter 1

The Project Manager The Efficient And Successful Manager Must Be Skillful And Knowledgeable In All Of The Following Twenty Three Manager’s Responsibilities:

1.1 The Responsible Manager.

1.2 The Efficient Manager.

1.3 The Team Developing Manager.

1.4 The Project Management Process Manager.

1.5 The Time Manager.

1.6 The One Minute Manager.

1.7 The New Vision Manager.

1.8 The Concept of Variability Manager.

1.9 The Total Quality Manager.

1.10 The Mobilizing Manager.

1.11 The Motivating Manager.

1.12 The Leading Manager.

1.13 The Delegating Manager.

1.14 The Communicating Manager.

1.15 The Difficult People Manager.

1.16 The Conflict Resolving Manager.

1.17 The Customers Manager.

1.18 The Planning Manager.

1.19 The Schedule And Budget Manager.

1.20 The Schedule And Budget Monitoring And Controlling Manager.

1.21 The Strategic Planning Manager.

1.22 The Stress Manager.

1.23 The Entrepreneur Manager.


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What is a Project ?

A Project is a solution to a problem or to a need. A project is one time endeavor with a defined scope of work, a specific start and end date, a strict budget and a desired outcome satisfactory to the Customer. What is a Project Manager ?

1. A project manager shall represent the customers (customers or owners). He shall clear the project roadblocks and obstacles and advocate and maintains the project vision throughout the project’s duration.

2. A project manager shall practice and apply sound project

management principles.

3. A project Manager shall present himself or herself as a resource to team members. People like to be involved in a project where there is steady progress, decisions are made and problems are solved in a timely manner and there is regular communication on the status and progress of the project.

4. A project manager shall be aware of and familiar with the entire life

cycle of a project including concept development, design, construction and maintenance.

5. A project manager shall provide the focal point for project

accountability and responsibility.

6. A project manager shall be conscientious, communicator, understanding, responsible, motivator, delegator, negotiator, mentor, role model, developer of others, facilitator, planner, accountable, flexible and a good team builder.

7. A project manager shall succeed in directing and managing the

project team, he or she must be less a boss and more a first among equals.

8. A project manager shall strive to generate and maintain creative

and constructive tension among his or her team members. The answers to the questions: what’s important ? what we want ? and where we are now ? and how do get there ? will produce a “creative tension.


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What is a Project Management ?

1. Project management is thinking carefully about what you want is to accomplished ? what are the tasks ? what is the frame time ? and what are the resources required to carry out those tasks.

2. Project management is the project manager response to the

problems, delays, changes, issues, obstacles, threats and opportunities that arise during the course of a project.

3. Project Management is defined as a process wherein projects are

developed, constructed and maintaned through a team effort.

4. Project Management is produced by adequate planning, coordination, supervision, technical direction, proper definition of job requirements and procedures and use of appropriately skilled personnel.

5. Excellence in management takes brute perseverance, time,

repetition and simplicity.

6. Management is planning, organizing, staffing, directing controlling, making decisions and communicating as follows:

6.1. Planning: Forecasting, setting objectives, developing strategies,

programming, budgeting, setting procedures and determining policies.

6.2. Organizing: Establishing the organization structure, delineating

relationships, creating position descriptions and establishing position qualifications.

6.3. Staffing: Selecting, orienting, training, developing, directing, delegating, motivating, coordinating, managing differences and managing change.

6.4. Directing and Controlling: directing and controlling the activities of others in order to achieve the objectives that have been agreed on. Establishing a reporting system, developing performance standards, measuring results, taking corrective actions and rewarding performance.

6.5. Making decisions: Collecting facts, specifying problems, se3tting goals, generating alternatives, evaluating consequences, selecting a course and implementing decisions.

6.6. Communicating: Transmitting messages, testing reception, clarifying messages and checking feedback.


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Project Manager Must Possess Good Skills, Abilities And Knowledge Of The Followings:

1. Communication. 2. Delegation

3. Facilitation. 4. Negotiation. 5. Empowerment. 6. Team Building. 7. Problem Solving. 8. Evaluation of Teams. 9. Relevant Technology. 10. Work hours Estimation. 11. Programming Process. 12. Scheduling Techniques. 13. Project Management Tools. 14. Funding, Authority and Rules. 15. Predesign, design, construction and maintenance Cost Estimation. 16. Safety Culture. 17. Quality Culture. 18. Empowerment. 19. Good General Knowledge Of Technical Areas. 20. Firm Or Agency Organizational Structure. 21. Project Development, Design And Construction Process. 22. Project Scope, Schedule And Budget.


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1.1 The Responsible Manager: The project manager’s responsibility include everything related to the project. If anything goes wrong in the project, it is by definition the project manager’s fault. To succeed as a manager, all you need is time, energy and willingness to think rather than rely on standard management techniques and to work harder toward keeping planning, procedures and communications simple. The Responsible Project Manager’s Twelve Main Tasks Are:

1) Taking Charge Of The Project. 2) Planning. 3) Scheduling. 4) Defining The “Scope Of Work.” 5) Controlling. 6) Organizing. 7) Directing. 8) Technical Supervision. 9) Managing The Budget. 10) Marketing Assistance. 11) Serving The Customer. 12) Accomplishing Rather Than Giving Excuses.

1) Taking charge of the project: The project team is looking to the project

manager for guidance and direction. However, each member of the team must be allowed to exercise judgement and creativity (Empowerment) within the constraints of the project: - Achieve “Performance improvement” via project team consensus. - Institute “Performance autonomy” (Empowerment: They choose their - own method to get the end result).

- Emphasis for each team member on doing what he or she knows best.

- Institute Simultaneous loose-tight controls.

- Avoid analyzing and questioning produced work to death. Get some

Data, review it, then adjust it,” rather than to wait for a perfect overall plan.


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3) Scheduling: Establish schedule for the project. Create “Work Task

Breakdown”. Set “Start and Completion” Dates and assign resources. The project manager needs to have the capability to test various scheduling strategies to determine the best approach to use to achieve the overall project schedule. Keep activities small and manageable (Small is beautiful).

4) Defining The Project’s “Scope Of Work.” Define key project’s

objectives and pursue with almost religious zeal. 5) Controlling: The project manager’s control functions can generally be

divided into four categories: Technical Quality, Budget, Schedule and Customer Satisfaction. The control function can be successfully accomplished through use of various control techniques, such as design reviews, formal progress reports and informal milestone reviews. The ability of the project manager to delegate work to other team members also calls for adequate control measures. The project manager shall finish the project ahead of or on scheduled completion date. Improve Productivity by motivating and stimulating employees. One way to do that is to give them autonomy (teams set their own methods for meeting project goals). Authorize team members to act like entrepreneurs (Free to make decisions on their own). The successful manager controls a few variables tightly, but allow flexibility and looseness in others.

The Project Manager Shall Plan, Schedule And Control His Project By Performing The Following Tasks:

- Determine scope of work. - Determine project duration. - Determine level of detail necessary. - Determine available resources. - Determine distribution of work effort. - Determine project cost and estimate the budget. - Determine participants in and frequency of updates. - Determine the update output for analysis and presentation. - Establish baseline (Target) schedule. - Anticipate change by developing contingency plan. - Track work progress and actual cost. - Compare actual progress and cost to target. - Evaluate performance. - Forecast, analyze and recommend action.


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6) Organizing: The project manager should be involved in the selection,

assembling and organizing of the project team. 7) Directing: The project manager must spend considerable effort directing

the activities of the project by answering the following questions.

1- What is needed to be done ? 2- What resources are needed and what is available ? 3- What is the time frame needed to complete for each activity ? 4- Who will be qualified to do each activity ? 5- What contingency plans that can handle the inevitable

every day realities of running the project ?

6- What quality process will be instituted ? 7- What method will be utilized to track and measure the progress of

each activity ?

8) Technical Supervision: Most firms existence depends on technical

expertise in a particular field. The project manager must be technically competent and directly involved in all the technical aspects of the project. Technical competence is the single most important factor in determining how project team member’s rate, cooperate and respond to project managers. Technical competency can dramatically affect the project manager’s ability to motivate the project team. Manages are the “Big Picture” of the project, not the technical units. The manager is the link that ties together the technical units involved in the project by:

- Providing and facilitating communication, coordination and

cooperation of all project team members. - Seeking the best solutions and directions for the project. - Ensuring that project management information is distributed

to all team members.


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9) Managing The Budget: The project manager shall monitor, control and

manage the project budget so it can be completed within budget (Improve profitability on jobs: (Increase profit on jobs to 15% of contract value and reduce budget overruns by 50%).

10) Improve the Employer Reputation: Improve your professional

reputation and Increase work existing customers by virtue of doing a good job. However, the project manager must learn where to draw the line between project objectives and the employer and customer objectives. When this line is crossed, there is no doubt about which objectives will take precedence.

11) Serving the Customer (Internal and external). The well-managed

projects are customer driven, not technology driven, not product driven, not strategy driven. Constant contact with the customer provides insights that direct the project activities.

12) Accomplishing rather than giving Excuses: This is the main

responsibility of the project manager. The successful project manager views difficulties as challenges and accomplish the project objectives in spite of problems. 9) Managing The Budget: The project manager shall monitor, control and manage the project budget so it can be completed within budget (Improve profitability on jobs: (Increase profit on jobs to 15% of contract value and reduce budget overruns by 50%).

10) Improve the Employer Reputation: Improve your professional

reputation and Increase work existing customers by virtue of doing a good job. However, the project manager must learn where to draw the line between project objectives and the employer and customer objectives. When this line is crossed, there is no doubt about which objectives will take precedence.

11) Serving the Customer (Internal and external). The well-managed

projects are customer driven, not technology driven, not product driven, not strategy driven. Constant contact with the customer provides insights that direct the project activities.

12) Accomplishing rather than giving Excuses: This is the main

responsibility of the project manager. The successful project manager views difficulties as challenges and accomplish the project objectives in spite of problems.


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Thirty (30) Excuses for Poor Project Management Performance

1. I Had Too Many Other Assignments To Do. 2. I Didn’t Have Enough Time. 3. I Couldn’t Get Enough Resources. 4. I Couldn’t Get The Information I Needed. 5. They Kept Making Changes. 6. The Schedule Was Unrealistic. 7. Requested Data Kept Arriving Late. 8. Request For Overtime Were Rejected 9. Didn’t Do The Kind Of Performance He Or She Should Have. 10. Unqualified Team Members For That Kind Of The Project 11. He Or She Was Taken Off The Job When I Needed Them Most. 12. The Designers Wouldn’t Stop Designing. 13. I Wasn’t Given Enough Authority. 14. Difficult Members Of The Team Were Impossible To Manage. 15. I Was Not Consulted For Selecting The Project Team Members. 16. They Quit And Left Me Holding The Bag. 17. They Went On Vacation At The Worst Possible Time. 18. Everyone Kept Loading Time Onto The Job. 19. The Budget Was Unrealistic. 20. Principals Kept Charging Time To My Job. 21. Unrelated Costs Were Charged To The Project 22. The Customer Kept Making So Many Changes. 23. Working For That Customer Is Impossible. 24. The Subconsultants / Contractors Wouldn’t Cooperate. 25. The Subconsultants / Contractors Didn’t Understand The Job. 26. The Subconsultants / Contractors Didn’t Meet Dates. 27. The Department Is Full Of Idiots. 28. So Much Politics On The Project. 29. Work Environment In The Office Were Unfavorable. 30. The Job Was Unique.


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1.2 The Efficient Manager: Ninety Characteristics Of The Efficient Manager Are: 1. Have and demonstrate a positive attitude all the time. Unless you

manage yourself effectively, no amount of ability, skill, experience or knowledge can make you an effective manager.

2. Set your mind toward being and staying the best. 3. Do the job right the first time and every time. Avoid rework and waste. If

asked to do the impossible, do it as usual. 4. Have a daily “To Do List.” 5. The most critical and beneficial time on your life is the time span between

your motivation and response to a specific goal or quest. How you utilize that time span to select the proper response is the difference between success and failure.

6. Management is from the inside - out. How you feel inside results in the

behaviors which others see. Make a positive change in your feeling to be more resourceful, more diligent, more creative and more cooperative.

7. The greatest self-motivation you can possess is to feel the need for

serving and helping others. Submit yourself to the Belief “ ALL BELONG TO GOD.“ Make your spiritual belief the center of commitment to your values and principals. Your daily prayer will renew, strengthen and multiply your energies, uplift your spirit and inspire and recommit you to continue serving and contributing. Prayer will give you the s.

8. Be accountable for the quality of the team’s work and decisions. 9. Love your work and be passionate about what you do. If you don’t, you

will get beat by someone who does. 10. Constantly anticipate, analyze and keep up with what’s new, new, new. 11. Practice, practice and practice to react more quickly, think more

deeply, understand more clearly, stimulate more positively, set a course of action more precisely and monitor progress more closely.

12. Consider obstacles as unrecognized opportunities.


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13. Utilize the proper tool to perform the work. Wrong tool is worse than no tool at all.

14. Bad proposal properly presented is better than good proposal poorly

presented. 15. Try to learn more from your failures than from your successes. 16. When you have dreams and aspirations beyond just getting your project

done, be motivated and stay motivated. 17. Be proactive not reactive. Recognize your responsibility. Initiate

behavior and response consciously to producing a good quality project in accordance with values rather than to circumstances or emotions.

Be proactive, always say: Don’t be reactive, never say: I will look at the alternatives. There’s nothing I can do. I can choose a different approach. I made my mind already. I control my own feelings. I can’t take it anymore. I can create an effective presentation. I won’t be allowed to. I will choose an appropriate response. I have to do it. I choose. I can’t. I prefer. I must. I will. I will If only. I am honored to do that. I am forced to do that. It is part of my work. It is somebody else work. 18. Utilize management style “Walking around,” (Information obtained

informally by informal visits). This also will increase your visibility and availability. “You cannot lead from an office.”

19. Management is characterized by results, that is by the team members

doing the right things and completing the work on time. 20. Management and learning are indispensable to each other. 21. Be prepared always. A half prepared is like a half-baked cake, it falls flat. 22. Shall consider yourself as a part of a team, as a good follower and

potential developer of others, not as an authority who control and direct. 23. Don’t give up and don’t give in when you are absolutely sure that you

are right in accordance with all of the applied rules, procedures and policies, values and principle


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24. Sensibly live in the present, carefully plan the future and flexibly adjust to changes on the circumstances.

25. Gather and investigate all the facts before making a decision or taking an

action. 26. Whatever gets measured gets done. Therefore, plan, schedule, monitor

and measure your work assignment. 27. Be an outstanding performer. 28. Be thorough, logical and analytical. 29. Always verify that all provided information are approved, accurate and

complete. 30. Have a clear vision for the future. Possess creative and innovative

thinking. 31. Don’t rationalize and justify your mistakes and failures. Willingly

accept the responsibility for your own behavior and in instances where you are wrong, admit it. Be willing to say I made a mistake, I was wrong or I need help, when appropriate

32. Have a high self-esteem (Be well aware of your strength and

weaknesses). Self-esteem is the core of leadership character, it is a function of performance over expectation.

33. Be ambitious, never think any job is too big and never say never. 34. Never compromise ethics. 35. Never compromise honesty. 36. Be willing to ask for help when operating in areas where you have limited

skill or knowledge. 37. Judge yourself first before judging others. 38. Respect others’ dignity, (Whatever goes around, comes around). If you

want dignity, then give it. 39. Always plan to meet “Deadlines.”


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40. Integrity shall be the highest value of your leadership characteristics. If you are caught once, that is one too many times and you have basically lost all your credibility.

41. Integrity is the value you place on yourself. It precedes everything else.

Open demonstration of integrity is essential. Followers must be whole-heartedly convinced of their leaders’ integrity. Integrity is a fine sense of one’s obligations. Integrity exhibits itself in the organization’s dedication to superior performance, quality, making a contribution to society and in its clear demonstration of respect for its customers and employees.

42. Avoid prophesying gloom and doom. If you are pessimist by nature,

keep it under wraps when at work. Consistently pessimistic viewpoints drag on energy and productivity and lower the team member’s morale.

43. Keep a professional image all the times. Keep neat and clean

appearance all the times. “Dress for success.” 44. Dream big always, but plan, prepare and immediately put your dreams

into action. 45. Know where to focus your effort ( Set priority ). 46. Never consider any job too menial and never have an attitude that

indicates stress or disgust on your part. 47. Yielding is not losing, if it increases the quantity or quality or work. 48. Avoid making any disparaging or demeaning remarks about your project

team. 49. Initiate opportunities to review your own performance with your project

team members. 50. Be more flexible than to be right. Know your project team strength and

weaknesses so you can complement them. 51. Reconcile in your own mind that there is no such thing as perfect

Performer, perfect organization or perfect employees. Therefore, your ability to understand, accept and adjust will be vital to your success and happiness.

52. Have the power to choose you response. What may hurt you, is your

response to what happens, not what happens to you.


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53. Don’t be pushy, obnoxious or aggressive. Take the initiative by recognizing your responsibility to do whatever is necessary in accordance with values and correct principles, to get the job done.

54. Plan and implement with the end result always in your mind, never lose

focus of what is the end result of the work task, which you are pursuing. 55. To be successful at work, you have to be successful first at home with

your family and the people in your community. 56. Always keep a sense of humor. 57. Don’t fear mistakes - fear only the absence of creative, constructive and

corrective responses to those mistakes. 58. Concentrate all abilities and effort on the task at hand, not worrying

about the next job or promotion. 59. Effective management is putting first things first. Putting first things

first is the most common characteristic that all successful managers share. Set, start and complete your priorities first.

60. Increase your leadership ability as a project manager by continuously

pursuing the following:

- Learn from your experience. - Seek training. - Listen through both your ears and eyes. - Enhance your competence and ability to do things. - Develop new skills.

61. To perform effectively you must take proper care of your physical health,

eat the right and healthy kind of food, get sufficient rest, sleep and exercise regularly. Absolutely, definitely avoid smoking, smokers, alcohol, drugs and unnecessary medical prescriptions.

62. Don’t judge anyone based on their past successes or failures. 63. Don’t be extremist in your behavior or work habits, be moderate, give

everything its share of attention, time and effort “Don’t make everything all or nothing.”

64. Efficient manager’s security lies in his initiative, resourcefulness,

creativity, will-power, courage, stamina and self intelligence rather than in the safety and protection of work security or his comfort zone.


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65. Have self-confidence, once you found what you want to do, set goal, then make the decision to pursue that goal relentlessly.

66. Strengthen your will power and win respect by not making false

promises:

- Never make a promise which you may not keep. - Make meaningful promises and commitments. - Use self-knowledge and be very selective on making

promises. - Consider promises as a measure of your integrity and faith

on yourself. 67. Don’t manipulate or exaggerate your success at work. 68. The conscientious, successful and effective manager, is the one who

utilize power based on characters and principles not based on either coercive (Fear, big stick approach) or on utility (Exchanging services and favors).

69. Set goals that are achievable, measurable and monitored regularly. 70. Keep thorough and accurate records. 71. Be highly confident of your intelligence and abilities. Exercise honest

self-appraisal. Lack of confidence, is like a motor without fuel. 72. Be responsible. Because leaders are highly visible, they set examples.

Management is not rank, privileges, titles, or money, management is responsibility.

73. Avoid procrastination because it is the shortest avenue to failure. 74. Know when to quit. 75. Don’t pass up a worthwhile idea. 76. Make sure that you and your team members understand each other’s

true meaning, so no one jumps to conclusions and guess incorrectly. 77. Place equal emphasis on quality and productivity. 78. Schedule your work activities by utilizing the latest developed software

for project management (Primavera, Project Planner, etc). 79. Always be prepared for the unexpected. Be cautious not paranoid.


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80. Don’t make assumptions that are not real. 81. Encourage implementation of “Total Quality Improvement” process.

Total quality definition is a “constant and continuous improvement.”

82. Have high expectations for your own achievements. 83. You must have the ability to overcome your personal problems without

affecting work performance. 84. Develop a sense of optimism in your role as a manager. Looking to the

future with a positive expectation. 85. Understand that making errors is human both in your own actions and

the actions of others. 86. Recognize your own strengths and constantly build on the strengths

of others. 87. Know all aspects of your work and develop your own point of view. 88. Be calm under pressure. 89. Work hard to succeed. The only time success comes before hard work,

is in the dictionary. 90. Have positive self-concept and avoid all negatives ones:

Negative --------------------------------- Positive

Revengeful Forgiving

Judgmental Empathetic

Unreasonable Tolerant Pessimistic Optimistic

Grim Sense of humor Dominant Servant of others

Opinionated Open - minded

Arrogant Humble

Suspicious Trusting

Intimidated Self assured

Aggressive Assertive

Reactive Proactive

Rigid Flexible


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1.3 The Team Developing Manager: Organizations can learn only when the individuals involved learn. This requires the discipline of personal learning and growth, where people are continually expanding their ability to create the kind of life they want. We live in a society which values reason and devalues intuition. However, using both together is very powerful and may be one of the fundamental contributions to an individual’s successful career. Individuals must develop themselves and will do so optimally only in terms of what each of them sees as meaningful and valuable. A Key factor contributing to team building is the “chemistry” among the individuals. To develop a team that works together, the manager must stand up for the team members and be proud of the team’s work. The manager must support the team members continually, both internally and externally. Support can be verbal, but should include financial and professional advancement rewards (adequate salaries, training and other resources goes a long way toward improving team attitude). To foster the team attitude, it’s also important for the manager to evaluate and reward team members based on team goals, not just individual heroics. Another team developer with universal appeal is the weekly or monthly team meeting to share information with team member, to listen to their concerns, to hear ideas as well as complaints, to stay informed and help coordinate upcoming events and to establish a pattern of helping each other on varying tasks. Management’s goal must be to develop the unique capacities of each individual, rather than common objectives for all participants. The Project Manager Shall Help And Encourage The Project Team Members To Adapt And Develop The Following Twenty Characteristics To Become An Efficient Team : 1. They identify themselves as performers, not only of their specific

task but also of all the project tasks. They see themselves as who they are on the project not what they do. They see how their responsibilities connect to other tasks.

2. They do not focus the blame on a fault of others but on

themselves. This way they see head-on what the real problems are.


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3. They understand the team’s purpose and goals.

4. They truly believe in team-work. They share on making decisions

and avoid treating their manager as “Know it all,” as he or she has the answer to every problem.

5. They do not need to be identical in abilities, personalities and

training but should have and foster certain positive team-building traits characteristics such as:

Flexibility

People orientation

Communication skills

Creativity

Open-mindedness

Professional attitude

Positive outlook

Patience

6. They are competent and have confidence in each other. They are

dedicated to the team’s success and they do “whatever it takes” to achieve the desired results.

7. They make effective decisions which my produce difficulties in the

short run but will be rewarding in the long term rather than making a decision that looks good now but will produce failures at the end. Simple solutions frequently make short-run improvements but they commonly contribute to long-term deterioration.

8. They adhere to the agency policies, regulations, standard and

code of ethics. 9. They thoroughly analyze and study a solution to a problem rather

than quickly jumping in and fixing what looks bad. They recognize the different between symptoms and causes of a problem. Thus they solve problems by addressing problem’s causes not symptoms.

10. They solve a problem by not looking at the elements which

causing the problem but rather by looking at the whole elements, which are parts of the problem or attribute directly or indirectly to the problem. They insure that today solution to an issue is not a future problem issue.

11. They know their own roles and those of the other members.


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12. They understand and confirm to the project’s scope of work,

schedule, budget and quality requirements. 13. They learn from past experiences and they also rely on their skills

and knowledge.

14. They agree on what information needs to be communicated, to whom, by what method, how often, by when and they communicate such in a timely manner.

15. They agree on a systematic method to reach decisions through

consensus process. 16. They are proactive and they decide and implement actions

immediately. 17. They monitor and anticipate changes. They don’t wait for sudden

changes on the project. This will help them to react early and properly.

18. They continuously assess and evaluate the work’s process they’re

using and the project progress.

19. They focus on long-term as well as short-term results.

20. They treat each other with respect and trust and they function according to agreed upon guidelines.


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Thirteen Criteria For Evaluating Team’s Performance Are:

1. Teamwork : Does he or she acknowledges opinion of others without judgment, participates in the team’s activities, supports team decisions. Focus the evaluation on team member, overall performance rather than on his technical performance.

2. Contribution : Gives input to the group or individual, allows and

encourages others to contribute.

3. Flexibility : Accepts in a positive manner and responds effectively to changes or unexpected events.

4. Communication : Listens, obtains and transmits information to

appropriate people in a timely manner.

5. Problem-solving : Develops effective solutions to problems related to the project and/or the project development process.

6. Attendance : Takes part in all necessary project and/or team

activities.

7. Leadership : Directs, guides and positively affects the groups actions and results.

8. Creative and Innovative : Suggests, encourages and remains

open to new procedures.

9. Accountability : Accepts responsibility for own actions and decisions.

10. Motivation : Encourages others through recognition and

feedback.

11. Effectiveness : Produces a quality product for the project within agreed-upon parameters.

12. Goal setting : Sets and meets realistic goals.

13. Decision making : Makes decisions which are timely, prudent

and in the best interest of the project.


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1.4 Project Management Process Manager:

The project manager shall continuously evaluate the project management process to incorporate any changes and modifications to improve it. Recommended Evaluation Criteria Of The Project Management Process Are :

1. Check if the project management process does it provide a quality project with regard to the desired outcome and customer satisfaction ?

2. Check if the project being managed according to the guidelines of

the Project Management process ?

3. Check if the type of management structure is appropriate.?

4. Check if the focus remained on the project during the process ?

5. Check how well do the project team members communicate ?

6. Check if the project team members and customers (customer)

goals being met ?

7. Check how well has the amount of rework and unnecessary work

been minimized ?

8. Check How well has technology been utilized to optimize the use

of resources ?

9. Check if the customers and outside agencies being kept involved

during all phases of project development ?

10. Check if issue –conflict resolution is effective ?

11. Check if upper management support the process ?

12. Check to what extent are “partnering principles” being employed

during the process ?


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Five Potential Problems Can Obstruct Initiative For Change Effort To Improve Project Management Process Are:

1. Time: New behaviors are slowly learned and easily forgotten. As a

result, managers must recognize the substantial time requirements and make sure they’re committed to spend the time necessary to realize lasting change.

2. Exaggerated Expectations: Once people are actively on the change

bandwagon, most want results-now. But results are rarely immediately forthcoming and inevitable mistakes occur which leave people questioning the wisdom of continuing the change effort, this obstacle can be combated by: Clarifying the change effort and vision, Empowering employees to take responsibility for implementing the vision and Being honest about the problems in implementing the change.

3. Carping Skeptics: Confront the skeptics and their concerns early and

directly. Change initiators should show personal interest in addressing skeptics’ concerns and enlist their aid and support in the change effort. The enthusiasm of other team members and the progress measured to date can also be effectively used to convert skeptics.

4. Procrastination: People postpone vision-supporting actions into small,

more doable steps, Therefore keep up a steady but reasonable pressure to change behaviors and emphasize the successes in an immediate and dramatic way.

5. Imperfection: Project team must strive for continual improvement in the

change effort rather than explicit perfection. Mistakes should be seen positively-as learning experiences and as an opportunity to refocus efforts on the change vision.


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1.5 The Time Manager:

To achieve and hold the position of a successful manager, you need time so you can continuously add to and enhance your knowledge and skills. Therefore, you must guard your time with resolution, handle it with precision and invest it with acumen. Start first with yourself. Time is your most valuable commodity because it is the only thing that cannot be purchased. Every demand on your time is a “ Request for you to give up the most valuable thing you own.” Don’t waste time, hustle while you wait, don't stand idle, get something done while you wait. Lose no time, always be employed in something useful, cut off all unnecessary actions. The starting point for good management, is the effective use of one’s time. Manage Your Time To Be Successful By Starting Today. Tomorrow, you promise yourself, will be different. Yet, tomorrow is too often a repetition of today. Overcome time pressures and fulfill the promise of tomorrow by starting today. Start today. Take over the control of your own time. Stop right now and ask yourself these questions, “what further do I need to move ahead ?” your answer can only be, “I have all I need to start today.” And I have the power to act now. Tomorrow you may be lost in preoccupation again.” Decide now to plan your development for the future. Now is the time to plan and act to gain time in order to achieve self-development. The Key To Success In Anything, Is Desire. You must have a passionate desire to develop your resources. Everything you do must become the servant of this desire. “Mediocrity is self-inflicted and genius is self-bestowed.” No matter what the level of your ability, you have more potential than you can ever fully develop in a lifetime. Regardless of your formal education, experience, position or age, it is never too late to start managing your time. If You Find Yourself Chronically Short Of Time, First You Must Release

Yourself From The Feeling Of Being Pressed For Time.


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“Time Management Styles” Are:

1. Task and achievement orientation: Has difficulty delegating. He

pours large amounts of time and energy into doing rather than managing.

2. Leadership, Dominance, and decision orientation: Enjoy

dominating and controlling subordinates, quick decision making. Has difficulty delegating.

3. Impulsive and physically energetic orientation: are fast-

moving, energetic, action-oriented manager, a “shaker and mover.” Makes impulsive decisions

4. Socially warm, colorful, and personal orientation: Enjoy social

interaction, very successful in political relationships and close customer contacts.

5. Theoretical, detail, and structure orientation: Spend much time

in careful analysis of abstractions and concepts. He may overlook the practical or implementation part of his work. He may become a nitpicker if not careful. He slows things down by his preoccupation with detail setting up systems and rigid organization patterns.

6. Change, new-experiences, and feeling-expression

orientation: He seeks new experiences and resents work that requires time use in a repetitive patter.

7. Followership orientation: Spends much time in seeking to

please the boss. Has difficulty managing his own time on independent assignments. Has difficulty structuring his own time unless he has carefully spelled out rules and regulations to go by. He is most comfortable in bureaucratic organizations where he carries out assignments by the book.

8. Defensive or Aggressive manager orientation: Spends time

arguing with others. He feels others are out to get him.


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Four Working Principles To Overcome Time Pressure And Save Time Are:

1. Prioritization: Recognize the works that are obsolete and can be dispensed, then discards them without remorse.

2. Delegation: Delegate necessary parts that you have already

mastered. These gives you time for self-development and it gives your team a constant challenge to grow with you.

3. Self-development: Refine your techniques and increase your

knowledge of self-management to increase your output.

4. Multiplication: Find out new ways to multiply your output. Any moment you are preoccupied, acting habitually, is a moment you are not free to manage your time and you fail to see that your listener is confused, you lack clear picture of what you want him to do, and you may miss a vital part of what the customer or your listener is trying to tell you. It is in these moments of preoccupation that the incidents are born that can swallow up hours and days of your time to no avail. You will steadily increase your freedom to manage your time as you win back your attention from preoccupation. The pictures you make in your mind control your actions. If you have no picture, you can’t make out what’s going on and you will not act. If your pictures are cloudy and confused, you act hesitantly. If your pictures are clear and accurate, you act definitely and effectively. Furthermore, the speed at which you make up your pictures, will governs the swiftness of your actions. You can’t act without a picture.


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How To Increase Your Output:

Increase your output by having more time through increasing your capacity to get clear, accurate and fast pictures of what is going on around you. Time is related to output. Increase your output and you will have more time. To recognize and make a clear impression of something. You must focus your full attention on that thing. Three Phases To Make Clear, Accurate And Fast Pictures On Your Mind So You Can Increase Your Output:

I. Increasing Your Alertness.

II. Increasing Your Available Energy.

III. Increasing Your Knowledge And skills. I. Increasing Your Alertness:

Preoccupation, (or lack of alertness) is probably the greatest single factor that reduces your output. When you are preoccupied your attention is on something other than the happenings around you. To have more freedom to manage your time you need more moments of alertness each day. Without alertness you will be unable to improve the quality of your mental picture making and increase your output. Without alertness you will become involved in time-consuming misunderstandings, errors, and arguments. To gain more moments of alertness you have to win back some of that continent of yourself taken over by preoccupation. Increase your alertness by overcoming being preoccupied. Fixation (For example: Sitting on any position without moving or acting in a changeable pattern) is a common form of repetition in behavior. It is a general clue to preoccupation.


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Preoccupation:

Three Major Strategies To Overcome Preoccupation Are:

1. Change Of Routines: Whenever you change one of your routines you

are forced to be alert in order to follow the new method.

Recommendations To Overcome Preoccupation On The Job Are:

- At Meetings:

a. Speak slowly and in a modulated voice. b. Wait a few seconds before you reply. c. Check yourself before voicing your disagreement. d. Avoid any criticism, either implied or direct. e. Avoid making excuses.

- During Conversations:

a. Follow points “a” to “e” given above for meetings. b. Work on the assumption that you misunderstand what is

said, and keep checking what you hear with questions calling for clarification.

c. Keep watching the speaker to see if his facial expressions and body sets correspond with what he is saying.

- While Walking Through the Office:

a. Keep looking at things through the eyes of the employees

and customers. b. Look for methods, procedures and tools that are becoming

obsolete in order to eliminate, update, or replace these methods, procedures, and tools.

2. Selecting An Activity you can give your full attention to practicing for some time every day. The skill of being able to relax while in action is particularly valuable for self-management.

3. Cultivating Interests Centering Around Observation. Find out

what other people see to improve the quality of your impression. Most of your opportunities for growth lie in the unfamiliar. Avoid judging the strange and give yourself an opportunity for self-development.


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The Three Negative Factors Which Waste Time on Most Working Days Are:

1. Defensiveness: Defensiveness often appears as an explanation

of a mistake or a job not well done. Defensiveness frequently takes the form of rationalization as we talk with ourselves. “He who justifies does not convince.”

2. Criticism: Criticism of others often appears in the guise of

information-seeking. The listeners do not ask questions to get information, but really to point up a weakness in the speaker’s ideas. Avoid criticism because it will drain away a good part of your energy (It is not necessary to dwell on mistakes).

3. Procrastination: Overcome procrastination by:

a. Pick one area where procrastination plagues you and conquer it.

b. Set priorities and focus on one problem at a time.

c. Set deadlines.

d. Don’t duck the most difficult problems. Get the big one done, it’s

downhill from then on.

f. Avoid perfectionism. Three methods to acquire a new habits to break off old ones are:

1. Launch the new practice as strongly as possible

2. Never let an exception occur until the new habit firmly rooted

3. Seize the first possible chance to act on your resolution


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II. Increasing Your Available Energy:

Eliminate criticism, defensiveness, stress and other negative factors to build up a surplus of energy for the better management of your time. Be aware of Stress, stress will lowers our energy. When our energy is low, we are not able to create fresh mental pictures thus make it too difficult to concentrate. We drift off, become idle and irrelevant pictures form, or the screen of our attention just goes blank. Since we act on the basis of our pictures, we don’t feel like doing anything when we’re tired. If we want to overcome preoccupation, we must keep our energy level as high as possible. Negative Factors:

Negative factors will lower your energy level and account for most of the energy-leaks. Examples of negative factors are: Attitudes of defensiveness, criticism, resentment, suspicion, fear, worry and the like. The relationship between available energy and negative factors is shown on the chart below.

Chart


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Locate And Eliminate Sources Of Negative Energy Factors:

To save energy, you need to know where you’re losing it. Discover energy losses in time to prevent them from taking place. Managing by the Minute: When we are preoccupied large chunks of our time pass by unnoticed. Look for indicators of negative factors in our Thinking, Moving, and Electro-Chemical activities as well as the conditions in our Environment that creates negative factors. As we increase the number of moments throughout the day that we check in on ourselves, we create an ever-more-effective shield against energy losses. This self-observation is called “managing by the minutes.”

Locate and eliminate many sources of negative factors by becoming aware of seven areas of closely interwoven activities going on within and around you at any given moment, before they can drain away much of your energy. These Activities Which May Introduce Negative Factors Are: 1. Thinking 2. Feeling 3. Moving 4. Electro-Chemical 5. Environmental 6. Vision 7. Sleeping

1. Thinking Activities:

Thinking area covers all our activities involving words and symbols. The ways we think and talk may indicate feelings of defensiveness, criticism, fear, anxiety and other negative factors. Words (such as absolute terms) in our thinking activities which indicate negative factors and preoccupations are: Always, all, never, obviously, certainly, and generalizations such as (all) engineers, (all) people, (all) labor leaders. (Being tense and/or defensive) or using words such as: Should (being critical ?) Try (being tense ?) But (being defensive ?) Must (being tense ?) Either-or (being rigid ?) Adjectives and Adverbs (being critical ?)

2. Feeling Activities:

Feeling are the emotions we feel. Our feelings are associated with our control and release of energy. They direct us towards or away from things and move us quickly or slowly. Feeling in our thinking activities which indicate negative factors and preoccupations are: Anxiety, uncertainty, guilt, hostility, defensiveness, embarrassment, humiliation, love and fear.


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3. Moving Activities:

Moving activities include all our body movements and muscular patterns. Moving activities which indicate negative factors and preoccupations are: Gritting teeth, Clenching hands, Trembling, Shivering, Gas in stomach, Fast talking, Loud talking, Incessant talking, Inner talking, Nervous laughter and Tension in face, neck, arms, legs, back, feet and hands, etc. 4. Electro-Chemical Activities:

It is the level of body chemistry, of metabolic changes, of electrical impulses in our nerve system. The Electro-Chemical activities are affected directly by food, beverages, alcohol, anesthetics, bacteria, hormones, vitamins, radioactivity, tranquilizers and the like. A change by one of these agents can greatly affect, even change our capacity to think, feel and move.

5. Environmental Activities:

The Environment includes all the goings-on in our immediate surroundings: the temperature, humidity, air pressure, noise, odors, natural surroundings, or room furnishings, light, color and so on. Our Environment also includes all of the people around us and what they believe in our bosses, fellow employees, neighbors, friends, families, relatives, customers, etc. Other factors in Environment are our church, school, clubs, customs, methods and procedures, company policies, laws, organization structure, economic and international conditions. All these environmental factors interact on and change in varying degrees our Thinking, Feeling, Moving and Electro-Chemical activities. Inflexible rules, people who are chronically preoccupied, noise, smoke. The Greatest Source Of Negative Factors In Our Environment Are People Who Are Chronically Preoccupied (people who talk consistently, people who argue, who criticize and who complain).

6. Vision Activities:

The continuous invention of new ways of observing is man’s or woman’s special secret of living.

7. Sleeping Activities:

The simplest way to both shield and develop energy is to sleep. Your goal is to win back alertness and gain time. Use the creative power of sleep. The more demands you make on yourself, the more sleep you will need.


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Review Yesterday’s Activities To Find Out Methods That Will Increase Your Activities’ Output:

At the end of each workday. Review yesterday activities to get some notes on activities you feel were significant to enhance your self-development process. Here are some check questions you can use:

1. Thinking activities: New ideas ? New plans ? Insights ? New

interests ? Gains in skills ? Reading ? Reduction on talking ? Making of New analogies ? Listening ?

2. Feeling Activities: What was trend of my moods ? Attempts to

overcome negative factors. Did any of my sub-personalities show up ?

3. Moving Activities: What was trend of tension during day ? What

did I do ? What was tempo of my activities ? How much sleep did I get ? How did I make out in my daily practice ?

4. Electro-Chemical Activities: Any unusual quantities or kinds of

food or drink ? Any drugs, injections, or special treatments ? Any injury, infection or sickness ? How well did I feel ?

5. Environmental Activities: What new people did I meet ? What

new places did I go to ? What new things did I experience ? What did I find distracting ? What did I do for others during the day ?

6. Vision Activities: Did I maintain my vision toward the future ?

7. Sleeping Activity: Did I get enough sleep ?


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III. Increasing Your Knowledge And Skills:

Three Activities to enhance your knowledge and skills (self-development) are:

1. Exploring: Invest in exploration in two ways: by familiarizing yourself with new ideas and by trying out new sensations.

2. Training: If you fail to increase your capacity to concentrate,

observe, communicate and relax you will soon be worn to a frazzle trying to keep control of your range of widespread interests and activities.

3. Confirming: To be accepted by others, you have to conform to

their “ground rules.”

In the early stages of the self-development, you get the greatest return for effort expended. Then, by the law of diminishing returns, you reach a point where only slight improvements can be achieved at high cost. Do not waste a lot of time and energy by carrying your improvements into the area of diminishing returns. Change your strategy for self-development when you reach that area.

Methods To Save Time:

A. Using Precision Words.

B. Utilizing “Analogies” (Comparison).

C. Utilizing “Have To” and “Should Do.” List To Manage Your Daily Tasks.

D. Selecting What To Read.

E. Becoming A Fast Reader.


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A. Save Time By Using Precision Words;

To save time, strive for knowledge and precision in your use of words. Use words as a precision instrument, avoid the following:

1. Complexity: Choose specific, simple and conscious words.

2. Distortion: Whatever you say, write, hear or read is always

distorted to a degree. Therefore, think before you interpret and react. Act to reduce misinterpretations.

3. Projection: Manage time in the present not for the future. Do not

be preoccupied with a problem that never materialized or opportunities that can never be explored.

Your principal tools on the job are words. You use them to give information, to gather information, to issue instructions, to plan, to analyze and to control. Make and maintain contact when you speak, and you’ll gain a rich return in time.

B. Save Time By Utilizing “Analogies” (Comparison):

Comparison is one of our chief aids to exploring the world and hence to getting a living. For many purposes we have no other means of communication. It is not a question of whether or not to make comparisons but of which comparisons to make. We must use the rules the certainties we have established by past experience. It is by comparison with these past experience that each of us can shape his future. We must compare things, because that is the way our brains are constituted. Analogies are so fundamental in sharing your ideas that you lean heavily on them when you speak or write.

C. Save Time By Utilizing “Have To” and “Should Do.” List To Manage Your Daily Tasks Such As:

1. Get two slips of paper. 2. “Have To” and “Should Do.”

3. List down your “Have To” tasks (only those tasks you must do today).

4. List down your “Should Do” tasks (all those tasks you feel you ought to do or feel it would be a good thing to do).

5. File the “Should Do” list away for future reference. 6. Take your “Have To” list and do them one by one immediately.

Be severe in your selection of “Have To” tasks. Don’t include anything that fails to give a “Yes” answer to this question: “Will my work, my team members, or my family suffer in any significant way if I fail to do this today.


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D. Save Time By Selecting What To Read:

What is most important is not to be able to read rapidly, but to be able to decide what not to read. Select what to read, what is important is not to be able to read rapidly fast, but to be able to decide what not to read. Selectivity must be the watchword. Useful routine for quickly taking out of a book, the information you need are:

1. Read the preface for clues about the author’s purposes in writing

the book and the ways he uses to get his ideas across.

2. Scan the table of contents to make a rough picture of the book in your mind before you start exploring it. Determine the reading material you are interested on and go directly to them.

3. Read only parts of the book that look as though they contain the

information you are looking for.

E. Save Time By Becoming A Fast Reader: 30% of managers’ time are spent reading. Save 15% of your time by becoming a fast reader. Improve your reading ability to range from 300 to 500 words per minute. Generally, training in speed-reading sets out to break down bad reading habits and introduce good new ones. For Example:

1. Stop moving your head from side to side as you read each line.

2. Stop vocalizing by mouthing or speaking the words.

3. Stop rereading or looking back. Increase your reading span. Try to

take in “groups of words” rather than single words (whole thoughts and phrases) each time your focus shifts.

Managers who manage their time effectively are:

- More self-motivated and productive, therefore are accountable to themselves.

- They make good use of time “results-oriented” that is it focuses

on the achievement of goals and stimulates organized creative thinking.

- They set examples to those they manage by effectively using

their time and motivating others to do the same.


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The Manager Shall Utilize His Time Efficiently By:

1- Organizing. 2- Setting Priorities. 3- Delegating. 4- Making Decisions.

5- Acting Decisively.

1. Organize : The secret to good organization is discipline. The manager should be disciplined to regularly take to organize. Write out your goals, priorities and timetable for the ensuing week, keeping in mind your long range goals and objectives. A good manager will record his or her work’s progress to save time and measure the progress he or she is making. Managing without record is managing without time control.

2. Set priorities : Determine what actions will be taken and by

whom. The manager is responsible for the accomplishment of the goals, by himself or herself and those he or she manages. Since managers rely upon their team members to help achieve their goals. Therefore, managers must be able to hire the right people who can be relied upon to perform the tasks assigned to them. The ability to delegate effectively is, therefore, an important management skill.

3. Delegate: By delegating effectively, managers make better use of their time. Assess the results of the actions taken to accomplish the goals and to set new goals and assign priorities.

4. Act decisively and promptly to implement his decisions.

5- Acting Decisively.


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Managing Time On A Project Can Be Accomplished Managing The Following:

A) Manage Your Project’s Tasks And Activities Time. B) Manage Your Own Time. C) Manage Your Telephone’s Time. D) Manage Your Meetings’ Time.

A) Manage Your Project’s Tasks And Activities Time:

Keep a Things-To-Do List. Identify how are you going to schedule, use and control your project time efficiently. Most project managers have learned by experience that Things not written down, things that won’t get done.” The importance of keeping a to-do list cannot be overemphasized.

The following tips will make your things-to-do lists more effective:

- Keep old lists that have been crossed out as a record of

what you have done. Indicate the date that each page was begun or completed to find old records.

- Highlight urgent tasks to be sure they are not overlooked.

- Keep the notebook with you at all times, so you can write

things down as you think of them.

- Cut your reading time. Use “Dead Time” Effectively: Hassle while you wait, “Dead time” is the time that you have nothing specific to do. The key to using dead time effectively is to be prepared to do something worth while when you find yourself with unscheduled time available.


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B) Manage Your Own Time:

Eliminate the following time wasters:

1. Controlling:

- Lack of concentration - Lack of leadership - Lack of self-discipline - Responsibility without authority - Overcontrol - Inability or Unwillingness to say no - Mistakes (of others) - Mistakes (your own)

- Incomplete data or information - No standard or progress reports - Poor performance of self and others - Personal activities (Telephone and visitors) - Coffee and lunch breaks - Trash mail

2. Communications: - Socialization - Failure to listen - Over, under and poor communications - Waiting for answers - Interruptions - Unnecessary meetings

3. Planning: - Poor Planning - Lack of procedures - Conflicting and shifting priorities - Unreal time estimate - Leaving tasks unfinished - No deadlines - Day dreaming

- Haste

- Overoptimism - Work overload - Lack of clear goals and objectives - Management by crises - Overcommetment (Attempting too much at once)


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4. Directing:

- Not coping or adapting with changes

- Negative attitude - Lack of motivation - Low morale - Ineffective or lack of delegation - Over involvement with details - Inconsistent actions - Lack of conflict management skills - Doing it myself

- Lack of team work

5. Decisions Making: - Wanting all the facts - Decision by committee - Procrastination - Involving everyone - Snap decisions - Indecision - Lack of a rational decision-making process

6. Organizing: - Cluttered work space (Cluttered mind) - Duplication of effort - Multiple bosses - Lack of authority - Confused responsibility

7. Self-development: - Not attending classes - Not staying abreast with the new development - Lack of selective reading

8. Staffing: - Personal with problems - Understaffed / Overstaffed - Unqualified or untrained staff


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C) Manage Your Telephone’s Time: Tips To Increase Your Effectiveness On The Telephone:

- Make an agenda for each call before making a call.

- Keep your agenda slips when you call someone who is not

in and leave a message for them to return the call.

- Always give your telephone number when leaving a message to call back.

- Make your calls in-groups. This allows you to gear your

mind to the peculiarities of communicating by telephone and also shorten the length of each call.

- Reinforce your telephone calls by preceding or following

them with written communications.

D) Manage Your Meetings’ Time: Tips to reduce the time required for meetings are:

- Prepare an agenda for every meeting.

- Rank The agenda with the most important items first.

- Allocate an amount of time for each item on the agenda.

- Include in the agenda the names or initials of the

individuals involved in each item.

- Distribute the agenda to all participants ahead of time.

- Get out any handouts, If there are any, ahead of time along with the agenda.

- Schedule meetings to be 1 to 1 ½ hours long. This has

been found to be the ideal time span for high productivity, also schedule meetings to take place during late morning hours.

- Start all meetings on time, even if everyone hasn’t arrived

and don’t repeat things for those who come in late. The latecomers will probably be on time for your next meeting.


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Three Roles People Play In Meetings Are:

A) Group-Blocking Roles. B) Group-Building Roles. C) Group Maintenance Roles.

A) Group-Blocking Roles: 1. The aggressor: disagrees with others aggressively.

2. The blocker: Stubbornly disagrees, rejects others’ views, returns to topics already resolved. 3. The withdrawer: Won’t Participate’ self-appointed note-taker. 4. The recognition seeker: Boasts excessive talking

5. The topic jumper: Continually changes subject. 6. The dominator: Tries to take over.

7. The special-interest pleader: Uses group’s time to plead his own case.

8. The playboy: Wastes group’s time showing off, story teller, nonchalant and cynical.

9. The self-confessor: Talks irrelevantly about his own feelings and insights. 10. The devil’s advocate: More devil than advocate. B) Group-Building Roles: 1. The initiator: Suggests new or different ideas for discussion and approaches to problems. 2. The opinion giver: States pertinent beliefs about discussion and others’ suggestions. 3. The elaborator: Builds on suggestions of others. 4. The clarifier: Gives relevant examples, offers rationales, probes for meaning and understanding and restates problems. 5. The tester: Raises questions to “test out” whether group is ready to come to a decision. 6. The summarizer: Reviews discussion. C) Group Maintenance Roles:

1. The tension reliever: Calls for break at appropriate times to draw off negative feelings.

2. The compromiser: Willing to yield when necessary for progress. 3. The harmonizer: Mediates differences

4. The encourager: Praises and supports others

5. The gate keeper: Keeps communications open and encourages participation.


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Twenty-One Rules for Getting More From Meetings:

Half the manager’s time which spent in meetings is wasted. The Following Are 21 Suggestions to Limit The Time Wasted In Meetings Pertaining To, Before, During And After The Meeting Takes Place:

Before The Meeting Take Place:

1. Explore alternatives to meeting:

a. A tele-communication conference call. b. Postpone the meeting. c. Cancel the meeting. d. Send a representative.

2. Limit your attendance. 3. Keep the participants to a minimum. 4. Choose an appropriate time. 5. Choose an appropriate place. 6. Define the purpose clearly before calling the meeting. 7. Distribute the agenda in advance. 8. Assess the time allocated to the topics on the agenda. 9. Time-limit the meeting and the agenda.

During The Meeting:

10. Start on time. 11. Assign timekeeping and minutes responsibilities. 12. Hold a stand-up meeting if appropriate. 13. Start with and stick to the agenda. 14. Control interruptions. 15. Accomplish your purpose. 16. Restate conclusions and assignments to insure agreement and to

provide reinforcement or a reminder. 17. End the meeting on time.

After The Meeting:

18. Use a meeting evaluation checklist as an occasional spot check. 19. Expedite the preparation of the meeting's minutes, ensure that it

will be completed and distributed within 24 hours or ASAP. 20. Insure that progress reports are made and decisions executed. 21. Make a committee inventory. Survey all committees investigating

whether all objectives have been achieved.


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Avoid The Following Twenty Three Typical Meeting’s Problems:

1. Getting off the subject. 2. No agenda. 3. Too Lengthy. 4. Inadequate preparation by the manager or attendees. 5. Inconclusive results. 6. Disorganized. 7. Ineffective Management and/or lack of control. 8. Irrelevance of information discussed. 9. Time wasted during meetings. 10. Starting late. 11. No an effective process for making decisions. 12. Interruptions. 13. Certain individuals dominate the discussion. 14. Rambling, redundant, digressive discussion. 15. No published results or notice of follow-up actions. 16. Meeting cancelled or postponed after being scheduled. 17. Meetings with too many people attending. 18. Ineffective presenters. 19. Too much information presented. 20. Poor attitudes by participants. 21. Lack of participation. 22. Participants have no decision-making authority. 23. Poor attendance


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1.6 The One Minute Manager:

The most distinguishing characteristic of The “One Minute Manager” Style is a “Good management does not take a lot of time”. One-Minute Management is based on two underlying premises:

- Quality of time spent with team member is more important than quantity. - Team Members should be empowered to manage themselves.

An effective manager is one who manages so that both the project and the team member involved benefit (win). Three Primary Management Techniques Of The One-Minute Manager Are:

1. Goal setting. 2. Positive reinforcement in the form of praise. 3. Verbal reprimands.

Applications of each of these techniques can be accomplished in very little time, in fact in as little as one minute (That is why the strategies are called (“One minute goals, “One-minute praisings and “One minute reprimands”).

A) One Minute Goals:

“One Minute Goals” is to clarify responsibilities, what needs to be done and the nature of performance standards.

Effective use of “One Minute Goals” includes:

1. Agreement between the manager and team members regarding

what needs to be done.

2. Recording of each goal in no more words than can be read by almost anyone in less than a minute.

3. Communication of clear performance standards regarding what is

expected of Team members regarding each goal.

4 Continuous review of each goal, current performance and the difference between the two.


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B) One Minute Praisings:

Managers should spend their time trying to catch the team members in the act of doing something right rather than doing something wrong.

Effective use of “One-Minute Praisings” includes:

1. Letting others know that you are going to let them know how they

are doing.

2. Praising positive performance as soon as possible after it has occurred, letting employees know specifically what they did right and how good you feel about it.

3. Allowing the message that you really feel good about their

performance to sink in for a moment and encouraging them to do the same.

4. Using a handshake or other form of touch when it is appropriate.

C) One Minute Reprimands:

Team members should be informed about and agreed to, the manager’s use of “One Minute Management.” The key to the one-minute management approach is to be honest and open.

Effective use of “One Minute Reprimands” include:

1. Letting people know that you will Reprimand in a frank manner and

communicate to them how they are doing.

2. Reprimand poor performance as soon as possible, telling the Team members exactly what they did wrong and how you feel about it (followed by a pause allowing the message to sink in).

3. Reaffirm how valuable you feel the Team members are, using

touch if appropriate, while making it clear that it is their performance that is unacceptable in this situation.

4. Make sure that when the reprimand episode is over, it is over. If

reprimand and praise actions are both needed, at the same time, it is recommended that reprimand action be expressed first.


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1.7 The New Vision Manager:

Strategy alone does not achieve the new vision. Team members are essential in realizing the “new tomorrow.” The actual risks and challenges of implementing the new vision should be addressed up front. If the vision is new, a new culture that supports the vision must be created and the old vision (and the culture supporting it) must be laid to rest. A ritual of passage is essential to mark this transition. A new vision drives major project organizational change. The new vision should be:

1. A short, simple statement. 2. Of some value-adding. 3. Provides clear and inspiring criteria for decision-making. 4. Positively distinguishes the project in the minds of everyone

(customers, team member and consultants, etc.). Three Examples of a new vision statements are:

1. “Quality in all project,” learn, think, analyze, evaluate and prove. 2. “Reliable projects and on time,” with excellence and consistency. 3. “Better communication,” listen, ask and speak up.

In crafting a new vision for the project team, be sure that the new vision is practical and is consistent with team member’s personal values. The vision statement should be clearly understood (as team members can only be empowered by a vision they understand). Empower Team members to use the new vision. The manager should identify the team members’ behaviors in highly visible situations. The manager must also continually remind the team members that the new vision is working, by identifying progress that are keys to realizing the new vision and keeping a very public charting of those progresses. The manager should use employee meetings to discuss the new vision and report change progress. The manager should work on getting the team members to understand the new vision by discussing specific action steps that support the new vision and developing short-term action plans that the team members can more easily implement.


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Sharing The New Vision:

The manager shall take his personal new vision and build it into a shared vision among his team members. A shared vision is not an idea. Rather it is a force in team members’ hearts, a sense of purpose, which provides energy and focus for learning. Visions are often exhilarating. Shared vision is important because it may be the beginning step to get the team members who mistrusted each other to start working together. High-performing teams have shared vision. Shared visions can mobilize courage so naturally that the team members don’t even know the extent of their strength. When John Kennedy created the shared vision in 1961 of putting a man on the moon by the end of the decade, only fifteen percent of the technology had been created. Yet it led to numerous acts of daring and courage. “In the presence of greatness, pettiness disappears.” Conversely, “In the absence of a vision, pettiness is supreme.”

Strategic planning management often does not involve building a shared vision, but rather announcing the new vision of top management, asking people to, at best, enroll and, at worst, to comply. Gaining commitment from people is done by taking a personal new vision and building it into a shared vision. Shared Vision Produce Alignment: Team members performance depend on one another’s individual excellence and how well they work together. Alignment is, where a team members function as a whole unit, rather than as individuals working at cross-purposes. When a team is aligned, its energies are focused and harmonized. They do not need to sacrifice their own interests. Instead, alignment occurs when the shared vision becomes an extension of the personal vision. Alignment is a necessary condition to empower others and ultimately empower the team. Those who have new vision which is more like a calling, they are in a continual learning mode. They never really “arrive.” The old way which fits in with the traditional “contract” between employee and organization (an honest day’s pay in exchange for an honest day’s work”). The new way is to see it rather as a “covenant,” which comes from a shared vision of goals, ideas and success with your team. Support all training and learning which not only contribute to the project success but also to the team members career success and enhancement.


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1.8 The Concept Of Variability Manager:

The variability exists everywhere in everything. Only through the study and analysis of variability, using statistics, can a phenomenon, behavior or a trend be understood well enough to manipulate and change it. The use of statistical thinking is not an academic game, it is a way of life. The concept of variability is essential to management theory and practice. Concept of variability principles are:

1. Variation is a part of any project management process. 2. Planning requires prediction of how each team member will

perform. 3. Data and history of team members past performance can be

useful, but not definitive. 4. Team members work within a Management System (M.S.) that is

beyond their control. It is the M.S. not the team members’ skills that determines how they perform.

5. Only the manager can change the M.S. 6. Some team members will always be above average, some below.

Stability implies that team member’s performance output has regularity to it, so that predictions regarding the output of the system can be made. But man-made M.S. is inherently unstable. Bringing a M.S. into stability is one of the fundamental managerial activities. A stable M.S. is a system that shows signs of being in statistical control. Once a M.S. is stable, its productive capability can be determined, that is, the average output of the M.S. and the spread of variability around that average can be described. This can be used to predict the near-term future behavior of the M.S.


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1.9 The Total Quality Manager: “Total Quality Management Process” is essential to successfully

manage a project :

Total quality management principles means meeting and exceeding

customers needs and expectations. Total Quality Management is not quality control or quality assurance or management of quality, it is the way to improve the quality of management.

The origin and essence of total quality management is empathy with

team member’s motives and behavior. Total Quality Management means a continuous improvement in

performing tasks. Constant improvement is a value that has to come from the individual himself because it cannot be imposed upon people. So in order to accomplish Total Quality Management, individuals must be empowered (Encouraged to be capable of making a good decision and acting upon it).

Empowered individuals to be effective shall be provide with:

- Definition of the task and how it is done.

- Tasks defined and explained how it is done.

- Feedback shall be provided Immediately, in a timely

manner.

- Proper resources shall be readily available.

- Trust, recognition and confidence shall be expressed.

- Follow-up actions shall be provided.

- Make them feel that the job belongs to them.

- The job counts for something for them.

- They are accountable.

- They know where they stand.


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- They have a say in how things are done. They are

significant. Everyone feels that he or she makes a difference to the success of the project.

- They have some control over their work, and they are being

listened to.

- They consider learning and competence matter. They value learning and competency. They feel there is no failure, only mistakes that give us feedback and tell us what to do next.

- They are excited while working. Where there are leaders,

work is stimulating, challenging, fascinating and fun. An essential ingredient in a team is leadership pulling rather than pushing people toward a goal. A “pull” style of influence attracts and energizes people to enroll in an exciting vision of the future. It motivates through identification, rather than through rewards and punishments.

Often low quality management process not the work team members is the cause of low work quality and productivity.

Quality often is not measured at all but is appreciated intuitively. Quality is a feeling the concept of quality is that of dedication to, even love of our work. This dedication is evoked by quality and is the force that energizes high-performing team. When we love our work, we need not be managed by hopes of reward or fears of punishment. This will lead to free the manager to create systems that facilitate work, rather than being preoccupied with checks and controls of people who want to beat or exploit the system. Old traditional thinking was oriented to quantity, providing more goods and services for everyone. “You can have your cake and eat it too-but not at the same time.” For example, it was previously believed that quality and quantity could not be achieved simultaneously and one had to be chosen over the other. However, the notion that improving quality may also mean eliminating waste and rework which in the end would mean more quantity. Real leverage comes when you can see that opposing needs (Quality and Quantity) can be met over time.


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Total Quality Management Principles Are:

1- Have a clear vision and goal. 2- Focus in the customer’ need (External and internal). 3- Maintain the standard of no or minimum errors. 4- Use prevention not detection (Reviewing and checking) to work

toward zero errors. Minimize reviews to achieve quality. Eliminate the need for extensive reviews and rework by building quality work in the first place.

5- Respect and involve all people (Customers and workers). 6- Implement “plan-do-check-act” cycle (PDCA), to achieve

continuous improvement of all work processes. 7- Manage by fact, measure activities not people to identify problems

and prevent their happening. 8- Institute a vigorous program of training and self-improvement. 9- Manage the process to improve the results. 10- Reward hard work and best effort. 11- Make workers accountable for the quality of their work. 12- Offer Incentives. 13- Adhere to specifications, standards and design criteria. 14- Improve work tools and availability of resources. 15- Eliminate “Management by objectives.” (Management by numbers

or numerical goals). 16- Break down barriers between team members so they can work as

one team and foresee problems that could be encountered.


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1.10 The Mobilizing Manager: The first step in mobilizing a project team is to determine what kinds of expertise are required for each project’s tasks. The second step is to group all activities to be done by each type of person and prepare an organization chart. Assemble a project team that not only has the ability to do a good job, but also can devote the required time and effort to the project.

To Mobilize A Team For Oncoming Project Implement The Following:

1. Make people want to work on your project. Even busy people always seem to make time for what they want to do.

2. Obtain tentative commitments from key team members during the

proposal stage and involve them in proposal preparation.

3. Remind key team members of prior commitments.

4. Keep manpower forecasts current.

5. Recognize the talent of each team member, in order to assign the right person for the job.

6. Clarify to the team about the organization’s standard, policies

and constraints. 7. Let natural and logical consequences of team members’ actions

to be the way for them to learn responsible behavior.


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“Rewards are the core of motivating principles.” The greatest management principle in the world is “The Things That Get Rewarded Get Done.”

The root cause of most motivational problems can be easily figured by asking the simple question, “what is being rewarded ?” It is a grave mistake when management reward the wrong behaviors such as coming to work in time and generating papers rather than actually producing. The Ten Performances That Warrant Recognition And Reward Are:

1. “Reward Solid Solutions Instead of Quick Fixes”:

Do not reward short-term solutions as opposed to long-term solutions that will enhance the overall value and long-term profitability of the project.

2. “Reward Risk Taking Instead of Risk Avoiding”:

Establish a more productive risk-taking climate. Emphasize that failure is part of the price of success and encourage calculated as opposed to reckless risks.

3. “Reward Applied Creativity Instead of Mindless Conformity”:

Encourage competitiveness, tolerate errors and creative goal-setting. Provide monetary rewards for innovation and encourage creativity through specialized training. “Everybody works smarter when there’s something in it for them.” Effective use of rewards is the greatest management principle in the world which can induce and sustain this smarter work.

4. “Reward Smart Work Instead of Busywork”:

Encourage reflective planning time, select effective employees, reinforce the efforts of those who need it, eliminate bureaucratic procedures, clarify roles and simplify the work.


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5. “Reward Decisive Action Instead of Paralysis”:

To get results, team members must “Decide On What They are going To Do And Do It Now.” People who have the strength of conviction and guts to act decisively usually will succeed.

Because others are so indecisive, the manager must encourage decisiveness in the work place and help individuals who want to be more decisive by implementing the following:

a. Setting limits on obtaining information. b. Rewarding people who make decisions. c. Setting deadlines for arriving at decisions. d. Refusing to take the responsibility or making decision for

others.

6. “Reward Simplification Instead of Needless Complication”:

“Good management is the art of making difficult things simple, not simple things difficult.” Develop a system to simplify procedures, control and communication. The essence of the work simplification process is summarized in three words: “Eliminate the Unnecessary.”

7. “Reward Quietly Effective Behavior Instead of Squeaking Joints”:

Identify and reinforce the effective performers, ignoring the squeaky wheels, target rewards for positive behaviors and criticize work constructively. Major ways to reward outstanding performance include: recognition, time off, money, fun, personal growth, freedom, empowerment advancement and prizes. The two most effective rewards are: money and social recognition.

8. “Reward Loyalty Instead of Turnover”:

“You get loyalty and commitment from people by giving it to them.” Create atmosphere of loyalty by providing your team members with job security, training and development, equitable benefits and keeping clear lines of communications with them.


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9. “Reward Quality Work Instead of Fast Work”:

Payoffs for improving quality include: Lower costs, increased productivity, worker pride and loyalty of customers. If people know how to do the job correctly and are properly motivated, they can achieve almost perfect levels of quality.

Suggestions for developing overall commitment to quality include: - Sensitizing personnel to the actual behaviors associated with

quality. - Capitalizing on the expertise of the team members doing the job.

Interacting with customers in a way that generates lifetime partnerships.

- Training team members throughout the project on basic quality

control procedures.

10. “Reward Working Together Instead of Working Against”:

Build a successful team by creating a self-managed work team, which is assigned significant interdependent tasks of work and is managed in such a way that each member learns and participates in all aspects of the project, including performance of the tasks.


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The Following Are Forty Seven Recommendations To Motivate Your Project Team Members:

1) Management is always and forever by “Example.” Don’t offer advice

verbally. Offer advice by example. Followers behave and react as follows: They see better with their eyes than hearing with their ears.

- They may misunderstand your advice, but they will never

misunderstand how you act and how you behave.

- They may think the lectures you deliver are wise and true, but they rather learn by observing what you do, not by what you lecture.

- They prefer you perform the work with them than just showing how

and where to start. They will learn how to do it if you let them see it done.

2) Concentrate continuously and permanently in the common focus

necessary for the team success. 3) Give your team members your undivided attention by removing

paperwork, minimizing distractions and holding phone calls only when they are discussing matters of importance.

4) Make a conscious effort to recognize good performance both formally

and informally. 5) Commit sincerely to a plan of continuous professional growth and

development for your team members by providing guidance and direction in their careers.

6) Bring to the team member’s enthusiasm and willingness to share

ideas and work together as one team. 7) Have a good understanding of what are the effective motivational

methods to utilize with your team members. 8) Good management is the science of motivation derived from a one-

on-one personal interaction with your team members. 9) Management is mutual influence and understanding each other.

Openness and trust build relationships and increase manager leadership effectiveness among the project team.


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10) To build motivation, build trust with your team members by following these recommendations:

- Understand the individual. - What is important to an individual must be as important to you as

the other person is to you. - Be sensitive and offer kindness and courtesies no matter how little. - Always keep your commitments. - Create a clear definition of work expectations and results. - Be honest, tell the truth always. - Have Integrity, keep promises and fulfill expectations. - Apologize sincerely when you make a mistake. - Commend and praise good work.

11) Satisfy the team members’ personal ego needs in favor of yours. 12) Practice soft versus absolute thinking. Be reasonable, open minded

and rational. 13) You gain more respect by seeing team members on their turf when

possible instead of seeing them in your office. 14) Keep your commitment and promises. Actions speak louder than

words, you can’t say one thing and do another. “No one can outlive a lie.”

15) Provide information and opinions without dominating your team. 16) Work hard to help the team achieve a sense of oneness and trust. 17) Use no hurtful deceit, think innocently and justly and speak accordingly. 18) Guide the team to gather and analyze data and formulate solutions. 19) Don’t allow your personal motivational needs affect your perception of

what motivates others. 20) Be courteous, it is often the little common courtesies that motivate

people in the day-to-day work environment. 21) Reward dissent, as well as encourage it. Whatever momentary

discomfort you experience as a result of being told from time to time that you are wrong is more than offset by the fact that reflective back talk increases your ability to make good decisions.


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22) Create a greater sense of purpose among the team members in order to

gain a sense of additional reason for putting the extra effort in. 23) Encourage the concept that every team member is a part of the whole

working toward a goal, rather than an individual with a task. 24) Avoid being too rigid or too stable. Stay flexible and stay almost

unstable. 25) If you want miracles to take place, treat others the way you would like

them to treat you. 26) Be available to provide assistance to the team member all the time,

especially when you are the only one who has the time to finish an assignment or a task.

27) Encourage team members to suggest or offer input on agenda items for

upcoming meetings and be receptive to team members’ suggestions. 28) Always be open for advice and assistance. Help the team members get

the resources and data and always give them detailed instructions. 29) Possess and enhance the following abilities and skills increase your

respect, trust and loyalty among your team members:

- Persuasion

- Patience

- Teachableness

- Kindness

- Gentleness

- Acceptance

- Compassionate Confrontation

- Consistency

- Integrity

30) Have an open dialogue that allows others to freely express their

opinions without fear of recrimination. 31) Demonstrate sincere care of and for team members. 32) Eliminate jealousy and hard feeling at work by not making a comparison

among team members, in reference to their accomplishments.


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33) Make your team members feel like they have accomplished not only the

job goals, but also their own personal goals. 34) As you go for 100 percent team participation, keep everyone’s

individual work-styles in mind. People contribute at different levels. 35) Encourage your team members to give their personal best to provide

exceptional effort, the effort team members put in, above and beyond just doing their jobs.

36) Don’t rain on another’s parade. Belittling or disparaging other’s

accomplishments brings tension and long lasting resentment. Offer sincere compliments to build team cohesion.

37) Always use “I did,” don’t blame or use “you did.”

38) Be willing to share personal experiences with others when it relates to

challenges on the job. 39) Respect other’s opinions even if you don’t agree with them. 40) Expect excellent result from the performance of your team members.

Followers live up or down to the expectations of their leader. 41) Encourage team members to find better ways to perform their jobs. 42) Provide support to your team members when they try something new and

temporarily fail. 43) Be kind, generous and courteous. You only receive what you are

willing to give to others. 44) Make an effort to connect with team members on a personal as well as

professional basis. 45) Share happiness and congratulate your team members in their personal

important events, such as their birthdays and anniversaries. 46) Strive for fairness and consistency in dealing with team members. Treat

everyone equally. 47) Consult team members on a regular basis to determine new goals and

objectives.


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1.12 The Leading Manager: A leading manager is the one who demonstrate to his followers that :

- He knows the best method for getting them where they want to be. - He is the best man or woman in the use of that method.

- He will attain his followers loyalty only as long as he keep proving that he or she is the superior one in the use of the best method.

A project manager shall possess a leadership ability to make a decision about something to be done and have those who have to implement these decisions strive willingly to do it. A project manager’s leadership is not status, power or official authority, it is getting along with others. It is the process by which the manager’s leadership ability induce the team to pursue the objectives and goals which is the manager is after. A) Leading The Project Team: Manager’s leadership ability depends on the following four major factors:

1. The characteristics of the manager. 2. The attitudes of the team members. 3. The needs and other personal characteristics of the team

members. 4. The characteristics of the organization, (such as its purpose,

structure and the nature of its task, and the social, economic and political environment in which the organization operates.)

Specifying which of the managers’ characteristics will lead to an effective performance depends on the other factors. Managers with good leadership ability concentrate on intention, tasks and decisions. Managers learn from and use something that didn’t go well. It is not a failure but simply the next step. Successful managers who are good leaders are visionary, communicate well, make effective decisions, motivate team members and otherwise engage in behaviors that motivate and enhance the productivity of team members.


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B) Manager’s Leadership-Competencies:

Managers as a manager they do things right and managers as a leaders they do the right things. Efficient manager must be a manager and a leader at the same time and must posses the following management’s leadership competencies:

1. Management of attention:

The ability to draw others to them, communicating an extraordinary focus of commitment. Manage attention through a compelling vision that brings others to a place they have not been before. Manage attention through a set of intentions or a vision, in the sense of outcome, goal or direction. Managers are most effective if they know what they want.

2. Management of Meaning:

To make dreams apparent and to align team members with them, communication and alignment must work together. The manager with a good leadership ability makes ideas tangible and real to team members, so they can support them. Manager’s goal is not mere explanation or clarification, it is the creation of meaning.

3. Management of Trust:

The main determinant of trust is reliability (constancy). Team members will follow a manager they can count on, even when they disagree with their viewpoints, rather than follow managers who agree with but change positions frequently.

4. Management of Self: knowing one’s skills and deploying them effectively. The manager as a leader thinks in the longer term. He grasps how his team fit within a larger system. He is able to influence others beyond his jurisdictions. He emphasize intangibles such as vision, values and intuition. He has good political skills in coping with conflict and he thinks in terms of renewal, seeking to revise and improve the status quo.

The successful manager sharing leadership can effectively release the creative energies of team members in the pursuit of shared purposes. Shared leadership begins with the notion of leadership team, that extends down through all levels of the team. It is important, though, even when leadership is distributed throughout, that power be held accountable. In conclusion, shared leadership’s purpose is to design more empowerment, but in a way that ensures accountability.


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C) The Manager’s Leadership Functions: Ten Significant Functions Of A Manager As A Leader Are:

1. Envisioning goals. 2. Affirming and regenerating important project team’s values. 3. Motivating others toward collective goals. 4. Managing the processes through which collective goals can be

reached. 5. Achieving unity of effort within a context of pluralism and diversity. 6. Creating an atmosphere of mutual trust. 7. Explaining and teaching. 8. Serving as a symbol of the project team’s identity. 9. Representing the project team’s interests to outside parties. 10. Renewing and adapting the organization to a changing world.

Leaders and followers must shape each other. In such a process, two-way communication is extremely important, as is mutual trust. Failures of leadership are often also failures of followership. Qualities such as apathy, passivity and cynicism invite the abuse of power by the leader. The purposes of the project team are best served when the leader enables followers to build their own initiative.

The Attributes Of A Good Manager As A Leader Are:

1. Decisiveness. 2. Assertiveness. 3. Self-confidence. 4. Trustworthiness. 5 Task competence. 6 Need for achievement. 7. Courage and resolution. 8. Adaptability and flexibility. 9. Skill in dealing with people. 10. Capacity to motivate people. 11. Physical vitality and stamina. 12. Eagerness to accept responsibility. 13. Intelligence and action-oriented judgement. 14. Understanding of followers and their needs.


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Twenty Five Characteristics of a Successful Manager As A Leader Are:

1) A good leader to be a good manager: Leadership is selecting the right things and making a good decisions. Management is doing things right and efficiently implementing the action for the decision to achieve success. Therefore, leadership and management are inseparable and always management comes after leadership and no effective management can be achieved without effective leadership.

2) Lead by a character approach rather than by a trick or

technique approach. Do unto others as they want to be done unto.

3) Derive your power and influence through cooperation rather

than compliance and authority power. The manager as a leader is never as much in command and followers never as submissive as one might imagine.

4) Management’s leadership is not something you give yourself

or born with. You get back what you give out. If you want to be a leader then you have to earn it.

5) Make conscious effort to catch your team members in the act of

doing things right. Don’t lose focus of what people are doing right.

6) The main principle of leadership is to know how to motivate and

influence others to listen and act accordingly.

7) First last and always, you must be a Servant Leader. Have absolute trust and belief in people. The leader is the servant of his followers, you needs your followers more than they need you.

8) Be a self-starting leader. Exercise initiative in accomplishing your

professional career, act on situations and opportunities, rather than waiting to be acted upon.

9) Have insight and a good knowledge of the team members unique

and personal needs and perceptiveness for security and significance. Increase your leadership efficiency by understanding the needs of team members.


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10) Understand your role and responsibilities. You must be

accountable to the organization and to each other’s performance -agreements.

11) Have a high Self-awareness, it is the clarity with which you

perceive and understand everything that affect your life. Understand the kind of leadership that works best for the team members. Spend time on your self, reflecting on what’s important, making choices about who you are and how you behave, understand where your ego starts and stops and where it is usefully employed or gets out of control a bit.

12) You must be capable, competent and recognized as having the

qualifications to be a leader. Compassionate and caring about those they serve.

13) Balance the three components of leadership: Business,

Vision, and Legacy. Develop the next generation of leaders. Continually learn and teach. See the capability in others so clearly they see it in themselves. Define and engage everyone in where the organization is going in the future. Set a clear sense of strategic direction. Set a clear direction for those you serve. Define the “What” Trust people to do the “How”.

14) Identify worthy, but realistic and achievable goals. Clearly

define and communicate expectations of those you serve.

15) Always be guided by ethics and values (Values: The social principles, goals or standards held or accepted by an individual, class, society, etc. Ethics: the system or code of morals of a particular person, religion, group, profession, etc.). Personal and organizational values and ethics should be congruent. Never ask anyone to do something you wouldn’t do.

16) Demonstrate fallibility and vulnerability. Admit you don’t know

all the answers. The “red cape” syndrome.

17) Don’t be afraid to take risks and fail.

18) Be adaptive, recognize the need for change and initiate it. Be willing to see reality and have the courage to take action.

19) Make decisions and teach others to do the same decision.


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20) Demonstrate passion, create positive energy. (We can do this.

We’re all in this together. We will be successful.)

21) Know how to say “no” when you should.

22) Achieve a balance in life. The four balls: work, family, health, spiritual.

23) Communicate, keep others informed.

24) Explain their actions, and stand by them, even if they aren’t

popular.

25) Be willing to use the power available to you within a reasonable and acceptable extent


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1.13 The Delegating Manager:

One of the most difficult tasks for project managers is to delegate responsibility properly. The most successful project managers spend most of their time controlling work delegated to others. The essential tool for the manager in managing his time is delegation. Make a conscious effort to look for opportunities to delegate more power, responsibility and authority to team members who desire to have greater responsibility. Never delegate a task to anyone who does not know how to perform that task. Delegation Benefits Are:

1. Extends results from what a man can do to what he can control. 2. Releases time for more important work. 3. Develops subordinates’ initiative, skill, knowledge and

competence. 4. Maintains decision level.

Successful project managers in design firms begin their careers “on the boards” doing technical work on projects. After several years, the best architects, engineers and planners are often promoted to the position of project managers, where they are given overall project responsibility. Delegate Work By Focusing On Results Not On Methods. Before You Delegate Work, Create Mutual Understanding And Commitment Concerning The Following Project’s Requirements And Guidelines:

1. Define the desired result. 2. Identify all available information and resources. 3. Set guidelines. 4. Define the completed activity and establish a detailed

specifications of what constitutes a completed activity. 5. Agree on the level of effort (budget) required. 6. Establish a suitable completion date. 7. Set up control mechanisms and evaluation process. 7. Define Consequences, rewards and losses.


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A List Of Tasks That Can Be Delegated Are:

1. Something you don’t have the expertise to do yourself. 2. Technical tasks that someone else can do as well as you. 3. Technical tasks that someone else can do sufficiently well. 4. Project management tasks.

Barriers to Delegation:

There are critical barriers to effective delegation in the delegator, the delegatee, and the situation. Barriers in the Delegator:

1. Preference for the operating (doing, performing). 2. Demand that everyone “know all the details.”

3. “I can do it better myself” fallacy. 4. Lack of experience in the job or in delegating. 5. Insecurity. 6. Fear of being disliked. 7. Refusal to allow mistakes. 8. Lack of confidence in subordinates. 9. Perfectionism, leading to over control. 10. Lack of organizational skill in balancing workloads. 11. Failure to delegate authority commensurate with responsibility. 12. Uncertainty over tasks and inability to explain. 13. Disinclination to develop subordinates. 14. Failure to establish effective controls of the work and to follow up

once it has been delegated. The Two Most Commonly Observed Delegation Problems Are:

- Reluctance to delegate work to others. The key to overcoming this reluctance is to redefine the standards used to judge performance. Preestablish minimum acceptable levels of performance and be firm that these standards for technical quality, budgets and schedules are met.

- Inability to remain in control of the work once it has been

delegated.


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Barriers in the Delegatee:

1. Lack of experience.

2. Lack of competence.

3. Avoidance of responsibility.

4. Overdependence.

5. Disorganization.

6. Overload of work.

7. Immersion in trivia.

Barriers in the Situation:

1. One-man-show policy.

2. No toleration of mistakes.

3. Criticality of decisions.

4. Urgency, leaving no time to explain (crisis management).

5. Confusion in responsibilities and authority.

6. Understaffing.

Reversed Delegation There Are Times When It Is Appropriate To Delegate Up (Reversed Delegation):

1. Praise or reward. 2. Approval or backing. 3. Critical decisions and special abilities. 4. Full weight of authority.


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At Least Six Reasons That Reverse Delegation Occurs:

1. To avoid risk.

2. Afraid of criticism.

3. Lacks confidence.

4. Lacks the necessary information and resources to accomplish the job successfully.

5. The manager wants to “be needed.”

6. The manager is unable to say no to requests for help.

How do you know how well are delegating ?

1. Do you take work home regularly ?

2. Do you work longer hours than your subordinates ?

3. Do you spend time doing for others what they could be doing for

themselves ?

4. When you return from an absence from the office, do you find the

in basket too full ?

5. Are you still handling activities and problems you had before your

last promotion ?

6. Are you often interrupted with queries or request on going projects

or assignments ?

7. Do you spend time on routine details that others could handle?

8. Do you like to keep a finger in every pie ?

9. Do you rush to meet deadlines ?

10. Are you unable to keep on top of priorities ?


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1.14 The Communicating Manager:

The ability to communicate is everything. It is the ability to speak, listen, write and read body gestures, all which can be developed through continuous practice. Communication is the ability to motivate, to get people to act and react and to work as a team to accomplish the goals of the company. Communicate in direct and straight forward language, ask the right questions. An essential part of both good use of time and good communication is the ability to delegate. People communicate in only three ways: with verbal, written and body language. Effective communication requires that one form be reinforced with another. For example, speaking is more effective if graphics are used to explain the message. By using written communication (the Graphics), you reinforce the verbal communication (the speech). Speech is even more effective if the speaker is animated, using body language for additional reinforcement. Similarly, written communications (such as letters and memos) should always be reinforced by verbal communications (for example, calling to be sure the memo was received and understood) or by body language (standing in front of the person who is reading the memo, for instance). Good Communication Is Important As A Primary Management Strategy Because Of The Following:

1. Good communication provides a means for sharing knowledge

and intentions. Problems can be solved through listening and understanding the other’s perspective.

2. Good communication shows that management cares and is open

to the ideas of one’s subordinates. It promotes teamwork and loyalty are promoted. The result is that the working relationship is improved because the manager is seen as an advisor or mentor rather than as a boss.

3. Good communication is a motivating factor. The employee is

made to feel a part of the team and is more likely to act positively. The net result is that effective communication causes increased productivity of the project.


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The Following Are Recommendations For Effective Communications: 1) Encourage open and honest communication and full participation.

Give your team members constant feedback so they are continually aware of the work requirements.

Use questions that encourage open communication. Use Open-ended questions begin with:

Who ? What.? Where ?

Why ? When ? How ?

Do not use questions that discourage open communication. Do not use Close-ended questions can be answered with “Yes” or “No”:

Did you ? Do you ? Will you ?

2) To establish excellent communication with your team members, get to

know them very well, know their interests, hopes, goals, concerns, back grounds, frames of reference and their perception of you, of their work and of the organization.

3) Make an effort to schedule time with your team members just for the

purpose of getting to know them better. 4) Be consciously aware in your day-to-day communication of others’

need for self-respect. 5) Communicate to team member how significant their job is to the overall

performance of the team. 6) In conducting and performing any work task, adhere to simplicity rather

than complexity. Also keep the team on track and performing in an organized and timely manner.

7) Clarify and help the team members to fully understand their tasks and

ground rules for working together. 8) To perform your work start with the following steps: organize,

communicate, involve, set goals, plan action, implement, enable, assist and follow up.


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9) Speak only of what may benefit others or yourself, avoid insignificant

conversation. 10) Hold “Team Improvement Meetings,.“ periodically. Determine the best

improvement, test, implement, monitor the improvement and evaluate its result.

11) Inform and teach team members about values, vision, mission, roles,

goals, guidelines and standards, because neither good example nor close relationship are sufficient.

12) Implement the organization policies, resolve outstanding issues,

prepare revisions to work manuals, assist in overseeing and monitoring the development of technical standards and quality plans, assist on project funding matters and in developing agenda items for team meetings.

13) Every team success depends upon an established set of criteria. Ask

yourself the following questions when establishing criteria of your own: - How will the team reach its goal ?

- Who will do what ?

- What standards must be met ?

- What are the time limits ?

- How will the team conduct itself with customers and

customers ?

14) If a team member perform poorly, first check to see if he or she has the

necessary skill, adequate tools, sufficient resources or the correct information to perform the work.

15) Be approachable and open-minded and encourage feedback on your

own actions and behaviors. 16) Learn to adopt a style that asks rather than issuing orders when

directing others. 17) When you brainstorm, don’t throw out anyone’s suggestions. Follow-up in

matters where team members make constructive suggestions. 18) Have the ability to harness talents of your team members. 19) Don’t try to build or rebuild relationship before changing conduct or

attitude.


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Two Examples Of Good Communication Techniques Are:

Example 1) “Team members” set their own schedule: Project team members are asked to put into writing a statement of their goals, priorities and plans for accomplishing the objectives ( This makes team members accountable to themselves ) It forces employees to determine goals for themselves and for the project at the same time, it will force them not only to carefully organize their thoughts but also to provide a method of reviewing the goals for any errors or omissions. Team members who set their own goals will be more motivated and, consequently, more productive. As a result, the manager and team members become team rather than adversaries. This method also allows the manager to evaluate the skill and achievement of the team members more effectively. Example 2) Every team member know exactly where he or she fits in the

scheme of the project. The manager knows what the team members are doing and vice versa. If each team member knows what the other is trying to accomplish, then the overall understanding and effectiveness will be increased. Committees are an excellent means to facilitate the exchange of knowledge and intentions.


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Effective Communication Communication Is The Most Important Skill Of Management. Be Very Effective Communicator On Listening Writing, Speaking, reading body language And Skills Recognizing Team Behavior.

1.14.1 Listening Effectively 1.14.2 Writing Effectively

1.14.3 Speaking Effectively

1.14.4 Reading Body Language (Physiognomy)

1.14.5 Recognizing Team Behavior

1.14.1 Listening Effectively: The amount of time we spend in listening shall be twice as much we spend in talking. We spend over one third of our waking hours listening. That is 50 percent more than the amount of time we spend talking. However, the average listener retains only one-fourth of a ten-minute message after a forty-eight-hour period. This means that we are wasting over four hours per day by not listening efficiently. The higher one progresses in level of responsibility, the less important it is to speak and the more important it is to listen. “Never overlook a good opportunity to keep your mouth shut.” The average person must hear a particular message at least three times before it is retained. Listen carefully is still the most important lesson to learn. If you don’t listen carefully, you will hear only what you expect to hear.


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The Following Are Twelve Basic Keys For Listening Effectively Are:

1. Listen for an overview that is doesn’t concentrate on every detail. Too much attention to details can obscure the central meaning. Judge content, not delivery.

2. Avoid and minimize distraction, close the door, turn off the radio

and concentrate on the task you are performing.

3. Avoid mental side trips (day-dreaming), instead of thinking about what you are doing in the evening, or what you will say when it is your turn to talk, think about what the speaker has been saying. Find areas of interest. Seize opportunities, ask “What’s in it for me ?”. Listen for ideas not facts.

4. Take advantage of the fact that you hear faster (600 to 800 words

per minute) than a person speaks (100 to 200 words per minute). This will give you advantage over the speaker to listen, evaluate, reject or accept what he is saying. Listen for feelings and emotional catch words as well as content. Capitalize on the fact that thought is faster than speech. Challenge, anticipate, mentally summarize, weighs the evidence and listen between the lines to tone of voice.

5. Summarize what the speaker has been saying and “play back

your summary” to him for verification.

6. Seek the answers to these three questions: What does the speaker mean ? How does the speaker know ? What the speaker left out ?

When you want to encourage listeners to speak freely, use open-ended questions, questions they can’t answer with a yes or no. For Example, instead of asking, “Has this problem negatively impacted you ?” ask, “How would you describe the impact of this problem on you ?”. When you want to limit the range of listener’s responses to a choice among alternatives, use close-ended questions. For Example : “We can get it done quickly. Will 2:00 this afternoon be OK ?”

You often need to use open-ended questions at the start of a discussion to learn the necessary details. These questions usually start with these works: who, what, when, where, why and how.


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7. Effectively listen and concentrate on substance not style.

8. Be empathic listener by following these steps:

First: listen fully, deeply, emotionally and intellectually with the

intent to understand others, then to be understood and to reply. Listen with your ears, eyes and heart. Listen for feeling, for meaning and for behavior. Empathic listening gives you accurate and complete data to work with and to respond properly.

Second: identify the key issues and concerns not positions

involved. Third: determine what results would constitute a fully acceptable

solution. Fourth, identify possible new options to achieve those results.

9. Listen twice as much as you speak. True manager is a good listener. Communicate effectively by speaking clearly, being specific and listening actively to team members’ comments and feedback.

11. Hold your fire, do not enter into argument, do not judge until

comprehension is complete. 11. Keep your mind open, do not reacts to emotional words.

12. Be flexible do not take intensive notes using only one system,

instead take fewer notes, use four or five different systems, depending on speaker.


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1.14.2 Writing Effectively:

Effective writing is another fundamental communication skill that is important to the project manager. The most effective writing is only one page long and contains three paragraphs. The first is a brief statement summarizing the subject matter, the second amplifies that description and the third is a closing that tells the reader what you want done. Brevity is an essential component of a well-written memo or letter.

Recommendations For Writing Effectively Managers must be able to communicate effectively, They must be efficient and very skillful in selecting the suitable and appropriate words, sentences and communication style, therefore, read and understand the following recommendations in order to improve and enhance your communication skills to increase your management effectiveness.

1.14.2.1 WORDS

Appropriate and effective kind of words are essential part of a good

communication, therefore, when you select your words adhere to the following recommendations:

1. USE PERSONAL WORDS:

Active voice such as "I" and "We" are specific and has better effect to use

than the passive voice, word "one". 2. USE SPEAKING WORDS: If you use pretentious-sounding word constructions such as those in the

left-hand column, consider substituting with the plain, simple words listed on the right:

to be in receipt of have

enclosed please find here is

commensurate with equal to

termination end


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3. USE NECESSARY WORDS:

Eliminate any words that does not contribute to your message. The more

unnecessary words you can eliminate, the stronger and clearer your communication will be. The following are some phrases and their concise alternatives:

in order to to despite the fact is although

for the purpose of to due to the fact that because

in the final analysis finally

at this point in time now

4. USE FAMILIAR WORDS THAT PEOPLE LIKE TO HEAR: There are words people like to hear in some contexts and others that they

don’t. Positive-sounding words help create a positive response. Compare the words people like to hear in the left hand column with those

listed on the right, that turn people off: achieve blame

appreciate complain

success failure

you say you claim

can impossible

5. USE CORRECT AND PRECISE WORDS:

Words that mean what they say and say what they mean, words that

express exactly your intention and define clearly your purpose. 6. USE ORTHODOX SPELLING:

Communication "nite" for night", "thru" for "through," and "cuz" for

"because" may be acceptable in a personal letter for the name of a store, but it has no place in business letters or memos.


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7. USE CONTRACTIONS:

Consider using contractions. Because contractions are spoken so

naturally, they are a very subtle way to draw the reader into your message and allow you to come across as warm and personal.

Example: have + not = haven't you + will = you'll you + have = you've that + is = that's

8. KEEP RELATED WORDS TOGETHER:

Badly placed words and phrases can cause confusion in a sentence.

Keep the words that have to do with a subject apart from those that don’t have to do with that subject.

9. AVOID EUPHEMISMS:

Euphemisms are words and phrases meant to hide negative things. For

example --"deceased" for "dead," but most euphemisms dull our style and serve no useful role in business communication.

Euphemism Alternative

pre-owned used

revenue enhancement price increases

contrary to expectations unexpected

did not pay attention to ignored

10. AVOID CLICHES: Cliches are expressions that have been used so often they 've lost

whatever energy they might originally have had. Here are some cliches and words to consider using in their place:

as per according to

in a nutshell in short tried and true reliable

the bottom line the deciding factor

in regard to your regarding your

few and far between rare

my personal opinion I believe

attached please find I have attached

for your information (omit, bad manner)

at this point in time now

as a matter of a fact indeed

with the exception of except don't hesitate to call please call


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11. AVOID "HEADLINE" WORDS: "Headline" words are words that newspaper editors have shortened for

reasons of space. Many may be inappropriate outside of the newspaper. Here are some headline words and what you want to substitute for them.

quote quotation

recap recapitulate

America United States

GM General Motors

UN United Nations

GOP Republican Party

12. AVOID REDUNDANCY: Redundancy doesn't help clarify meaning or enrich style. Here are some

more commonly used redundancies and their corresponding sufficient meanings:

advance warning warning

resulting effect effect in the event that if brief in duration brief surplus left over surplus

unresolved problem problem

three-month period three months

I wish to thank you thank you

due to the fact that since, because

13. AVOID JARGON: Use technical language or words peculiar to a special business when

these words meet the needs of a particular reader. The rest of the time, write in plain, non-technical, conversational prose.

Jargon words include:

utilization interface task (as a verb) facilitated market penetration optimize synergy paradigm


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14. AVOID USING THE DOUBLE NEGATIVE:

A double negative is the use of two negative words together when only

one is needed. Example: Wrong: I haven't heard nothing from Pat. Right: I haven't heard anything from Pat. When you use contractions like haven't and didn't, don’t use negative

words after them. The most common negative words are no, none, not, nothing, never.

Use words such as any, anything and ever after negative contractions or words.

15. AVOID DANGLING MODIFIERS:

A dangled modifiers (dangling participle) refer to a words that are implied

rather than actually stated in the sentence. Example: Wrong: Cooked rare, I could not chew the steak. (who is cooked rare ? Me!) To correct dangling modifier, state the implied modifier. Correct: I could not chew the steak, because it was cooked rare. 16. AVOID ACRONYMS, INITIALS AND ABBREVIATIONS:

SALT means Strategic Arms Limitation Talks. Write out the complete

name the first time it is used and place the acronym, initials or abbreviations in parentheses following the name. Once you've given your readers their bearings, you can use the acronym, initials or abbreviation in place of the organization's name or the movement that you are communication about:

Example: "The National Association for the Advancement of Colored People

(NAACP) will elect a new president this year."


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17. AVOID SEXIST LANGUAGE: Words that favor one gender over the other have no place in business or

any other kind of communication. Such language occurs mostly with the third-person masculine pronouns ("he," "him," "himself," "his.") and with job titles that have a build-in-gender preference ("foreman," "chairman," "stewardess").

To avoid sexist pronouns use the "he or she" construction ("Each manager must file his or her report.") or switch to the less awkward plural "they," "them, "their," "themselves" whenever possible ("All managers must file their reports.")

18. AVOID OVERUSING VERBS: When we read, we tend to look mostly at nouns ( the names of people,

places and things ) that's where the information is. But as writers, the words we want to focus on are the verbs, that's where the action is.

Forms of the verb "to be" are the most popular verb forms in the English

language and they've lost some of their power. If you've written five or six sentences in a row and all your verbs are linked with any of these six words ("am," "is," "are." "was," "were," "been,") see if you can replace a few of these constructions with other verbs or verb forms. A sentence such as "He is going to be here on Tuesday," for example, could be changed to "He arrives on Tuesday."

19. AVOID MISPLACING MODIFIERS:

A misplaced modifiers are a modifiers that are not in their places with

relation to the words they modify. Example: Wrong: The book has been stolen that I bought yesterday. (what did you

buy yesterday ?) To correct a misplaced modifier, place the modifier in its proper relation to

the word it modifies. Correct: The book that I bought yesterday has been stolen.


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1.14.2.2 SENTENCES

2) THE MOST EFFECTIVE WAYS TO WRITE LIVELY, POWERFUL AND ENGAGING SENTENCES ARE:

1. Choose NOUNS Over Adjectives:

Adjectives are indispensable to speech, but there is not one that can

replace even the weakest noun. Nouns are where the information is. They're the names of people, places and things the readers want most to know about.

2. Choose VERBS Over Adverbs:

Verbs are where the action is. They're the ones that give good

communication its power. You preserve energy in a sentence every time you eliminate an adverb or replace it and the verb it assists with a stronger verb. Consider the difference between "John went quickly to the photocopy machine" and "John rushed to the photocopy machine." The word "rushed" is doing more than twice the work of "went" and "quickly."

3. Choose PLAIN WORDS Over Fancy Ones:

Let you ear be your guide. If you wouldn't say the word, you're probably

better off not communication. For a clean, economical sentences, omit unnecessary words and complicated expressions.

Avoid beginning a series of sentences with the same word such as: the, he, then and there.

Never start a sentence with a contrasting words such as: because , but or in spite of.

4. Choose SPECIFIC WORDS Over General Ones: One of the surest ways to hold any reader's attention is to be specific.

The more specific you are, the sharper the pictures you create in your readers' minds and the better they remember what you've said. Instead of telling your reader, "I'll call you next week," consider "Joan, I'll call you next Thursday afternoon. "Avoid generalization or oversimplifications. When communication, use positive, clear statements.


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5. Choose SHORT SENTENCES Over Long Sentences:

Especially if the information is complicated. A sentence with more than

17 words is too long, but there is no sure-fire rule governing the length of sentences. A sentence should be as short or as long as is necessary to express a complete thought. Short sentences are easier to read. On the other hand, beware of lining up too many short sentences in a row. If all your sentences are approximately the same length, you're putting your reader to sleep. Vary the length of your sentences the same way you would vary the length of your paragraphs, it is a subtle way to keep your reader awake.

A good sentence contains a single complete thought that is made lively and clear with details. However, use only those details that are related to the main idea of the sentence. Omit unrelated details that interrupt the main idea of a sentence.

6. Construct Sentences In PARALLEL FORMS: Parallelism means using the same grammatical structure for all items in a

sentence that have the same function. Parallelism not only holds sentences together, it adds emphasis, provides flow, expresses thoughts more clearly, makes reading more pleasurable, takes up less space and makes what we say easy to remember. This is why so many famous quotations are in parallel forms:

Example: - I came, I saw, I conquered. - A penny saved is a penny earned. - Do unto others as you would have them do unto you. Faulty parallelism occurs when the second or successive items in a

parallel series don’t fit the pattern established by the first item. Example: - Eating is time-consuming, expensive and it makes you fat. The proper construction for this sentence should be: - Eating is time-consuming, expensive and fattening. Correct faulty parallelism by putting all the related ideas into the same

grammatical form.


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7. Write In The SAME TENCE: If you begin communication in one tense, stay in that tense. If you have

to change, consider beginning a new paragraph every time you shift tenses. A new paragraph alerts the reader that a change may be coming and helps your reader understand your message more clearly.

8. Choose Your COMMUNICATION TONE:

Communication, like conversation, has tone. The tone is not what you

say but how you say it. The tone of your communication and speaking voices expresses the

attitude you have toward your subject. Tone can be personal or impersonal, formal or informal, positive or negative.

The way in which you handle the tone of your voice in your communication plays an important role in determining your reader's reaction to what you have to say. The more natural the tone of your communication voice, the more appealing your message will be. Remember that such phrases as: "this is to inform you, this is to advise you, it is to be noted, etc." are superfluous and arrogant.

9. Avoid a SUCCESSION OF LOOSE SENTENCES: Loose sentences of a particular type: those consisting of two clauses, the

second introduced by a conjunction or relative such as: and, but, who, which, when, where and while. Communication too many loose sentences will take away from the communication effectiveness, however, avoid sentences too compact and periodic. An occasional loose sentence prevent the style from becoming too formal and gives the readers a certain relief.

10. Choose the ACTIVE VOICE: Most of the time active voice is shorter, simpler, clearer, more direct and

easier to understand than passive voice. Active voice moves readers along, while passive voice slows them

down. Passive voice is the language of irresponsibility. Its purpose is to

mislead, distort and disguise. Very rarely will a company announce in the active voice, "We made a mistake." Almost always, the company will state: "An error was found." Apparently, it was lying in the hall and somebody happened to trip over it !!!!. There are reasons for using


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passive voice constructions most of the time, however, they are unnecessary.

Example: Passive: The street was crossed by the chicken. Active: The chicken crossed the street. Active voice puts the chicken and the road where they belong. To discover passive voice, look for the word "by". If there was a verb in

front of the word "by", you may have written something in the passive voice. See if it sounds better to change it to active. Almost everything we say is in the active voice.

11. Write an effective CONCLUDING SENTENCE:

Second in importance only to the opening sentence is a good opportunity

to induce some action on the part of the reader is by communication an effective concluding sentence.

12. Write PROPER, CLEAR AND COMPLETE SENTENCES that don’t

include the following types of sentences: FRAGMENT sentence

A RUN-ON sentence: PADDED sentences: 13. Write an OPENING SENTENCE:

Consider communication it last. Once you have what you want to say on

paper, go back and write an opening sentence that is short, clear, simple, easy to understand, grabs the reader's attention and makes the reader want to keep reading.

14. Use HEADING, LISTS, TABLES and GRAPHS:

Concrete language and personal details are two way of being specific,

but nothing helps the images these words create in our minds as much as a good heading, list, table or graph.


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Lists serve the same function as headings. They draw the reader's eyes onto the page and can suggest that there are a finite number of points to consider.


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1.14.2.3 PARAGRAPH

Paragraphs are like rest stops. They give our eyes and mind a break.

They tell us we've just come to the end of something and can take a breath before going on to the next matter.

Paragraphs can be any length. They can be as short as one sentence

or even one word. One-word paragraphs make very powerful paragraphs.

Construct your paragraphs with a good eye as well as a good mind.

Breaking a long paragraph in two, even if it isn't necessary, can be an important visual aid. On the other hand, a whole bunch of short paragraphs one right after the other can be distracting. The safest policy is to vary the length of your paragraphs without, of course, making the breaks seem forced or unnatural. However, the shorter the paragraphs and the fewer the number of ideas contained in them, the easier they are to read and understand.

There are three kinds of paragraphs:

NARRATIVE paragraph tells a story or tells about something that happened. DESCRIPTIVE paragraph creates a word picture that appeals to the senses. EXPLANATORY paragraph may explain how to do

something, why something should be

done, or what something is. A good way to narrow a general topic is to ask questions about it.

Such questions might begin with: who, what, when, where, why and how.

- Who? Mona

- What? found old silver coins

- When? one afternoon last September

- Where? in her grandmother's attic

- How? by opening the false bottom of a trunk

- Why? because he like to help


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GOOD PARAGRAPHS MUST HAVE The Following:

1. UNITY:

Try to stick to one idea to each paragraph and place that idea in the

opening sentence. This lets your reader know what your paragraph is about and the attitude he or she should have toward your subject. The concluding sentence of your paragraph should lead your reader into the opening sentence of the paragraph that follows.

2. EMPHASIS:

Begin and end each paragraph with important pieces of information

and well-written sentences. This will make your reader want to continue from one paragraph to the next.

3. COHERENCE:

"Coherence" (to stick together). Paragraph coherence means that

the sentences in the paragraph connected. Each is in some way tied to the one that came before it.

Guidelines to create coherent paragraphs:

Arrange the sentences in a logical pattern or order. The order may

be one of time, space, size, importance, general to specific, or similarity and difference.

Arrange ideas effectively. Determine what you want to say and to

whom you are saying it. In some cases, a chronological order is called for, in others, a step-by-step process. If you have a choice in determining your letter's order, consider this: people remember best what they read first, they remember second best what they read last.

Keep a consistent point of view. Avoid shifting from one person to

another, from one tense to another, or from singular to plural without good reason. Consider beginning a new paragraph for every shift in person, tense and number.

Repeat key words or phrases. Or use synonyms. This keeps the

reader's attention focused where you want it. Use transitional words or phrases. Transitional words help the

reader get from one idea to the next.


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Words that indicate different situations include:

- ORDER: first, second, third, next, finally, simultaneously, successively,

concurrently, at the same time, beyond, adjacent to, here, hereby, hereto, herein, hereinafter.

- CONTRAST: however, because, nevertheless, yet, unlike, but, despite,

in spite of, notwithstanding, in contrast, on the contrary, otherwise, opposite to, still, nor.

- TIME: afterward, immediately, meanwhile, soon, now, at last, later,

presently, shortly, in the meantime, recently. - RESULT: as a result, consequently, therefore, then, thus, so, for this

reason, hence, after all, thereof. - ADDITION: besides, also and, moreover, again, additionally,

furthermore, then. - COMPARISON: similarly, more than, less than, in like manner, in such

a manner, comparing to. - EXAMPLE: for example, for instance, in particular. - SUMMARY: in brief, in short, in conclusion, in fact, indeed, to

summarize. Examples of opening sentences to help arose the reader’s or listener's interest:

- Name the person or audience you are addressing. This almost

always catches the reader's attention. - Begin with an answer to a question or opposing point of view that

may be raised in the reader's mind by something you said in your previous paragraph.

- State the main idea of the paragraph in the opening sentence.

Follow with the reasons why it should or should not be supported. - Ask a question. When the reader answers it, he or she becomes

involved in your subject.


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- Make a prediction. You can point to consequences of a present situation by telling your reader what will happen if he or she doesn't act now.

- Open with an appealing or amusing incident that will arouse your

reader's curiosity. The closing sentence of each paragraph is the best place to form a link with the opening sentence of the next paragraph, but ask yourself if you need one. If each paragraph in your memo or letter develops a point in a series, you don't need to sum up what you've said before going on to the next paragraph. Unless the information is so important it merits repetition, end each paragraph with a transition that makes the reader want to hurry on to the next paragraph. The following are examples of the kinds of closing sentences that help to maintain the listener’s or reader’s attention:

- Summarize the main point of the paragraph and introduce the reader to

the point that will begin the next paragraph. - Restate the paragraph's thesis if it was about something you hoped to

prove. - Direct the reader's attention to the possible consequences of a situation

already presented in the paragraph. - Call upon the reader to act, or tell the reader what action you will take. - End with a quotation that confirms the views presented in the

paragraph. - The last line of the last paragraph of any memo or letter is almost as

important as the opening one. Well-written endings give readers a sense of completeness. Their interest, which was aroused in the opening line and maintained in the opening lines of the subsequent paragraphs, should be satisfied in the concluding line of the last paragraph.


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COMMUNICATION STYLE

The best communication comes from recommunication.

By communication frequently in your natural speaking voice, you will develop your own communication style. By recommunication what you write, you will retain the energy and power of your natural voice with all the hems, haws and digressions cut out. After you've finished communication a memo, report or a letter, ask yourself these questions and rewrite as appropriate:

1. IS IT EASY TO UNDERSTAND ?

Does it say what I want to say in a simple, clear, straightforward way ?

2. DOES IT GET TO THE POINT ?

Most of the time, the sooner we get to the point, the better.

The most important principle for organizing your reports effectively is: TO GET TO THE POINT.

DON'T start with an introduction, background material or chronological account of your activities. If you do, you're not communication a report, you're communication a diary. Start with the conclusion then give the background.

Tell the most important information right UP FRONT. UP FRONT may be the only place you will have the reader's attention and interest, therefore: always give your reader the ESSENTIAL MESSAGE IMMEDIATELY and BEFORE you go into detail.

If you're asking for something, ask for it immediately and say why. If you're recommending something, recommend it immediately and say why. If you're telling your reader something important, summarize it immediately and say why it's important.

3. DOES IT STICK TO AND DEFINE THE EXACT PURPOSE OF THE

POINT ? Does the memo or letter remain faithful to my stated purpose? Have I

kept the reader's needs continually in view ? Are all my points clearly illustrated ?


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4. IS IT ORGANIZED IN A NATURAL AND A LOGICAL WAY ?

Does my opening sentence focus the reader's attention in the direction I

want him or her to go ? Does each sentence build in some way on the one that came before it ? Are there any illogical surprise ? Does material need to be added, moved or omitted ?

5. DOES IT CONTAIN ANY UNNECESSARY WORDS ?

The more words we can eliminate in our communication, the more power

we preserve. Never use a long word if a short word will do. 6. DOES IT USE THE SAME VOCABULARY YOU USE FOR TALKING ?

does your communication preserve the naturalness, ease and

spontaneity of good talk ? does it prefer the everyday word to the fancier Latin ?

7. IS IT POSITIVE ?

Many times we disagree not with the opinion but with the way it is

presented. Try not to be patronizing or condescending to your reader. See if you can present the negative in a positive or at least a neutral light. Instead of focusing on what you reject, emphasize what you approve of.

8. IS IT ACCURATE ?

Have you exaggerated anything, been unfair in any way, or failed to

distinguish between fact and interpretation ? If you do anything to break your reader's trust, your reader will never trust you again.

9. IS IT CORRECT ?

Although words and the ways they are used can change, most standards

of meaning and usage remain the same. Even if your communication is clear, logical, precise and attention-grabbing, you will undermine your credibility with the reader if your choice of words is not consistently correct and appropriate.


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10. IS YOUR VERBS ACTIVE ?

Never use a passive verb if an active verb will do. A verb is active if the

subject does the acting. Passive verbs use the past participle plus (usually) some form of "to be." Use strong verbs. The verb "to be" is the weakest in the English language. "is" and "are" stand still.

Change nouns into verbs. "Refusal" becomes "refuse," "judgment" - "judge," "reference" - "refer."

Beware of six dangerous verbs, make, take, give, have, hold, be. Example: Rather than "make application, write "you can apply." Rather than "give consideration, write "you can consider."

11. IS IT COMPLETE ?

Does it contain all the information the reader needs to know ?

12. DOES IT FLOW ?

Is it easy to read even if the subject is complex ? Does the information

get in the way of understanding ? The more complicated the information, the shorter the sentences should be.

13. DOES THE OPENING SENTENCES GRAB MY ATTENTION ?

If you don't have your readers' attention in the first five to 10 seconds,

their attention will drift. To grab your readers' attention and make them want to continue:

- Make a point up front. Tell the reader what your message is about in the

opening line. - State the good news. Tell the reader what he or she wants to hear most.

Put what benefits the reader right at the beginning. Ask a question. When your reader answers it, he or she will be

participating in your letter right from the start. - Present a gripping fact, visualize your reader. Don't just state the

information, present it in a way that's meaningful to the reader.


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- Don’t introduce a new idea into the concluding line of your memo or

letter. If it is important, incorporate it into the main body of what you've written.

- Don’t begin your last sentence with "In conclusion" or "To summarize."

Well-written endings are self-evident. - Don’t apologize for your opinions. You're entitled to them and, if they are

substantially supported and carefully presented, won't require an admission of whatever inadequacies you might feel.

- Use the word "PLEASE" before any command. 14. IS IT WRITTEN IN A WAY THAT DRAWS THE READER'S ATTENTION

TO THE SENSE AND SUBSTANCE OF THE COMMUNICATION, RATHER THAN TO THE MOOD AND TEMPER OF THE WRITER ?

If the communication is solid and good, the mood and temper of the writer

will eventually be revealed. Therefore to achieve style, begin by affecting none--that is, place yourself in the background. A careful and honest writer, as he becomes proficient in the use of the language, his style will emerge, because he himself will emerge and when this happens he will find it increasingly easy to break through the barrier that separate him from other minds, other hearts--which is, of course, the purpose of communication, as well as its principal reward.

15. IS IT OVERWRITTEN ?

Rich ornate prose is hard to digest, generally unwholesome and

sometimes nauseating. If the sickly-sweet word, the overblown phrase are a writer's natural form of expression, he will have to compensate for it by a show of vigor and by communication something as meritorious.

16. DOES IT CONTAIN QUALIFIERS ?

Avoid words such as rather, very, little, pretty--these are the leeches that

infect the pond of prose, sucking the blood of words. The constant use of the adjective little (except to indicate size) is particularly debilitating.


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17. IS IT OVERSTATED ?

When you overstate, the reader will be instantly on guard and everything

that has preceded your overstatement as well as everything that follows it will be suspect in his mind because he has lost confidence in your judgment or your poise. Overstatement is one of the common faults. A single overstatement, wherever or however it occurs, diminishes the whole and a single carefree superlative has the power to destroy, for the reader, the object of the writers' enthusiasm.

18. DOES IT EXPLAIN TOO MUCH ?

It is seldom advisable to tell all. Be sparing, for instance, in the use of

adverbs after "he said," "she replied grumblingly." Let the conversation itself disclose the speaker's manner or condition. Dialogue heavily weighted with adverbs after the attributive verb is cluttery and annoying.

19. IS YOUR OPINION INJECTED ?

Unless there is a good reason for its being there, don’t inject opinion into

a piece of communication. We all have opinions about almost everything and the temptation to toss them in is great. Opinions scattered indiscriminately about leave the mark of egotism on a work. Similarly, to air one's views at an improper time may be in bad taste.


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A FINAL CHECKLIST Of A Memo, Letter, Report Or Proposal

Before sending out anything (Memo, letter, report or proposal) ask yourself these questions and rewrite as necessary:

1. Have I clearly stated the purpose ? 2. Have I said what I'am trying to say ? 3. Have I made the message look good on the page ? 4. Have I made my communication correct or at least consistent ? 5. Have I checked any spellings, divided words, capitalization, abbreviations

and punctuation that I'am not sure of ? 6. Have I varied the length of the paragraphs and sentences to help keep the

reader awake ? 7. Have I stated and presented my ideas in a clear, simple and logical order

that is easy to understand ? 8. Have I limited myself to one idea to each paragraph ? 9. Have I written the letter or memo as short as I can get it ? 10. Have I eliminated any unnecessary words ? 11. Have I written my sentences as short as possible (Less than 17 words) ? 12. Have I eliminated unnecessary adverbs and adjectives ? 13. Have I chosen the best words to say what I want to say ? 14. Have I corrected any dangling or misplaced modifiers ? 15. Have I written in a manner that is "reader-centered" as opposed to "author-

centered" ? 16. Have I tried to turn my negatives into positives ? 17. Have I maintained my respect for the reader ? 18. Have I eliminated all cliches, jargon, buzz words and bureaucratic phrases? 19. Have I written in my natural tone of voice ?

20. Have I written a closing sentences that leave the reader with the main idea and inspire him or her to act ?


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SPELLING

COMMON WORDS THAT OFTEN MISSPELLED:

[A]

Absence - nt Appear - ed

Accept - ed - tability Apply - lied

Access - ed Approach - ed

Accommodate - ed Approve - ed

Accurate - racy - tely Appropriate

Achieve - ed Arrange - ed

Acquire - ed - isition Arrive - ed

Admit - tted - ission Assesse - ed

Advise (v) - Advice (n) Assign - ed

Affect - ed Assist - ed

Ambiguous - uity Attach - ed

Annual - lly Auxiliary

[B]

Bear - Bore - born Blue

Begin - nning Bureau

Benefit - ed - ficial Busy - ier - yness

Beyond Business

[C]

Capable Consecutive - vely

Cause - ed Continue - ed - uous

Certify - fied - fying coordinate - ed

Character - ristic Correct - ed

Concur - rred - rrence Criteria

[D]

Decide - ed - cision Disburse - ed - sement

Definite - tely Discrepancy - cies

Describe - ed - iption Discuss - ssion

Determine - ed Distinguish

Diaphragm Document

Differ - ed - rence Draw - rew - rawn

Difficult Duration


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[E]

Effect - tively Exercise

Efficient - tely - ciency Excess - ed - ssive

Endeavor Exceed - ed

Enough Execute - vely

Environment Exhibit - ed

Equip - pped Exist - ed

Essential - lly Experience

Especial - lly Extinguish

[F]

Facilitate - ed - lity Forfeit - ture

Fail - ed - lure Foreign

Fall - fell - llen Freuent - ncy - nies

Fill - ed - lling Furnish - ed

[G]

General - lly Guarantee - ty - ed

Gradual - lly Gully - llies

Gradient Guide - ed - dance

[H]

Happen - ed Hydraulic

Haul - ed - lage Homogenous

Height Horizontal - lly

[I]

Identify - fied - fying Individual - lly

Illuminate - ed Infinite - ty - tely

Immediate - tely Infrequent

Implement - ed Initial - led - lly

Inaccessible Initiate - ed

Indemnify - fied - nity Inquire - ed - ry - ries

Independent Issue - ed - uance

[K]

Keen - nness Know - knew - knowledge


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[L]

Lack - ed Lieu

Legislature Liquid

Liaison Longitudinal - lly

License - sees Luminair

[M]

Maintain - ed - tenance Miscellany - neous

Majority Mitigate - ed

Manage - ed Mobilize - ed

Maximum Modify - fied - fying

Minimum Monitor

Minority - ties Municipal

[N]

Natural - lly Negotiate

Necessitate - ed - ssary Notify - fied - fying

Neither Nuisance

[O]

Occure - ed - rrence Opportunity

[P]

Paragraph Perpendicular

Participate Personnel Peculiar Physical - lly

Pedestrian Piece - ed

Performance Possess - ed

Period - cal - lly Precise - sion

Permit - tted - ission Prerequisite

Permanent Proficient

[Q]

Quality Quiet

Quantity - ties Quit - tted

Quick Quote - ed


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[R]

Ratio Requisite

Recommend - ed Reservoir

Receive - ed - recipient Respective

Redundance Resident - dence

Reference Resource

Rehabilitate Retrieve - ed

Reimburse - ed Restrict

Rejuvenate Revise - ed

Remedy - died - dial Review - ed - wal Require - ed Rough

[S]

Salvage - ed Status

Sanitary - tation Straight

Satisfy - fied - fying Structure - ral - lly

Science Substitute - ed

Submit - tted - ttal Subsidiary

Scene - nic - nery Success - cceed

Schedule - ed Successive - vely

Seize - ed Sufficient

Sequence - nt - tial Summary

Significant Supersede - ed

Social - lly - ciety Supervise - ed

Sophisticate - ed Supply - lies - lied

Special - lize - lly Surround

Spontaneous Susceptible

[T]

Technique - nician Thorough - hly

Temporary - rily Tolerate

Temperature Triangular

Terrain Type - ical

[U]

Unify - fied - fying Until Unique Usually

Unless Utilize - ed


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[V]

Validate - valid Viceversa

Vary - rying - riant - riety Vicinity

Versus Visual - lly

Vertical - lly Voucher

[W]

Waive - ed Weigh - ed - ght

Warrant - ed - ty Withdraw

Whether Write - rote – ritten


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1.14.3 Speaking Effectively: Because most communication is verbal, the ability to speak clearly and concisely to both individuals and project teams is vital, the most important thing in communications is to be sure your message gets through as follows:

1. Reinforce the verbal message using written communication and or body language.

2. Repeat the message several times in different ways. 3. look for feedback to be sure your message is properly received

and understood. Any opportunity to form a positive or negative impression in the listener’s mind is called a “Moment of truth.” No speaker has more moment-of-truth opportunities than the first moment of contact with the listener. Therefore, the impressions you leave with listeners at the beginning of your speech are key to their perceptions of the organization and possibly of the entire company. Impressions are often based less on what you say and tone of voice can impact your listener. Tone of your voice: Is another important factor in your speech. The inflection in your voice is important. It can convey sincerity, humor, sarcasm and skepticism as well as many other shades of meaning. Make sure you communicate what you intend. Three factors that primarily control the quality of your voice are: your energy level, rate of speech and pitch. Your energy level reflects attitude and enthusiasm. Your rate of speech needs to be at a moderate level. Faster speaking may create problems and speaking too slowly can convey the impression of patronizing, you can vary the pitch of your voice by modulating your tone and inflection. If you smile when speaking, your voice will actually sound friendlier. This can have a big impact on how the listener feels about you and your organization.


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When You Prepare Any Kind Of Speech, Organize It Into The Following Four Part:

1. Preview what you are going to say.

2. Explain why it is important for the audience to listen.

3. Deliver the message.

4. Summarize the important points. Another way to ensure effective speaking is to watch for feedback. Effective Feedback Mechanisms can be gained by:

1. Taking notes: If people are writing down key ideas, you are probably being understood.

2. Asking questions: If the person isn’t asking them, he or she may

not be understanding you. Find out by asking the person some probing questions.

3 Body language: Watch for such signs as attentiveness, loss of

concentration, or confusion.


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1.14.4 Reading Body Language (Physiognomy):

Physiognomy (Body Gestures) Knowledge gained through reading books are an essential necessity in life, but most important knowledge in life is knowing the world around us. This knowledge can be gained by reading the people around us. All we need to read people is to learn the skills of Physiognomy. Physiognomy is our eyes and brains. Through Physiognomy we will read people’s minds as if they are open books. Generally body language tells the truth more often than the verbal communications. Physiognomy is an excellent method of obtaining feedback, because people are generally unaware of the messages they are transmitting through body language which usually reflect their true feeling, thus there is less opportunity for deception and miscommunications. Individual and Cluster Body Gestures: Cluster body gestures may happens all together like arms crossed, legs crossed and fist like gesture or it may happen one after the other. Single gesture is like single word, it is difficult to know its meaning. Therefore, you need to watch and understand a project team of gestures to understand the true and specific meaning of the body gestures. For example a single laugh mean happiness but a single laugh followed by sign of nervousness and worries means the person who laughed is hesitant and scared. You will need a lot of continuous practice to get better and more efficient on Physiognomy. To enhance your skills on Physiognomy, you must train yourself in the following order:

1. Reading single gesture. 2. Reading a cluster of gestures. 3. Distinguish conflicting gestures. 4. Distinguish conflicting messages of gestures and verbal. 5. Reading your own gestures. 6. Adjusting your “feed back” according to the messages you read from

body gestures and observing the change of reaction of the listener. Training yourself can be done everywhere, at work, on the street, during shopping and during watching different programs on TV.


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1.14.5 Recognizing Team Behavioral Traits:


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Behavioral style is an individual’s distinct and consistent pattern of thinking, feeling and acting. One excellent method of identifying overall behavioral patterns of various members of your project team is a test devised by Wilson Learning Corporation. It involves the scaled ranking of each individual with respect to their responsiveness and assertiveness. After you arrive at predicting the behavioral traits of each of your project team members, figure out the following questions:

1- What is the main “people skill” strengths he or she brings to the organization ?

2- What is the main “technical skill” strengths he or she brings

to the team ?

3- What must I do to make our working together a more

productive experience ?

The Project Manager’s Challenges Are:

1. Recognize the behavioral trait types of each person involved in the project.

2. Make best use of each individual’s behavioral trait.

3. Avoid conflicts by minimizing interaction between people of

opposite personality types. As project manager you should also identify your own personality type and review how you interact with others.


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The Four Common Behavioral Trait Types Are a) “Drivers or Control-Takers”: They are highly assertive, but not very

responsive. In a crisis, they will attempt to resolve the problem by themselves without outside interference.

b) “Expressive or Dominant” They are highly responsive, assertive and

flexible in dealing with a variety of situations. They tend to be good with ideas, but often lack the patience to follow through with the details. In a crisis, they will attempt to involve a number of people in order to achieve a democratic resolution and may spend too much time arriving at a decision.

c) “Amiable or support-givers”: Amiable mix well in project teams and

tend to do well where social contacts are important. In a crisis, they will blame others.

d) “Analytic or data collectors”: They are very cautious in making

decisions, thorough in dealing with every detail of a problem and place quality ahead of budgets or schedules. In a crisis, they will avoid the problem, leaving it for someone else to resolve.

On a typical project, it may be good to have drivers, expressive, amiable and analytics all represented on the project team, so the project manager can make best use of each one’s style for various tasks.


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Predicting Team Members Behavior:

The Managers ability to effectively predict and control the behavior of the project team members are central to the task of management. There can be no prediction without some underlying theory. Therefore, all managerial decisions and actions rest on a personally held theory a “ Set of assumptions about behavior”. Problems occur related to these assumptions are:

- Managers hold and apply conflicting ideas and that one may cancel out the other.

- Failure to view control as selective dependence system.

Any influence is based on dependence, so the nature and degree of dependence are critical factors in determining what methods of control will be effective. The system of interdependence is appropriate. Team members depend on the manager to help them meet their needs, but the manager also depend on them to achieve their own and the project goals. The use of authority to control will fail to bring the desired results. Circumstances change even from hour to hour and the role of the manager is to select the appropriate means of influence based on the situation at a given point in time. If team members exhibit lazy, indifferent behavior, the causes lie in management methods of organization and control. It is critically important for the manager honestly to examine the assumptions that underlie his own behavior toward team members. Use of authority to influence has it place, but it does not work in all circumstances. Poor Management Principles Assume Employer Requirements Take Precedence Over The Needs Of The Individual Members And That The Worker Must Always Adjust To The Needs Of The Employer As Management Perceives Them. In Contrast, Good Management principle Assume That Guiding The Team Members To Develop Themselves comes first.


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A) Poor Management Principles Derived From Conventional

Assumptions About Team Members Behavior Are:

1. The average human being has an inherent dislike of work and will avoid it if possible.

2. Because of this human characteristic of dislike of work, most

people must be coerced, controlled, directed and threatened with punishment to get them to put forth adequate effort toward the achievement of work objectives.

3. The average human being prefers to be directed, wishes to avoid

responsibility, has relatively little ambition and wants security above all.

B) Good Management Principles Derived From The Good Assumptions

About Team Members Behavior Are:

1. The expenditure of physical and mental effort in work is as natural as play or rest.

2. External control and the threat of punishment are not the only

means for bringing about effort toward project’s objectives. People will exercise self-direction and self-control in the service of objectives to which they are committed.

3. Commitment to objectives is a function of the rewards associated

with their achievement (satisfaction of ego and self-actualization needs can be products of effort directed toward projects objectives).

4. The average human being learns, under proper conditions, not

only to accept but to seek responsibility.

5. The capacity to exercise a high degree of imagination, ingenuity and creativity in the solution of a project’s problems is widely, not narrowly, distributed in the population.

6. The intellectual potentialities of the average human being are only

partially utilized.


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Five Key Steps For Managing Team Members Behavior:

1. The manager identifies the key results desired. This is done through a participative goal-setting process emphasizing simple measurable goals.

2. The manager identifies the behaviors needed to achieve the

results.

3. The manager selects the proper rewards to reinforce the desired behaviors and results.

4. The manager use of positive feedback to praise appropriate

behaviors.

5. Finally, when the goal is achieved, rewards are dispensed, success is enjoyed and the process begins again when new goals are established.

For each leverage job, the skills, knowledge, attitudes and behaviors needed to do the job well should be identified and the individual who best matches this “ideal profile” should be hired.


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1.15 The Difficult People Manager: Because most project managers have limited control over the selection of project team members, you often must deal with difficult people (negative thinkers) who have been assigned to the team. The negative thinkers’ behavioral traits are: 1) Egotism. Negative thinkers are argumentative and will not hesitate to

insult anyone who does not agree with their opinions. The objective of this behavior is to elevate his or her position by lowering that of others.

2) Perfectionism. Negative thinkers view the world in absolute terms.

Everything is either right or wrong, good or bad. They go to extreme lengths to achieve perfection, ignoring the fact that most design decisions are compromises among performance, cost and schedule.

3) Procrastination. Managing time effectively conflicts with the negative

thinker’s desire for perfection. Every deadline therefore becomes a last minute panic and most of them tend to be missed.

4) Distraction. Taking off on tangents not only assists negative thinkers in

their quest for perfection, it also helps avoid completion of an assignment. To Deal With Negative Thinkers And How To Harness Their Competitive Spirit And Energy, Follow These Recommendations: a) Don’t allow yourself to be drawn into arguments about details.

Acknowledge minor problems but confine the discussion to overall project objectives.

b) Don’t assign negative thinkers to tasks that require simple and quick

solutions. They will perform much better where the emphasis is on attention to detail.

c) Recognize that, handled correctly, negative thinkers can be very useful

assets. Their attention to detail may often uncover design defects that others have overlooked. Also realize, however, that they are a luxury. You cannot afford to have too many of that kind around.

d) Help to change the negative thinker’s style by pointing out the results of

actions you feel were deliberately destructive.


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e) Avoid anger when dealing with negative thinkers by following these

steps:

- Don’t take it personally (Remember the other person is

disfunctioning). - Avoid blaming others and don’t blame yourself. - Keep your perspective (It’s as important as you make it). - Avoid stress causers (Caffeine, nicotine, overeat, etc.)

f) Deal with negative thinkers effectively by possessing power of

knowledge (You know everything they have and they don’t know where you stand.

Use Statements During Confrontations with Negative Thinker as

follows:

- Empathic Statements:

Recognizing the other person’s circumstance, but maintaining your own

position. I can see. I realize

I know. (It’s been difficult, never I know how you feel). I understand. (Your complaint, not how you feel). - Paraphrasing Statements:

If I understand you correctly, So what you mean is, If I follow you. It sounds like. Don’t say anything after that (for the rest of the story).


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Correct An Employee’s Continuing Unsatisfactory (Below Standard) Performance Or Behavior By Taking A Corrective Action As Follows:

1. Point out the difference between present performance and agreed upon expectations.

2. Describe specifically the negative impact of the employee’s

performance.

3. Get the employee’s view of the situation to verify whether or not you have all the facts and allows you to see if the employee acknowledges that there is a problem.

4. Ask for ideas on how the employee can correct the situation and

add your own to place the responsibility for solving the problem where it belongs… on the employee. Also this step helps gain employee commitment to solving the problem and helps build the employees self-esteem by asking them for suggestions. Ask open-ended questions that will lead the employee in the direction of developing an action plan.

5. Explain any disciplinary steps you plan to take (if the problem is

not solved) and why.

6. Agree on an action plan and a date for follow-up to conform the employee’s commitment to correcting the problem.

7. Express confidence that the employee can correct the situation to

help restore the employee’s self-esteem.


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Communicate with difficult people according to their styles:

Styles of Difficult People are:

1. The Bull: Behavior: Aggressive. Why ? Insecure. Strategy: - Use contrasting emotion (Stay calm with steady paced voice). - Clarify that you understand what they want. - Don’t say you don’t know when they ask a question, instead, say that you

will find out for them and ask when will they need the answer by. - Ask them what they want, Don’t tell them. - Stay relevant and keep both feet to the ground. - Give them power, it makes them feel better. - Let them blow up. - Don’t throw other employees for the bait (He did it. Protect each other). 2. Ultra Agreeable:

Behavior: Pleasers ,very agreeable (I can do it, no problem). Strategy: - Have a follow up system (Baby-sit them to be functional, ask them to give

you a timetable). - Assign penalties for missed deadlines. 3. Whiner: Behavior: Passive (Don’t want to be responsible for it). Strategy: - Use the five W’s: - What do you mean. - When did it happen. - Where is over there

- Why is this happening

- Who did it


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4. Time Bomb:

Behavior: Carefully times Bull’s Aggressive behavior to benefit himself. Strategy: - Acknowledge the bomb went off (I realize you are upset). - Break the tension by using the right tone of voice (quiet tone). - Don’t get sucked into their game. - Encourage them to dump their load and ask what else is bothering them

[This way you know everything they have and they don’t know where you stand (Power of information)].

5. The Fake Know it All: Behavior: Think they know but they don’t. Strategy: - Put them in a spot where they can do the least harm. 6. The Stone Wall: Behavior: Non Communicative (No body language, you don’t get anywhere

with them). Strategy: - Beware of the difference between natural stone wallers and purposeful

ones. - Use open-ended questions (questions that can’t be answered with a yes

or a no) (How do you feel about those). - Look like you expect something out of them for an answer. If you can’t

make a decision now, when do you want me to come back. 7. Bump on Log: Behavior: Unconscientious, don’t care (usually people near retirement). Strategy: - Nothing you can do. - Let the rest of the people know that they are not Participating.


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8. The Procrastinator: Behavior: Put things off. Strategy: - Set time lines. - Make them responsible for their time lines with your agreement. - Make to do lists for them. 9. The know-it-all: Behavior: Usually experts in one or two areas but not all areas. Strategy: - Test their knowledge. - Let them speak their mind (Power of knowledge). - Ask them what they think and what their ideas are. 10. The Fox: Behavior: Back stabbers and Situationists. Consciously try to disrupt an environment (They figured that they

could make things happen by twisting information). Strategy: - Don’t play with them, come near them or have lunch with them. - Don’t try to outfox a fox. - Expose them. - Isolate them from the environment or information flow.


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The Project Manager Shall Demonstrate A Positive Attitude And Understand The Feeling Of The Difficult Team Members By Following These Recommendations: 1) If offended, take the initiative and clear it up in a good spirit, not in a

spirit of vindication and anger. 2) Be hospitable to the difficult team member, If you want the best things to

happen at work. 3) Refrain from showing anger when you are provoked, Identify and control

your emotion. 4) Forgive and forget the offenses of others. 5) Never label, stereotype, categorize or prejudge anyone. 6) Never say “what’s in it for me ?” Be a team member, work selflessly. 7) Perform services to the team members anonymously without

expectation of publicity or rewards. 8) Create a pleasant atmosphere at work. Employees must feel good in

order for them to perform exceptionally. 9) Before you try to change or improve others, you have to accept them as

they are.


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1.16 The Conflict Resolving Manager:

Reasons for conflicts are: Different expectation, methods or personalities, perceptions, priorities. Try to see the situation from the other person’s point of view. Conflict management is the essence of the manager’s leadership. The skills required to effectively manage conflict and to effectively lead are virtually one and the same. Mastering conflict management skills requires mastering both dialogue and discussion. Dialogue involves a creative and free search of complex and even subtle issues, while discussion implies different views being presented and defended. The purpose of dialogue is to increase individual understanding. Here, assumptions are suspended and participants regard one another as on the same level. Discussion comes from the same root word as (percussion and concussion) and involves a sort of verbal Ping-Pong game whose object is winning. Although this is a useful technique, it must be balanced with dialogue. A continued emphasis on winning is not compatible with the search for truth and coherence. Politics on any Organization is a perversion of truth. In order to move past the politics, one thing needed is openness, both speaking openly and honestly about the real and important issues and being willing to challenge one’s own way of thinking. Conflict Management And The Leadership Grid Theories: The best known conflict management grid theory is-Ruble and Thomas’ dimensions of conflict management (1976). The theory is a grid bounded by two dimensions (assertiveness and cooperativeness) and defines five potential strategies or styles based on different degrees of assertiveness and cooperation. This model suggests that a strategy high on both dimensions (collaboration) is the “best approach” to conflict management when the goal is to maintain interdependent relationships. Figure 1 depicts the placement of conflict management strategies within the dimensions of cooperativeness and assertiveness.


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The leadership grid (Blake & McCanse, 1991), like Ruble and Thomas’

conflict model, is also comprised of two dimensions and five potential strategies (see Figure 1). The leadership grid arrays concern for workers and production along a nine point scale. The ideal leader is the 9,9 leader who believes work should be accomplished through team management. The 9,9 leader has maximum concern for both workers and production and leads a team of committed and motivated followers who share in decision making and are focused on task. A 1,1 leader, on the other hand (indicative of “impoverished management”), leads and uncommitted team which accomplishes very little work.

These two theories-one dealing with conflict management, the other with

leadership converge on processes and outcomes.

In Terms Of Processes It Is Logical To Assert That: 1- A Middle-of-the-road leader compromises. 2- A Country club style leader accommodates others in a conflict. 3- A Collaborator promotes team management. 4- An Impoverished leader avoids conflict. 5- An Authoritarian leader is competitive. The preferred approaches, “collaboration” and “team management” respectively, are both directed toward increasing goal congruity of participants in order to improve organizational outcomes.

Collaboration and team management both requires high levels of trust

and reciprocity among team members, attributes of both effective conflict management and effective leadership.

Figures 1 and 2 provide a rational for leader behavior (e.g. fit between personality of the leader and the probable approach to conflict which the leader takes in a given situation.)

There are a number of similarities between the leadership grid and the

Ruble and Thomas models. Both emphasize behaviors. Both include two dimensions and five styles. Both models assert there is “one ideal approach” to either managing conflict or leading respectively. Similarities between the two models are not coincidental.


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Conflict Management And The Leadership Contingency Model: Fiedler’s contingency model don’t agree that there is an ideal approach to leadership (e.g. “9,9 management), or that leaders can easily change behavior to fit a given situation. Rather, the contingency model supports the notion that effective leadership is dependent on a match between the leader’s management style and the amount of control the leader has over the leadership situation Fiedler & Chemers, 1984). The leader’s style is measured by the least preferred co-worker scale (LPC). Task-motivated leaders, rate the least preferred co-worker in negative terms because poor co-workers inhibit the task-motivated leader’s primary goal of task accomplishment. Relationship-motivated leaders rate the least preferred co-worker in positive terms because their primary goal is maintenance of interpersonal relationships. “Situational Control” is defined in terms of the quality of leader-member relations, the clarity of the task structure and the extent of the leader’s formal position power. A situation involving good leader-member relations, high task structure and strong position power offers the most control to the leader and therefore is called a high control situation. A situation involving poor leader-member relations, low task structure and weak position power is called a low control situation. Moderate control is characterized by a mix of situational elements, (e.g. good leader-member relations, high task structure and high position power). The contingency model predicts that task-motivated leaders will have effective project teams under conditions of either high or low situational control. Teams led by relationship-motivated leaders will be most productive under conditions of moderate situational control. The contingency approach to leadership has become the dominant perspective in management education. The contingency model indicates that ineffective leadership is caused by inappropriate leader behavior that occurs because the leader’s style conflicts with the situation. For example, in a moderate control situation, if leader-member relations are low and task structure and position power are high, the project team may expect relationship-building behaviors from the leader and will resent the directive behavior or a task-motivated leader. On the other hand, when a relationship-motivated leader is in a low control situation, rather than organizing the task and pushing for performance as is needed by the circumstances, the relationship-motivated leader will seek to reduce conflict and build relationships. This behavior is inappropriate because the situation calls for the leader to confront conflict in a directive manner.


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When leaders are faced with a leader-situation mismatch (for example, a relationship-motivated leader in a low or high control situation), conflict is difficult to manage effectively. Conflict can be a positive contributor to effectiveness in that it signals the need for a leader to attend to problems that threaten individual or project team performance. However, as will be seen in ensuing discussion, when a mismatch between leader personality and the situation occurs, ensuing conflict if negative. A relationship-motivated leader in a low control situation focuses primarily on relationships, when task motivation is indicated in order to increase project team productivity. Collaboration, avoidance, compromises and accommodation-relationship-based conflict management strategies used by a relationship-motivated leader to attempt to improve a low control situation-are ineffective. For example, a relationship-motivated leader of a surly work gang would receive no respect or follower loyalty if he tried to employ these strategies. The project team would take advantage of the leader if compromise and collaboration were attempted, accommodation or avoidance would simply allow the project team to run over the leader. Goal incongruity and accompanying conflict would tend to be interpersonal, rather than related to task. (Relationship-motivated leader in a low control situation: “Why can’t you guys trust me? I have your best interests at heart. Why do you goof off behind my back?” Work project team: “What a sucker!”)

Task motivation-and resulting use of a competitive conflict management strategy that relates to task-provides structure and task clarity required in a low control situation and results in higher project team productivity. (Task-motivated leader employing a competitive conflict management strategy in a low control situation: “I’ve noticed some of you have been taking more than the allowed 15 minutes for a break. Stop that practice and get back to work promptly.” Work project team: Gulp… “Okay.”)

The relationship-motivated leader also has difficulty managing conflict in a high control situation. Under conditions where leader-member relations are relatively good, the task is highly structured, and the leader’s position power is relatively unquestioned, the relationship-motivated leader’s focus on relationships is counterproductive. The work project team may “slack off” because interpersonal relations with the boss seem to take precedence over productivity. The relationship-motivated leader may subsequently feel betrayed by poor project team performance and negative interpersonal conflict may occur. In this regard, the reader needs to bear in mind that relationship-motivated leaders in Fiedler’s conception are not just “warm fuzzies” unconcerned with project team performance. They care about performance, but attempt to promote it through emphasis on relationships rather than on task.


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Another possibility is that a relationship-motivated leader in a high control situation may “get in the way” of performance by calling too many meetings and otherwise interfering overly much with already productive work processes (relationship-motivated leader employing a collaborative strategy in a high control situation: Collaboration and compromise practiced by the relationship-motivated leader in a high control situation may be effective, but is inefficient, thereby compromising performance. The task-motivated leader does well in a high control situation because he or she tends to practice either accommodation or avoidance as a conflict management strategy. If the work is being accomplished, the task-motivated leader tends to delegate and share power. The old adage “if it ain’t broke, don’t fix it” applies. The task-motivated leader is also inclined toward avoiding conflict in a high control situation because work project teams in these circumstances tend to work out differences on their own. Relationship-motivated leaders are most successful in a moderate control situation because these leaders tend to employ compromise and collaboration strategies to manage conflict under these circumstances. A moderate control environment tends to be more complex and variable. The analytic nature of compromise and collaboration conflict management strategies is, thus, well suited to effective conflict management under moderate situational control. A task-motivated leader in a moderate control situation tends to put his or her foot down (a competitive conflict management strategy), accommodates the project team. These conflict management strategies are counterproductive in a moderate control situation. A task-motivated leader in a moderate control situation can be taught to improve the situation by setting goals with followers. In the process, the leader reconciles conflict between leader style and needs of the situation.


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Thirty Six Recommendations for Managing And Resolving Conflicts Effectively are:

1. Wait a few minutes, the crisis may disappear. 2. State your desire to resolve the conflict to the satisfaction of both

parties. Make and establish a favorable climate. 3. Exercise self - discipline, control your passions, emotion and

appetites. 4. Conduct your work for solving conflicts on the basis of character

and competence not on pride and pretension. 5. Be assertive rather than aggressive. Resolve conflict without

dominating others. Aggressiveness is a weapon for battle. Assertiveness is a skill that uses openness, honesty and peaceful negotiation to help everyone win.

6. Dedicate your talent and resources to provide solution to the

conflict not to serve your ambitions. 7. Have a good ability of persuasiveness. You must be skilled on

persuasion both inside and outside your work place. 8. Be part of the solution not part of the conflict. Don’t say that

such and such could not be done, instead concentrate on ways to get the conflict resolved.

9. Avoid argument for the sake of argument. It is a waste of time. If

an argument is going nowhere, resolve it or table it and don’t dwell on it.

10. Deal with issues, not the character of the other person. Your

goal in conflict resolution is a change in the person’s behavior, not in the person himself. Don’t insist on “being right” at every opportunity.

11. Take positive and authoritative action. A crisis situation

demands a level of management that can only occur when one person takes charge. Don’t abuse your power, be less dominant as team members take more responsibility for conflict resolution.


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12. Be hard on the conflict and soft on people. Separate the people from the conflict.

13. Make decisions and resolves issues of conflicting opinions by

consensus approach.

14. Build understanding by asking power questions : What do you think ? What do you want ?

15. Encourage team members to resolve conflicts by cooperating

and communicating openly.

16. Listen actively or use paraphrasing. Don’t share your own information, first person that speaks is first person to lose.

17. Replace defensiveness with openness. Stay open and

receptive, keep defensiveness from growing into conflict by ensuring that you are nonthreatening in your approach.

18. Don’t be intimidated by the conflict. Smile when you speak.

19. Look for the hidden agendas in conflicts. 20. Don’t assess, blame-it wastes energy and impairs the working

relationships required to solve the conflict. Support the project team members. It is the team members who resolve differences that affect productivity.

21 Start out with what both of you agree on. 22. Don’t attempt to resolve the conflict from a position of judgment.

Hear both sides to the conflict before judging.

23. Find what you’re willing to give up and find out specifically what the other person really wants and what is he or she is willing to give up. Look for options that provide mutual gain.

24. Know specifically what you want. State what you want as a

request, not as a demand. Ask what the other side wants of you.

25. Gather all data relative to the conflict.

26. Carefully define the conflict, not just the symptoms, but the causes too.

27. In resolving the conflict with the other side, learn to play to

their strengths while adjusting to their weaknesses.


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28. Do not assume that you know the other side of the conflict

motives, intentions, thoughts or feelings. No one likes to be viewed with pre-conceptions or as being predictable. Consider others’ behavioral style and the best approach to use.

29. List possible solutions to the conflict.

30. Test the possible solutions to the conflict. 31. Select and Implement the best possible solution to the conflict.

32. Always give the other side an opportunity to save face in resolving

conflict, never belittle his position.

33. You must have the ability to rebound from adversity without causing harm to anyone.

34. You must understand that while it is the team uniquely different

talents and interests that allow you to work as a team, it is also the reason you must resolve conflict with each other.

35. Understand that sincere negotiation to resolve conflict is the

foundation of real management power, which resides with the team members. Negotiation to resolve conflict is one way a team manager can provide value-added service to team members.

36. When the crisis is over, record the results, keeping a “crisis file”

(describing each crisis, actions you took and results) will help you avoid similar situations in the future or, at least, make them easier to manage.


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1.17 The Customer Manager: Managing a project requires that you, as the project manager, possess the ability to effectively communicate and manage your customer. Customer is the entity, which instigates the project, and or will use, operate or maintain the completed project. “Any agency which has approval authority or a direct financial interest in the project is a customer.” Each customer considers his or her project to be number one priority. “Winning isn’t everything, it’s the only thing.” Similarly, customer service is the only thing for you and your agency, or you have no other reason to exist. Serving your customers means making them feel good about moment-of-truth transactions. Some key areas to focus on when building customer relations include understanding customers’ needs, creating a customer’s liaison, the art of negotiation, recognizing and managing customers’ behavior and accentuating the positive. Manager’s attitude is the key to success. Their general morale and attitude will be reflected in how they treat their customer. Managers have more impact on this positive environment than they realize. You should know as much about your customers as practical. Know your customers psychological needs. Negotiate with the customer: Negotiating involves recognizing the needs of the customer, comparing these needs with your organization’s ability to deliver what is required, then reaching a compromise that satisfies both parties. How to Recognize and Manage Customer’s Behavior: Every customer is different. Recognize these differences and adjust your behavior accordingly. Use different techniques for dealing with customers. While difficult customers present your staff with exceptional challenges, they represent opportunities to demonstrate skills, fix problems and develop or rebuild customers’ relationships.


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Understand the customers by first understanding the customers’ three basic communication behaviors, the passive, aggressive and assertive.

Passive Behavior:

On the surface, passive people seem easy to work with. They usually appear agreeable and hide other feelings. However, they generally have a great deal of stress because they seldom get what they want. They let others walk all over them. Passive people usually remain passive only so long. Often, they become adept at blocking or even sabotaging others’ efforts without taking responsibility for their actions. Because they have not made their own opinion, desires or needs clear, it is difficult to negotiate with them. This often results in frustration and surprises for those dealing with them. Passive customers can be difficult to recognize, since they are apparently so agreeable. If a customer’s behavior strikes you as more timid or accommodating than the severity of their problem warrants, you may be dealing with a passive customer. The key to managing passive customers is attempting to draw them out by asking open-ended questions (what, why and how). Make sure you clarify the impact of the problem, since these customers may understate the severity of the problem. Double-check any agreements you make with these customers to ensure they agree with the resolution and are not just being nice.

2. Aggressive Behavior:

Aggressive people are capable of expressing their own feelings and needs, but do so in a way that violates the rights of others. Aggressive behaviors include blaming, threatening, humiliating and dominating. Aggressive people are difficult because they care nothing about others’ rights. They always seem to get their way but also have a lot of stress, because they are always involved in conflict. Aggressive customers are easy to recognize by their bullying tactics. In dealing with this type of person, it’s important not to react emotionally to their behavior. Don’t become defiant or unhelpful, either in a direct confrontation passively or aggressively. And don’t give in to their unreasonable demands. How do you deal with aggressive customers: First, actively acknowledge and empathize with their problems to cool down these people. Second, if you can satisfy their requests by normal processes, do it, regardless of these customers’ behavior. If not, explain what you can and can’t do and why. Attempt to secure some sort of agreement through close-ended questions. If the customers are still unsatisfied, refer superior, before your patience becomes exhausted.


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3. Assertive Behavior:

Assertive people know and respect their own rights as well as the rights of others. Assertive behavior increases the chances of a good compromise or satisfactory result without making others angry. No one’s life is stress free, but assertive people generally have less stress and find what stress they do have to be manageable. Although assertive customers usually will be more demanding than passive customers, in the long run, they will learn to appreciate your directness and willingness to compromise. Also, assertive customers always present the fewest unpleasant surprises.

Managing Angry Customer: We all get angry from time to time, regardless of our basic communication style. Managers are often faced with customers who are intensely frustrated. At the start, angry customers will always seem aggressive, as these customers cool off they will usually drop back into their normal style of communication. Guidelines To Help Managers Deal With Angry Customers are:

1. Prepare yourself: Take a deep breath and be prepared to listen to your customer’s angry words without taking them personally. Try to keep a pleasant attitude in your mind and in your voice.

2. Let your customer vent the anger: Don’t interrupt, even if you

know how to solve the problem. These customers aren’t prepared to listen until they’ve finished getting it “off their chests.”

3. Listen and take notes: Write down your customer’s exact words

as well as you can to paraphrase what the customer said to make sure you understand the situation.

4. Empathize with the customer: Say something like, “I understand

how this could be frustrating. We’ll find a solution together.” This preserves your customer’s dignity and usually defuses the anger.

5. Ask, “What would you like for a solution?”: If the request is

workable, do it, if not, look for alternatives. Explain what can and can’t be done and, if possible, offer options to the customer. This makes your customer an owner of the solution.


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6. Make an agreement: Verify your customer’s understanding and

acceptance of the solution.

7. Take care of yourself: After particularly stressful calls, it’s important to take a few seconds to take a deep breath and let the physical effects of the stress wear off. Check yourself to make sure you’ve calmed down.

8. Be sure to acknowledge the importance of the problem to the

customer: Paraphrase the nature of the problem as well as its importance to make sure you understand the situation: - Never imply that a customer’s problem is “no big deal.” - If you follow up a problem for a customer, respond within an

agreed-upon period of time. This is important even if you only let the customer know you’re still addressing the problem.

Important Recommendations To Manage And Deal Successfully With Customer Are:

1) Deale with Customers as Individuals: The first step in successfully managing your customers is to find out who they are. This means understanding the role of each member of your customer’s organization, including:

- Who makes decisions for the tasks ? - Who is responsible for the schedule and budget ? - Who has the authority to modify the contract ? - Who influences various kinds of decisions ?

If your customer is a reader don’t just call or visit him to talk about a conflict or suggestion. It up first to make sure you have something for him to read, then you can start to talk. If your customer is a listener don’t send a memorandum. Go ahead and talk about it first and then summarize with a memo or letter.

2) Serve, But Don’t Be Servile: Regardless of the kind of

relationship that you have with your customer, one important ingredient must be present. You must serve without being servile. You cannot act as a “yes man” who goes along with everything the customer says, regardless of the consequences. Managers are rated according to their ability to provide constructive input, even if it goes against the customer’s preconceived ideas.


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3) Understand the Customer’s View of Your relationship.

4) Follow the 3-Alternative Rule: A good way to avoid unnecessary confrontations is to employ the “3-alternative rule,” that is, to present three alternatives for any decision, along with your recommendation. One of the most damaging things a project manager can do in terms of customer relations is to lead the customer to believe that the project is in better shape than it really is.

5) Prepare for Customer Meetings: Never go into a meeting with

your customer unless you have done your homework. A rule of thumb is to spend five to ten minutes of preparation time for each minute of meeting time.

6) Develop an Image as a Competent Manager: Projecting an

image as a competent manager requires style as well as substance. To enhance your image as a competent manager:

- Keep your files in order .

- Always arrive at meetings on time and be prepared when

you get there.

- Respond to requests from your customer at once.

- Be prepared to discuss the project status (scope, budget and schedule) at any time.

- Learn to articulate your ideas clearly, both verbal and

written.

- Keep your customer informed by routinely sending copies of correspondence, telephone logs and other important project documentation.

- Issue progress reports at least once a month. - Review all invoices before they go out and be prepared to

answer any questions your customer may have about them.

- Be sure your office is neat whenever a customer comes to visit you, even if you let it revert to its normal condition after the visit.


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7) Utilize Management Style “Win - Win resolution” process:

Successful management is a Win - Win resolution process, where

everyone gains and nobody lose. Win - Win resolution is achieved by looking into the problem from the

other party point of view and by understanding the needs and concerns of the other.

The following are the four basic elements of Win - Win process:

1- Character based on Integrity and the presence of “Abundance

mentality,” (There is plenty out there for everyone to share).

2- Relationship based on trust for each other, focus on thoroughly understanding the issues and resolving them in mutually beneficial way.

3- Agreement based on clearly defining the desired result, guideline

and parameters, resources, accountability, standards of performance, consequences, rewards or losses.

4- Organization supports and reward for Win - Win process.


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Managing Joint Ventures: To enter into an actual joint venture, effective management is the key to success. Forestall problems by following these suggestions:

1. Avoid joint ventures with firms who have your same capability.

2. Avoid cost reimbursement contracts with joint venture partners. Instead, establish lump sum fees for portions of the work and divide the project responsibilities accordingly.

3. Minimize or eliminate joint venture overhead.

4. Define specifically how changes in scope will be handled and how

compensation will be made.

5. Meet regularly with your joint venture partner to discuss all aspects of the project.

6. When splitting fee amounts with your partner prior to starting the

work, always leave a minimum of 10 percent as a contingency in the joint venture account.

7. Try to contract with the customer on a lump sum basis so that

detailed scope definition becomes mandatory and fee amounts are set.

8. Pick your partner carefully by checking past joint venture

references.


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1.18 The Planning Manager: The Importance of Project Planning: The longer and more complex the project, the more time should be spent in planning it. The major purpose of planning, is to divide broad contractual goals into manageable tasks that can be performed in relatively short periods of time. Proper planning also provides the project manager with a yardstick to use in measuring progress and controlling the project. The project work plan shall define:

- What is to be done ?

- When it is to be done ?

- How much it will cost ? - Who will do it and with whom ?

The crucial part of successful project management, is the actions you take after the plan is created. Task Breakdowns of Project Activities are:

4. Project scope of work. 5. The project schedule. 6. The project budget.

Task Breakdowns of Project Activities enables you to monitor project progress accurately because each activity in the contract can be measured in terms of progress made, time elapsed and money spent.


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Developing a project work plan consider these questions: - What are the company’s goals and how will the project support those goals ?

- What is the overall budgeted estimate (duration and cost) of this project ?

- What resources are available to me ?

- How much is the appropriate level of detail ?

- How often will I update the plan and to who I need to send it ?

- Who needs to receive information about progress ?

- What kinds of reports will I prepare and when to issue it ?

- What graphics and layouts will help me communicate best ?

- How much the amount of monitoring time that are appropriate ?

Establish The Requirements For Each Project Plan By Utilizing P3 And Following

These Procedures:

1. Make a detailed list of activities: Estimate how much time will be needed for each activity and define how activities relate to one another. Assign a responsible person to each activity.

2. Prepare a network diagram that shows relationships between

activities (Creating a network diagram is an iterative process). 3. Identify the critical path (the chain of activities that will require the

most time to complete). Compress the schedule by performing activities in parallel. Eliminate negative float by modifying the network.

4. Build a complete plan: After completing the basic schedule, apply

the resources to the activities.

5. Consider the trade off of time and money your plan represents.

6. Organize your project information: Categorize activities by phase, responsibility, department and location. Focus on the key elements.

7. Ask “What-If ?” What could happen that you have not yet

anticipated ? Anticipate changes, not because disaster will strike, but because you want to have contingency plans in place in case it does.


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Each Activity must contains three elements:

1. Specific scope of work. 2. Duration, start and finish dates. 3. Level of effort required to complete the each activity.

Example: Typical Work Plan For A Major Design Project

1. Project Definition - Copy of contract scope

- Task Outline

- Preliminary list of drawings

- Preliminary list of specifications

2. Schedule - CPM diagram

- Bar chart - Milestone chart 3. Budget - Task budget - Projected expenditure curve

4. Project organization (manpower planning): - Project organization chart - Task responsibilities

- Projected manpower requirements

- Address and phone numbers of key participants.

The Project Manager’s Role in Manpower Planning:

The complete project manager must not only be able to plan manpower needs on his or her own projects, but also understand the concepts of manpower planning for the entire office.

The key to successful manpower planning is to select a simple approach and keep projections updated on a regular basis. The


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single most commonly observed failure in manpower planning is excessive sophistication and complexity in approach.


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Proper Manpower Planning Answers Four Basic Questions:

1. Is there a manpower shortage or surplus ? 2. Is it temporary or long-term ? 3. What kinds of people are needed ? 4. How can the shortage be alleviated ?

TYPICAL PROJECT MANAGEMENT ACTIVITIES

1. Budget and schedule control.

2. Customer liaison:

a. Meetings

b. Periodic progress reports

c. Telephone conferences

3. Liaison with principal-in-charge.

4. Maintenance of project record:

a. Files

b. Calculations

c. Meeting summaries

5. Coordination of project team activities:

a. Defining manpower requirements

b. Maximizing productivity

6. Coordination of consultant and subcontractor acitvities. 7. Verification of invoices.

8. Technical quality control.


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1.19 The Project Schedule And Budget Manager: Establishing The Project Schedule And Budget

1.19.1 Establishing The Project Schedule. 1.19.2 Establishing The Project Budget.

1.19.1 Establishing The Project Schedule:

Characteristics that can be used to narrow the choice of scheduling method include:

- Scope of work

- Number of disciplines involved

- Number of staff involved

- Duration of the project - Amount of fee

- Project Management

Depending on the size and complexity of the project, any one of the following

four scheduling methods can be used to provide effective project planning and control:

1) Milestone Chart. 2) Bar Charts. 3) Critical Path Method. 4) Wall Scheduling.


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Evaluation Criteria to select best schedule method are shown below: Evaluation Criteria Milestone Bar Chart CPM

Diagram

Full Wall Schedule

1. East of Communication Good Good Poor Excellent

2. Cost to prepare Minimal Minimal Extensive Moderate 3. Cost to update Minimal Minimal Extensive Moderate 4. Degree of control Fair Good Excellent Good 5.Applicability to large projects

Poor Fair Excellent Good

6. Applicability to small projects

Excellent Good Poor Good

7. Commitment from project team

Fair Fair Fair Excellent

8. Customer appeal Fair Good Excellent Excellent

1) Milestone Chart:

The milestone chart is the simplest scheduling method. The best applications for milestone charts are short projects with few participants and little interrelationship between activities. Such as the preparation of proposals, as in summarizing complex schedules containing many tasks.


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2) Bar Charts: Bar chart consists of a list of tasks presented along the left side of a page with horizontal bars along the right side indicating the scheduled start and finish dates for each task. A bar chart is a scheduling method that uses horizontal bars to show which tasks can be done simultaneously during the project’s life cycle. The biggest drawbacks of bar charts are that they do not show the interrelationship among various activities, nor indicate which activities are most crucial for completing the entire project on schedule. Bar charts remain an effective method of controlling projects with total fees in the $50,000 to $2,000,000 range. Creating a Bar Chart Step 1 Complete an Activity List with Start and Finish dates and amount

of Float. Step 2 List project activities along the vertical axis of a bar chart table. Step 3 List the time dimension, along the horizontal axis.

Bar Chart:

a. When you’re reviewing the schedule, show just the Bar area. This

layout compares target bars to early bars and includes project team title bands in the Bar area.

b. A Bar chart layout combines an activity-data spread sheet (table)

with a time scaled Bar Chart.

Except for the edit bar, the elements and functionality are the same in either the Bar chart or PERT.


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3) Critical Path Method:

One way to overcome some of the shortcomings of bar chart scheduling is to use the critical path method (CPM), a mathematical system in which activities interrelationships are defined and task schedules analyzed. Critical Path Method Is Usually Broken Down Into Four Steps:

Step 1. Identify Task Interrelationships: One way of doing this is by using task interface diagram (precedence diagram).

Step 2. Establish Optimum Task Durations: For each activity (in

calendar days) required for the activity to be completed in the most efficient manner possible assuming that all prerequisite tasks have been completed.

Step 3. Prepare Project Schedule.

Step 4. Determine Critical Paths.

Most projects have several critical paths which is a good indicator of the difficulties to encounter in meeting the schedule. The principal advantage of the critical path method is that it shows task interrelationships clearly and highlights those activities that could create problems in meeting deadlines. Critical path method is ideal for monitoring a construction project. No Critical path method program eliminate the need to prepare a task outline, estimate task duration’s, or determine the task interfaces. The computer simply computes the critical path and prepares the CPM charts and tables.


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Project Work Plan (PWP)

Project Work Plan (PWP) identifies the “who”, “what”, “when” and “how” of the development process for a project. PWP is primarily an internal communication device which allows the technical units to coordinate their work among each other. The Project Manager shall coordinate the development of the PWP and see that it is updated to reflect the current status of the project. Elements of a PWP:

1. Scope of the work tasks and activities

2. Schedule and duration of the work tasks and activities

3. Resource Budget for work tasks and activities

4. Construction Budget for the project An activity is the smallest defined unit of project work that consumes time and other resources (e.g., money, supplies, etc.). The activity list provides the basis for both Bar charts and Network Diagrams. Steps for Creating an Activity List:

Step 1: Create activities associated with each major component of the project.

Step 2 Establish the relationships among activities, (Predecessor,

Successor and Parallel activities).

Step 3 Sequence activities

Step 4 Establish a duration for each activity.

Step 5 Assign resources to each activity.


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4) Wall Scheduling: In recent years several firms have begun using a technique known as “wall” scheduling.

Wall Scheduling Procedure The Six Steps To Set Up Wall Schedule Are As Follows: 1. Set up wall schedule:

a. “Time” scale (horizontal)

b. “Team member” scale (vertical)

2. Project manager prepares preliminary schedule:

a. List start and finish of events on cards

b. Place critical event cards on schedule board

c. Arrange other event cards

3. Gather together all key team members:

a. Identify additional events

b. Rearrange cards on schedule board

c. All team members commit to schedule

4. Project manager serial numbers each team member’s events. 5. Summarize schedule and distribute to team members. 6. Update schedule as required.


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Avoid These Common Pitfalls in Preparing Project Schedules: 1. Scheduling time for “final reviews” without scheduling time to make the

changes that always result. 2. Failure to anticipate the nonte-chnical activities that must be performed

after all the contractual requirements have been met. 3. Scheduling a project without properly considering the impact of other

projects on the workload of the project team. 4. Failure to obtain firm commitments from key project team members,

including outside consultants. 5. Failure to provide time for slippage in the schedule.

1.19.2 Establishing The Project Budget:

When a firm receives a design fee for a project, that amount is usually divided into five components: 1. Prepare a task outline of contract requirements

2. Overhead-holidays, rent, vehicles, insurance, etc. 3. Other direct costs-consultants’ fees, travel costs, printing fees and other

related out-of-pocket expenses required to perform the project. 4. Contingency-a cushion to handle unforeseen problems. 5. Profit-provides the necessary reward and stability that enable the firm to

operate through lean times without going out of business. Fees Are Not Budgets: The project manager has responsibility for establishing and controlling only the first four items. Profit belongs to the principals of the firm. Project managers should be judged not so much on how much profit they have made, but on how closely they have adhered to their budgets.


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Four Ways to Budget a Project: There are usually four ways that budgets can be computed for any project: 1) “Zero-based” budgeting. You start with a list of tasks and estimate the

man-hours and corresponding costs to perform the work. 2) “Downward” budgeting, which involves starting with the amount of

compensation that can be obtained and breaking out the various cost components to establish the number of man-hours that can be allocated.

3) “Unit cost” budget, or the use of “historical” cost data (other than man-

hours) from previous similar projects, such as cost per sheet of drawings. 4) “Staffing level” budget, which considers the number of people assigned

to a job for a certain time period. 1) Zero-Based Budgeting: Zero-based budgeting means that each task

must be analyzed so that any cost associated with that task is developed by determining what the particular project requires. Zero-based budgeting typically uses the following approach:

1. Prepare a task outline of contract requirements.

2. Estimate man-hours by labor category for each task.

3. Estimate direct labor rates for each labor category.

4. Calculate direct labor cost for each task by multiplying results of

steps 2 and 3.

5. Add overhead costs as a percentage of the direct labor cost determined in step 4.

6. Estimate other direct costs (such as airfare, printing and

subconsultants) for each task.

7. Add the appropriate contingency.

8. Add the desired profit.


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The major advantage of the zero-based budgeting approach are:

1. It forces the project manager to plan the job. 2. It provides the project manager with baseline information essential for monitoring and controlling the project budget and schedule. 3. It obtains commitments from the individuals involved in estimating the level of effort required for each task. 4. It provides the information that can be valuable during fee negotiations or negotiations for contract modifications. The zero-based budgeting method also contains two potential pitfalls. The first is that the project manager may tend to pile contingency upon contingency, ultimately overpricing the job and losing the contract. The second pitfall is failing to identify all the subtle costs that must be figured into the typical project. 2) Downward Budgeting: The downward budgeting approach arrives at a total fee based on a percentage of construction cost, cost per square foot of building, or some other method not directly related to the level of effort required to perform the work. The desired profit, contingencies, overhead and other direct costs are subtracted to obtain the dollar amount available for manpower. This amount is then divided by average hourly rates to obtain the total number of hours available for each labor category to perform required tasks. Developing the Budget for Your Project: Each of the four budgeting methods described in this chapter has distinctive advantages and disadvantages. Used together they provide a sound basis to derive the project schedule. Avoiding These Common Pitfalls on Developing the Budget: Always allocate budget for the following: 1. Project Management Expenses: Project management is a task that is required for every project establish project management as a separate task with its own budget. Study indicates that the average budget for project management on design projects is 10 to 15 percent of the total project budget. 2. Project review and corrections expenses. 3. Activities beyond contractual due date expenses. 4. Low balling (A project taken at a fee lower than the cost of doing the work). The success of the downward budgeting approach is based on determining the maximum possible compensation for a given project, which requires knowing two


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important items of information. The first is the market price, or how much your competitors will charge for the same project. The second is the customer’s budget for the job. Estimating the market price means knowing who your competitors are, the nature of their pricing structure, the level of effort they will probably use for budgeting the job and how hungry they are for work. Finding out the customer’s budget involves probing to determine the kinds of guidelines that the customer usually uses (for instance, percentage of construction cost or dollars per square foot). In some cases, the customer’s budget may even be public information that can be obtained for the asking. The Major Advantages Of Downward Budgeting Are: it is based on obtaining the maximum possible compensation and it targets budgets that will (at least theoretically) meet the firm’s profit goals. The primary disadvantages are: a. It does not obtain a high level of commitment from the project team. b. It does not provide the project manager with essential planning information. c. It fails to identify jobs that cannot be done within the available financial limitations. d. The hours left to do the work may not relate to the amount of time required for the various tasks. Once the project budget has been completed, the next step is to develop a projected expenditure curve that will serve as the basis for projecting manpower requirements and monitoring schedule and budget status throughout the project. 3) Unit Cost Budgeting: The cost common use of the unit cost budget is to determine the cost per sheet of design drawings. Other examples include cost per square foot of design drawing, cost per page for certain types of reports, cost per analysis for laboratory work and cost per boring for soil investigations. The main advantage of unit cost budgeting is that it provides an objective estimate based on actual historical costs for similar work. The major disadvantage is that no two projects are exactly alike. Even if they were, the second project would probably cost less because of the experience gained from the first. Also, this method does not account for cost impacts resulting from changes in conditions that have occurred over the years. Furthermore, the unit cost budgeting approach does not provide the project manager with the quality of planning information that can be obtained from the zero-based budgeting method. 4) Staffing Level Budgets: This method of budgeting is to estimate the total size of the project team for each phase of the project. The budget is determined by multiplying the number of people by the length of time each will work on the project to obtain the total estimated man-hours.


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The man-hours are then multiplied by average hourly rates to obtain direct labor costs. Overhead, other direct costs, contingency and profit are added in the same manner as previously described for zero-based budgeting. Staffing level budgeting works well for small projects involving few people for a short period of time. It is also useful as an independent check of the other budgeting methods described above. The major problem with staffing level budgeting is that it doesn’t directly relate the costs to the tasks that must be performed. 1.20 The Project Schedule Monitoring And Controlling Manager: The main factors controlling project’s schedules and budgets is to generate information to assess their status accurately throughout the project duration. 1.20.1 Monitoring And Controlling Schedule And Budget 1.20.2 Overcoming Schedule Problems 1.20.3 Overcoming Schedule Budget 1.20.1 Monitoring and Controlling schedule and budget: The two common methods to monitor and control schedules and budgets are: 1. Primavera Project Planner (P3). 2. “Integrated budget and schedule monitoring” (IBSM). 1. Primavera Project Planner. Primavera Project Planner (P3) gives project managers the following abilities: 1. accomplish their projects on time, within budget and at a high level of technical quality. 2. Preparing work schedules, assigning and allocating resources to competing activities and developing an acceptable budget. 3. Communicating as accurately as possible with the project team the customer and your own management. - P3 provide 10 types of constraints, such as early start or early finish dates. - P3 Simplifies the Update Process by using the Progress Spotlight features. PERT: a. Use PERT to construct your project plan and to add activities and relationships in a logical flow. b. PERT layout shows the logical flow of activities. Use the spreadsheet to add, review or modify rows or columns of data. Planning and Controlling Process (Updating Process): Update the schedule on a regular basis to ensure using resources effectively and tracking actual duration’s and costs to initiate your contingency plan if necessary.


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The Primavera Project Planner Update Cycle: 1. Update Activities or Driving Resource: (1) Track who did what and (2) how much it cost so that you can improve future estimates. (3) Record how long it takes to perform each activity or resource, (4) how much of the work is actually accomplished, (5) and how much more time you expect will be required to finish the activity. 2. Schedule the Project: Gather all the date then schedule your projects. 3. Compare Reported Progress to the Original Plan: This is the best way to know whether the project is on track or not. 4. Level Resources: Resolve conflicts with other activities that use the same resources. Determine whether the plan contains hard-to-manage peaks and valleys. Use crunching, stretching and/or splitting leveling techniques. 5 Analyze Output: Examine output by utilizing P3 reports, 6 Adjust the Schedule: If the project is behind schedule or costs are exceeding your original budget estimate. Iteratively adjust resource availability, then use leveling until you achieve the results you want. Stretch resource use during some work periods and crunch it during others. 7. Communicate, Communicate, Communicate: Teams must know what’s going on to do their job effectively. Decide who, what needs to be communicated to them and where and when it will be communicated. Communicate by distributing the updated schedule at a set time each week, having a monthly status meeting. Use schedule reports, Bar charts and time scaled presentations to show progress and highlight problem areas. Up-to-date project data is the key to successful project management.

2. “Integrated Budget And Schedule Monitoring” Method” (IBSM). “IBSM”.Method is used successfully by large engineering firms. The IBSM method determines the overall schedule and budget status and consists of six phases: 1) Estimating the progress of each task. 2) Computing total project progress. 3) Estimating project expenditures. 4) Determining overall schedule and budget status. 5) Determining the schedule status of each task. 6) Determining the budget status of each task. 1) Estimating the Progress of Each Task: The first step in the IBSM method is to prepare a realistic estimate of the progress on each task in terms of percent


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completion of the task. “Progress” is defined as work actually accomplished and is independent of either budget expenditures or calendar time spent on the activity. One method is to develop measurable milestones for each task in the task 0utline. For example, a task defined as “prepare architectural woodwork cost estimate” might be divided into the following milestones:

Prepare material take-off 30% Obtain hardware prices 10% Determine material unit costs 10%

Estimate labor hours 20% Determine local wage rates 5%

Calculate extensions 5% Final review 10% Final corrections 10% Total 100% The use of milestones is most effective when they are: - Established and agreed upon at the outset of the project. - Defined in terms of measurable performance, so as to reduce subjective judgements. 2) Computing Total Project Progress: After the percent of completion has been determined for each task, all percentages are multiplied by the corresponding task budgets. The products of each multiplication are then totaled to obtain a value that represents the estimated amount of progress made to date on the total project. Dividing this sum by the total project budget provides an estimate of overall project progress, as follows: Overall progress = $33,387 � $173,790 = 0.186 = 18.6% It is emphasized that the progress computation has nothing to do with how much money has been spent on the project. 3) Estimating Project Expenditures: The next step is to estimate how much money has been spent on the project. 4) Determining Overall Schedule and Budget Status. 5) Determining the Schedule Status of Each Task: By applying the estimated progress percentages to the project schedule. 6) Determining the Budget Status of Each Task: Independent cost accounting must be maintained for each task to be monitored. 1.20.2 Overcoming Schedule Problems: Early identification of a problem is 80 percent of the solution. Successful ways to overcome schedule problems Are: 1. Stop evaluating alternative solutions. When you reach a choice between several options, pick one that you know will work and go with it. 2. Redistribute resources (Manpower). 3. Identify and concentrate your efforts on the critical activities. 4. Work overtime.


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5. Postpone non-critical administrative duties until you have survived the crunch. Then spend the extra time on the most critical aspects of the project. 6. Subcontract a portion of the work to another firm. 7. Involve the customer. 8. Reorganize the work activities. 9. Shun excessive perfection. Most design decisions are 90 percent perfect the first time, then whatever time is left is spend in making them 5 percent better. 1.20.3 Overcoming Budget Problems: Successful ways to overcome budget problems are: 1. Examine the figures. Be sure that you are really overbudget. Check all charges of time and expenses to your project. 2. Check to be sure that everything you are doing is required in the scope of work. If something is not, stop work or get additional funding from the customer. 3. Examine each task to be sure that only experienced people are working on those activities requiring judgement and only junior people are working on tasks that merely require persistence. 4. Shorten the schedule and work overtime. 5. Stop evaluating alternative solutions. Go with what you know will work and don’t change your mind unless someone can convince you that what you have selected won’t work. 6. Renegotiate consultant contracts. If some of the consultants’ tasks will not be needed, eliminating them may save a project budget. 7. Use temporary help. To save payment of some fringe benefits. 8. Be a squeaky wheel. If your project is over budget, don’t hide it, So no one change a random cost to your budget 9. If all else fails, ask for a budget or fee increase. Especially if the scope or other circumstances have changed. 1.21 The Strategic Planning Manager: Strategic planning management establishes priorities and reevaluate existing allocations of funds. Strategic planning management is common sense. It is visionary, yet realistic, it anticipates a future that is both desirable and achievable. It provides a structure for inspired but practical decision making and follow through. Strategic plan is a practical, action-oriented guide based on an examination of internal and external factors that directs goal-setting and resource allocation to achieve meaningful results over time. Strategic planning management is a long-term investment with payoffs that increase over time. If you fail to plan, you plan to fail. Strategic planning management is not linear because assumptions and circumstances continuously change. Strategic planning management is not a strategic plan. Strategic planning management is more than filling out forms, or compiling a document. Most of the value of strategic planning management is realized during the process of planning itself.


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A Strategic planning management is a team effort. As a rule of thumb, the people who will bear the responsibility for accomplishing a part of the strategic plan should participate in developing that part of the plan. Think with open mind. If you think you are a hammer, everything looks like a nail. If you go into a project deciding what should be done, innovative ideas will be difficult, if not impossible, to find. Strategic planning management works best in an atmosphere of total quality management. Total quality management is a continuous improvement rather than a one time fix. Total Quality Management Complements Strategic Planning Management By:

1. Identifying problems and opportunities.

2. Promoting customer satisfaction.

3. Emphasizing teamwork.

4. Utilizing performance measurements to focus on results.

5. Relying on data collection.

6. Supporting management that is based on facts.

7. Involving efficient resource-allocation and management. The Strategic Planning Manager Shall Integrates Planning With: - Total Quality Management (Continuous Improvements) Efforts. - Resource Planning. - Budgeting. - Project Implementation. - Project Evaluation. - Performance Monitoring And Reporting. Strategic Planning Management Is Essential Management Tool In Increasingly Complex Environments Because Of The Following:

1. It is essential for customer support.

2. It promotes communication and participation.

3. Managing for results.

4. It is an essential managerial tool to institute continuous improvement at all levels.

5. It is future-oriented.

6. It is adaptable. It sets: targets for performance, ways to check progress, and provides guidance for on-going plans and budgets. Strategic Planning Management Process To Succeed, It Shall Be:

1. Supported by everyone.

2. Participatory.

3. Flexible.

4. Defines responsibilities, schedule and establishes accountability.


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5. Galvanizes understanding and common purpose.

6. Stays aware of the environment in which it functions.

7. Realistic about goals, objectives, resources and end results.

8. Develops compelling evidence for its recommendations.

9. Resolves conflicts among customers and stakeholders.

10. Leads to resource decisions.

11. Fresh and continuous, not stale and static. Both the plan and the planning process are reviewed and modified regularly. Essential Steps in Strategy Planning Process Are:

1. Analyzing the present situation (where I am now).

2. Developing relevant assumptions (what conditions will exist later).

3. Establishing objectives (what I want to achieve).

4. Developing alternatives.

5. Making and implementing the decision.

6. Establishing review and control procedures. Features Of A Successful Strategic Plan Are: - Contain the result of a planning process - Contain the input and involvement of all that involved in the project. - Contain a mission statement that clearly states what business you are in. - Contain an inspiring and challenging vision. - Contain clear, long-term, challenging, but realistic and achievable goals. - Contain SMART objectives (Specific, Measurable, Attainable, Results-oriented, Time-bound). - Contain a balanced set of performance measures that accurately reflect the key results of the goals. THE STRATEGIC PLANNING MANAGER GUIDE THE PROJECT TO SUCCESS BY ASKING AND ANSWERING THE FOLLOWING FIVE QUESTIONS: 1) WHERE ARE WE NOW ? 2) WHERE DO WE WANT TO BE ? 3) HOW DO WE MEASURE OUR PROGRESS ? 4) HOW DO WE GET THERE ? 5) HOW DO WE TRACK OUR PROGRESS ?

1) WHERE ARE WE NOW ? Strategic planning management helps determine project’s current status and evaluate its Internal and External Assessment environment. It defines the project’s products and services, the customers and stakeholders of the project. To Answer The Question “Where Are We Now ?” We Need To Conduct And Perform The Following: 1.1) Internal Assessment. 1.2) External Assessment.


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1.3) Customers and Stakeholders Identifications. 1.1) Internal Assessment: It is an analysis and evaluation of the project’s team performance, problems and potential. Internal assessment, identifies the project’s team strengths and weaknesses, capacity to respond to issues, problems and opportunities. It also reveals the paradigms (patterns or beliefs) and values that comprise the project’s team current principles that drive or disrupt current performance. It throws light on managerial policies and procedures that help or inhibit quality. Internal assessment is also used in policy development and problem solving. The process of conducting an assessment is referred to as a “SWOT” analysis (Project’s Internal Strengths And Weaknesses And External Opportunities And Threats.) Data Sources for internal assessment include: - Reports - Internal Plans - Budget Requests - Customer Surveys - Internal Data Bases - Project Team Surveys - Project Team Evaluations - Policy Development Files - Performance Measurements - Quality Assessment Surveys - Annual Progress Review Meetings Factors to consider during an internal assessment (Strengths and Weaknesses) are: 1. Overview of scope and functions. 2. Project’s structure and processes. 3. Size of budget.

1.2) External Assessment: It is an analysis and evaluation of key external elements or forces that affect the environment of both, the project and the project team. Data Sources For External Assessment Include: - Media - Special studies - Interest or advocacy groups - Budgets and policy statements - Statistical reports and data bases - University and college resource centers - Agency advisory and governing boards - Government legislation and regulations - Professional organizations or associations Factors To Consider During External Assessment (Opportunities and Threats):

1. Demographics and focus on customers.

2. Economic variables.


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3. Public policy issues.

4. Technological developments.

5. Impact of “other” government statutes and regulations. The results of the internal and external assessment become the basis for all the other phases of the strategic planning management process.

1.3) Customer and Stakeholder Identification: Customer: anyone whose best interests are served by, or who receives or uses the products or services of the project. Stakeholder: any person or group with a vested interest in or with expectations of a certain level of performance or result from a project. Stakeholders may only be an advocates. Customer and Stakeholder Identification Process: 1. Identify and understand customers and stakeholders. 2. Find out what customers and stakeholders think and want. 3. Incorporate customer and stakeholder feedback.

2) WHERE DO WE WANT TO BE ? Use the results of the internal and external analysis and customer identification obtained from answering the question “ Where are we now ?” to establish the mission, vision, principles, goals and objectives of the project team.

2.1) MISSION STATEMENT

2.2) VISION STATEMENT

2.3) PRINCIPLES

2.4) GOALS

2.5) OBJECTIVES

2.1) MISSION STATEMENT: A mission statement is a brief, comprehensive statement which identifies the purpose of the project team. The mission statement directs, plans and implements project’s team efforts. The mission describes customers and products or services. The mission is part of the project’s team identity and is the ultimate rational for the existence of the project team. When Writing A Mission Statement, The Manager Shall Consider The Following Criteria Questions And Address Them By Looking From The Customer And Stakeholder Point Of View: - Who are we ? To identify the purpose of the project team. - What do we do ? To identify the expected product of the project - For whom do we do it ? To identify customers or users. - Why do we do it ? To identify customers or users expectations. - Why resources are devoted ? To develop the required performance. 2.2) VISION STATEMENT: Vision is a compelling and conceptual image of the desired result of a project. Great visions are conceived through a partnership between the manager and all levels of the project team who will be implementing the vision. By sharing the


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vision, management establishes commitment to the overall vision from the project team. - Without a vision, there is no inspiration. - A mission without a vision is an impractical notion. - A mission without values could lead to an “Ends justifies any means” Credo.

2.2.1) Great Vision Shall Be:

1. Enduring.

2. Initiate change.

3. inspire and challenge.

4. Brief and memorable.

5. Descriptive of the ideal.

6. Electrifies and invigorates.

7. Descriptive of future service levels.

8. Define the purpose of the project team.

9. Positively affect the values and behaviors of every one.

10. Be the ultimate standard toward all measured progress.

11. Appealing to the project team customers and stakeholders.

12. Demonstrate how the project will enhance the quality of life for those who use its services or products ?

2.3) PRINCIPLES: Principles are the core values and philosophies of how a project team conducts themselves in carrying out their mission. Principles are factors that drive the conduct of a project team and guide the development and implementation of all policies and actions. Principles are always associated with the following “Quality Management” concepts:

1. Getting it right the first time.

2. Satisfying customers.

3. Continuous improvement (T. Q. M.). Principles Will Have The Following Effects On The Manager And The Team:

1. Motivate project team.

2. Serve as criteria to guide decision-making process.

3. Express common values that can be embraced by the whole project team.

4. Are powerful instruments for changing project team culture.

5. Express basic beliefs about the conditions under which people work best.


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6. Steer the managers toward putting in place the structures systems and required skills needed to make the vision a reality. Principles should reflect the values and philosophy of the project team wide values and assumptions. Principles express responsibilities to customers, project team stakeholders and the community. Principles also express quality or excellence in management and in the production of goods and services. Principles summarize the philosophies or core values that will be utilized in fulfillment of the vision and mission. Thus, principles help form a bridge between where the project team is and where it wants to be. Together, the mission, vision and principles define a desired future. Principles Express The Project’s Team Attitude And Values About Three Things: 1. People: The way project team and customers are treated. 2. Processes: The way the project team is managed, decisions are made and products or services are provided. 3. Performance: The expectations concerning the project’s team Responsibilities and the quality of its products and services. Examples of Principle Are: Employees We care about each other, encourage growth and recognize accomplishments. Customers Our first priority is to satisfy our customers. Quality We do the right things right the first time and every time. Improvement We do the right things even better the next time. Integrity We are committed to the highest standards of ethical behavior. Teamwork Together, We Make It Happen. Leadership Leaders are inspiring and lead by example. Leadership exists at all levels. Management We manage by fact. Measurement Our performance measures are customer-focused, outcome-based, comprehensive and clear. 2.4) GOALS: Goals are the desired end-result. Goals provide a framework for detailed levels of planning. Goals are more specific than the mission statement, stimulate creativity and innovation to the mission statement. Goals also represent immediate or high-priority make or break kind of issues that merit special attention. Criteria for Goals:

1. Goals shall clarify the project’s team mission, vision and principles.

2. Goals that are achieved shall fulfill the mission of the project team.

3. Goals shall address priorities and the results of the internal and external assessment and the responsibility to strategic issues.

4. Goals shall remain unchanged, until there is a shift in the environment under which they were created or the desired outcome has been achieved.

5. Goals shall address the gaps between the current and the desired level of performance.

6. Goals shall represent a desired project result.


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7. Goals shall chart a clear direction for the project team, but not set specific milestones or strategy’s objectives. Actions plans shall do that.

8. Goals shall be supported by everyone involved in the project.

9. Goals shall be challenging, but realistic and achievable.

10. Incorporate Customer and Stakeholder Feedback.

Conduct a “Gap Analysis” for the project (A gap analysis is the identification of the difference between the desired and current project progress status, so priorities and goals are developed for closing or eliminating each gap). 2.5) OBJECTIVES: Objectives are specific, measurable targets and time-bound statements of desired accomplishments or results. They represent intermediate achievements necessary to realize goals. Good Objectives Will Be “SMART”. That Is, They Will Be: 1. Specific. 2. Time-bound. 3. Measurable. 4. Aggressive but attainable. 5. Results-oriented. Recommended Process For Formulating Objectives Is As Follow:

1. Review the mission and goals.

2. Decide what results are wanted.

3. Set a time frame for achieving results.

4. Build in accountability.

3) HOW DO WE MEASURE OUR PROGRESS ?

Strategic planning management builds accountability into the project team.

Two Methods For Measuring Progress And To Ensuring Accountability:

3.1) Measuring Performance.

3.2) Benchmarking.

Now that the mission, vision, goals and objectives are in place, a method for measuring the progress and success of implementation will be needed. Choosing a balanced set of results-based performance measures to gauge the success in meeting goals and objectives is one of the most important and difficult aspects of the strategic planning management process.

3.1) Advantages Of Measuring Performance Are:

1. Measuring performance is a good management to ensure accountability for results at each level of planning.

2. Measuring performance can enhance the quality of services.

3. What Gets Measured Gets Done. Comparing actual with expected results, it enables managers to evaluate progress toward goals and objectives.

4. Measuring performance aids in budget development and review.


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5. Measuring performance helps project team answer the question “Why are resources being spent on the project ?”

Categories Of Performance Measures:

Five common performance measures are: input, output, outcome, efficiency and quality. Each category is designed to answer a different question and must often be used in combination to analyze the project’s results.

Outputs alone cannot tell management how successful the project has been. Output measures are often mistaken for outcome measures.

Outcomes assess how effective or successful the project has been.

Efficiency can be measured in terms of:

Output/Input Time/Output Cost/Input Cost/Outcome

Measures of quality include reliability, accuracy, courtesy, competence, responsiveness and completeness associated with the products or services provided.

Choose Performance Measures As Follows:

1. Select Initial Performance Measures.

2. Select the Key Performance Measures.

3. Determine Data requirements.

4. Define Performance Measures.

5. Determine Baseline Performance to assess current performance (where are we now ?).

6. Evaluate the Performance Measures.

The following criteria can be used to evaluate “Performance Measures”:

Significant Responsible Useful Simple

Comprehensive Balanced Credible Cost effective

Compatible Customer focused Comparable

3.2) Benchmarking:

Use Benchmarking to establish performance targets. Benchmarking involves seeking out best-in-class performers inside or outside of the project, studying them to determine why they are the best at what they do, and applying what is learned.

The benchmarking process consists of four stages:

1. Planning Stage.

2. Data Collection Stage.

3. Analysis Stage.

4. Setting Performance Targets.


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Performance targets are quantifiable estimates of results expected for a given period of time.

Performance targets should be developed by those who will be held accountable. (Empowerment, Accountability).

4) HOW DO WE GET THERE ?

Strategic planning management will help the project team figure out how to get from where they currently are to where they want to be, as well as the resources that will be needed to implement their project plan.

Develop Action Plan (a method’s details or strategies, that will be used to accomplish the objectives, goals and missions of project team) to embody the strategies and steps used to implement a strategic plan and to lead to resource-allocation.

Action plans make up the “How do we get there ?” part of the strategic planning management process.

Tasks and responsibilities are outlined in “SMART” (Specific, Measurable, Attainable, Result oriented and Time-bound) steps.

Formulating Strategies, If conducted properly, brain-storming can be one of the most effective ways to generate and encourage innovative ideas for accomplishing the objectives.

Resource Allocation is the determination and allotment of resources or assets necessary to carry out strategies and achieve objectives, within a priority framework.

Once the costs, benefits, possible constraints, time frames and resources have been analyzed, select the best strategy. Next, identify the steps necessary to successfully implement the strategy in order to achieve the objective.

Putting the Action Plan Together: The action plan is the level where the actual production of a project occurs. Action plans are geared toward operations, procedures and processes. The action plan describes who performs each step and when the step is scheduled for completion.

The following process is one way of managing the action plan:

1. Assign responsibility for implementation of the action plan.

2. Detail the action plan in steps.

3. Set a time frame for completion of the action plan.

4. Determine the budget impact of the action plan and the resources necessary to carry it out.


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Organizing The Action Plan: A typical method for organizing the action plan is to devise a numbering system. For example: Goals could be numbered: 1,2,3, etc.

Objectives could be numbered to correspond to each goal: 1.1 or Would represent the first objective under the first goal.

Finally, action steps could be numbered to identify which goal and objective they are under: 1.1.2 or 1-1-2 would be the second step required under the first objective, first goal.

Sample Action Plan: - Goal

- Objective:

- Strategy:

- Action Steps, Persons Responsible, Due Dates or Time Table, Resources Needed.

The Project Manager Shall Evaluate And Answer The Following Questions As A Test Of Each Suggested Strategy Alternative Before A Decision Is Made Regarding The Course Of Action That Will Be Taken:

1. If this course of action is implemented, will the objective be reached ?

2. What are the anticipated costs and benefits of this course of action ?

3. Will this course of action have a positive or negative impact on any other objectives ?

4. Is accomplishing this objective dependent upon the successful implementation of any other objective ?

5. Is the project team organized to implement this course of action ? If not, what must be changed to accommodate implementation ?

6. If changes are necessary, how long will they take ? Are there other constraints that will occur as a result ?

7. Once implemented, will procedural changes be required ? If so, what impact will they have on the project team.

8. What are the steps necessary to implement this course of action and how long will each step take ?

5) HOW DO WE TRACK OUR PROGRESS ?

Finally, the manager shall monitor implementation of goals and objectives and use the results to periodically evaluate “Where are we now ?” thereby beginning the strategic planning management cycle again. Tracking system is utilized to monitor progress, compile management information and to keep goals on track.


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Track Project Progress By Utilizing A Tracking System and Monitoring Performance Measures:

Tracking systems: monitor progress, compile management information and keep the plan on track. Tracking the implementation of objectives and goals will be the responsibility of the manager for completion of the action plan.

Elements For A Workable Tracking Document Should Include:

1. Goals.

2. Objectives.

3. Performance measures.

4. Action Plans.

5. Comments of the actions taken to date.

6. Information on current status.


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How we get trapped in stressful behavior 1.22.1 Symptoms of Stress: Any change in our life or job situation, even a temporary or positive change, results in stress and may require adaptation. The amount of stress this situation produces is equal to the amount of your resistance to the change.


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“Fight or flight,” an instinctive response in stressful situations, is the choice between showing aggression or fear. In a normal business situation you need to control and manage this instinctive response. The urge to take out frustrations on customers or people around us can be damaging. Twelve Symptoms of Excessive Stress Are:

1. Lethargy

2. Elevated Blood Pressure

3. Headaches and Illness

4. Anger

5. Anxiety

6. Poor Attitude

7. Depression

8. Alcoholism or Drug Use

9. On-The-Job Accidents

10. Absenteeism

11. Job Turnover

12. Difficulty Concentrating A good manager works to reduce stress, measure these symptoms of excessive stress to determine if the level of stress on your team is increasing or decreasing. The three physical stages of the general adaptation syndrome of dealing with stress are: 1. Alarm 2. Resistance 3. Exhaustion When in the physical stage of alarm, your body prepares for fight or flight. Also while under stress, your reaction may be to resist change. Resistance is a major factor in stress. And exhaustion occurs when your body has used up its general adaptation energy. After your body passes the general adaptation syndrome stages, you enter two stages of rejuvenation, Recovery and Replenishment. Recovery represents the end of expending energy and the beginning of recuperation. And replenishment begins the recuperation of your adaptation energy. 1.22.2 Managing Stress:

You can manage personal stress and teach your TEAM MEMBER to do so by using some commonly practiced unwinding techniques. You can practice all of these. Most successful stress reduction methods involve a combination of the five senses: sight, sound, smell, taste, and touch.

Managers also need to be sensitive to periods when team members' stress levels are particularly high. This is an opportunity to show real leadership by finding ways to relieve the pressure.

The Techniques That Can Help You And Your Team Members Manage Stressful Situations Include Relaxation, Meditation, Environment And Exercise As Follows:


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1. PRIORITIZE, ORGANIZE, AND MAKE A To-Do-LIST:

“Feeling in control is an important part of stress management, “and choosing your priorities rather than simply accepting what is imposed upon you is an empowering way to get control over your life. Studies indicate that a sense of control may be a more potent stress buster than actual control. It also gives sense that you’re taking action.

2. DON’T PROCRASTINATE:

While stress-free people keep their thoughts positive, they also know when to put the brakes on a situation that’s spiraling downward.

3. DELEGATE:

Stress-free people know how to put those around them to work for the common good.

Promote healthy attitudes to minimize stress on the job by:

- Give a simple, public thank you for work well done.

- Recognize special contributions. Promote the best performers.

- Provide free snacks or drinks. Host an after-hours dinner or party.

4. AVOID STRESS CAUSED BY BURNOUT:

Burnout is undoubtedly one of the greatest dangers an individual can face. The main danger of burnout is that it simply is not recognized until too late. Methods to help reduce the likelihood of burnout including the following:

a. Job Rotation: Rotate team members’ responsibilities to maintain a higher level of productivity and reduce stress.

b. Assign special projects: assigning special projects to team members such as analyzing a problem and developing a solution will give them an avenue of change and enhance their job satisfactions and pride.

c. Recognize superior performance. Managers can recognize team members performance by increasing responsibilities, giving financial awards, establishing an employee of the month program or providing special privileges such as close-in parking (time-off work or time-make up).

d. Off-Site Training: Provide general or technical training or continuation of their formal education.

e. Mandatory vacation: Everyone needs time off. Don’t skip vacations or let your team members miss vacations.

f. Listen to staff suggestions: You and your team members can experience less burnout if you listen to everyone’s suggestions and take actions where appropriate.

5. WORK AT BEING OPTIMISTS:


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Changing your thinking is one of the most important steps for maintaining your sanity while working. Below are old, negative attitudes and the new, positive thoughts you need to substitute daily.

Old: “There are simply not enough hours in a day.”

New: “Everything I need is already on its way to me.”

Old: “Everything is changing so fast, I can’t keep up.”

New: “I am fluid and rapid change inspires and energizes me.”

Old: “I am afraid of everything spinning out of control.”

New: “Fast is easy, and I am ready to grow quickly.”

6. BELIEVE:

Whether you believe in God or in something you call a higher power, several studies have found a strong correlation between lifelong well-being and the sense of meaning and purpose that comes from having faith. “A spiritual perspective enables you to stand back and see your troubles in a larger context,” adding that religious people are generally less stressed and healthier. “Always remind yourself that God will never give you more than you can handle and that you cannot do everything by yourself,” you will be more patient when you pray regularly. While praying, the solution you looking for may show up. “Do good, be good. When you are doing these two things, you will have very little stress in your life.”

Meditation is a more concentrated effort at controlling stress by relaxing or gaining control of body functions such as breathing. While there are several styles of meditation, most agree on the following important factors for success. Be in a quiet surrounding, preferably with lowered lighting and no interruptions. Establish a focus point, something to look at or listen to that helps you concentrate. Adopt an accepting attitude, the belief that your situation is manageable and you are okay. Find a comfortable position, either seated or prone. The physical changes likely to occur during meditation include less consumption of oxygen, a decrease in the rate of breathing and pulse, lowered blood pressure and decreased muscle tension.

7. STAY CALM:

Stay calm by looking at the stars or the ocean. “The vastness of it all makes problems seem tiny and insignificant. One tactic for gaining some much-needed perspective is to think into the future, ask yourself. “In a month will it bother me that I was a day late on this dead line ? In a week will I care if I missed that meeting ? In a day will it matter that I missed up? In five minutes will I be tense because I got to bed late on a work night ? I think not. “Life goes on.

8. RELAX:

The most common method of dealing with stress is to take conscious steps to relax. Take a break and get away from your desk, eat or drink something and get several deep breaths to help you to relax. Spend a few minutes at a peaceful


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spot such as garden near your work area. When things get rough, call friends. Relax by visualizing happy endings.

9. TAKE DEEP BREATH:

People who practice breathing exercises can cut their tension in half. Try the one-breath relaxation. Straighten your back, relax your shoulders, and take a deep breath from your nose. While holding that breath for a few seconds, picture a bright light illuminating your mind and body. Exhale through your mouth with a sigh and imagine that the tension in your body is darkness that exits with your breath.

10. CREATE A PLEASANT ENVIRONMENT:

The physical work environment can add to or detract from stress. If necessary, team member should ask their manager to help solve environmental problems such as malfunctioning work tools or equipment, excessive noise or too much pedestrian traffic around their desks. Keeping photos at their desks such as pictures of family, favorite vacations or photo calendars. Amusing knick-knacks and humorous flyers also help reduce tension, provided they are not offensive. Supply background music in work areas.

11. EXERCISE:

Brief walks to the break area, or around your building can be helpful. Stretching exercises at desks can also help relieve tension. Massage any stiffness out of your back and neck. Regular exercise has a major and positive impact on health and resistance to stress.

12. SCHEDULE FUN EVENTS:

Finally, humor is the greatest stress release for us all. You need to use it carefully, however, since ill-placed humor can easily offend. The safest and best-appreciated humor is to poke fun at oneself. This can be especially effective when senior managers are willing to allow harmless jokes at their own expense.

When none of the above work efficiently, consider sending the stressed team members to stress management classes.

Manager shall be calm, supportive, strongly oriented toward customer service and a good listener. A good rule of thumb is to ask team members to treat each other the same way they are expected to treat their customers.

1.23 The Entrepreneurship Manager:

Entrepreneur Definition: One who organizes, operates and assumes the risk in a business venture in expectation of gaining the profit.

There Are Three Approaches (Strategies) To Entrepreneurship:

1.23.1 Fustest with the Mostest.

1.23.2 Hit Them Where They Ain’t.

1.23.3 Entrepreneurial Judo.


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1.23.1 Fustest with the Mostest:

“Fustest with the Mostest” imply creating a big business right away.

Being :Fustest with the Mostest” is the approach which many people consider the entrepreneurial strategy par excellence and the only entrepreneurial strategy.

They are wrong, however. Fustest with the Mostest” is not even the dominant entrepreneurial strategy, of all entrepreneurial strategies, it is the greatest gamble.

But, if successful, being “Fustest with the Mostest” is highly rewarding.

Being “Fustest with the Mostest” is not confined to businesses. It is also available to public-service institutions.

Not every “Fustest with the Mostest” strategy needs to aim at creating big business-through it must always aim at creating a business that dominates its market.

The “March of Dimes” the atom bomb, the Radar Lab, the Proximity Fuse and then “Putting a Man on the Moon”, all are innovative efforts using the “Fustest with the Mostest” strategy.

Being “Fustest with the Mostest” requires an ambitious aim, it is bound to fail otherwise. It always aims at creating a new industry or a new market.

Because being “Fustest with the Mostest” aim at creating something truly new and different. Being “Fustest with the Mostest” has to hit the bull’s eye or it misses the target altogether. Or, to vary the metaphor, being “Fustest with the Mostest” is very much like a moon shot, a deviation of a fraction of a minute of the arc and the missile disappears into outer space. Once launched, the “Fustest with the Mostest” strategy is difficult to adjust or to correct.

For this strategy to succeed requires thought and careful analysis of the opportunities for innovation. Even then, it requires extreme concentration of effort. There has to be one goal and all efforts have to be focused on it. And when this effort begins to produce results, the innovator has to be ready to mobilize resources massively.

“Fustest with the Mostest” demands substantial and continuing efforts to retain leadership position. Otherwise, all one has done is to create a market for a competitor. The innovator has to run even harder than ever once he has the position of leadership. He has to continue innovative efforts and on a very large scale. The research budget has to be higher after the innovation has successfully been accomplished. New uses have to be found and new customers have to be supplied, identified and persuaded to try the new product.

Above all, the entrepreneur who has succeeded in being “Fustest with the Mostest” has to be able to make his product or process obsolete before a competitor can. Work on the successor to the successful product or process has to start immediately, with the same concentration of effort and the same investment of resources that led to the initial success.


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“Fustest with the Mostest” that for everyone who succeeds with this strategy, many more fail. There is only one chance with the “Fustest with the Mostest” strategy. If it does not work right away, it is total failure. This is exactly the situation of the entrepreneur in the “Fustest with the Mostest” strategy. There is no “almost success” and no “near-miss.” There is only success or failure.

The Strategy of being “Fustest with the Mostest” is risky because it is based on the assumption that it will is lacking. It will fail because efforts are inadequate. It will fail because, despite successful innovation, not enough resources are deployed, are available, or are being put to work to exploit success. While “Fustest with the Mostest” is indeed highly rewarding if successful, it is much too risky and much too difficult to be used for anything but major innovations. It requires profound analysis and a genuine understanding of the sources of innovation and of their dynamics. It requires extreme concentration of efforts and substantial resources. In most cases there are alternative strategies that are available and preferable-not because they carry less risk, but because for most innovations the opportunity is not great enough to justify the costs, the efforts and the investment of resources required for the “Fustest with the Mostest” strategy.

1.23.2 Hit Them Where They Ain’t:

“Hit Them Where They Ain’t.” They are called “Creative Imitation” and “Entrepreneurial Judo.”

This strategy which is “imitation” in its substance. Here, the entrepreneur does something somebody else has already done. It is “creative” because the entrepreneur who applies this strategy understands what the innovation represents better than the people who made the innovation.

The foremost practitioner of this strategy and the most brilliant one, is IBM. Proctor & Gamble using to obtain and maintain leadership in the soap, detergent and toiletries markets. The Hattori Company in Japan, whose Seiko watches have become the world’s leader, also owes its domination of the market to “creative imitation.”

“Creative imitation,” waits until somebody else has introduced the new, but only in a limited way. Then it goes to work and within a short time it comes out with what the new really should be to be useful, to satisfy the customer, to do the work customers want and pay for. Then, the “creative imitation” sets the standard and takes over the market.

Example: Tylenol taking over the market from aspirin for advancing Acetaminophen as a pain killer. The Swiss were the first to introduce a quartz-powered digital watch. They decided on a gradual introduction of quartz-powered digital watches over a long period of time. The Hattori Company in Japan saw the opportunity and went in for “creative imitation.” It developed and marketed the quartz-powered digital watch as a standard timepiece. By the time the Swiss had woken up, it was too late. Seiko watches had become the world’s best sellers, with the Swiss almost pushed out of the market.


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Like being “Fustest with the Mostest,” creative imitation is a strategy aimed at market or industry leadership, if not at market or industry dominance. It is less risky than being “Fustest with the Mostest.” By the time the creative imitator moves, the market has been established and the new has been accepted.

1.23.3 Entrepreneurial Judo: “Entrepreneurial judo” first aims at securing a beachhead, one which the established leaders either do not defend at all or defend only halfheartedly (as was the case when the Germans did not counterattack when Citibank established Family bank). Once that beachhead has been secured, that is once the newcomers have an adequate market and adequate revenue, they then move in on the rest of the territory.

Examples of Entrepreneurial Judo strategy are: Sonny Transistor, digital watches hand held calculators, copiers and televisions XMCIX Sprint.

The Five Common Bad Habits, which enable newcomers to use “entrepreneurial judo” and catapult themselves into a leadership position against established companies:

1. The first bad habit is what American slang calls “NIH” (“Not Invented Here”), the arrogance that leads a company or an industry to believe that something new cannot be any good unless they themselves thought of it. Thus, the new invention is spurned, as was the transistor by the 2 American electronics manufacturers.

2. The second bad habit is the tendency to “cream” a market, that is, to get the high-profit part of it. This is basically what Xerox did and what made it an easy target for the Japanese imitators of its copying machines. Xerox focused its strategy on the big users, the buyers of large numbers of machines or of expensive high-performance machines. It did not reject the others, but it did not go after them. In particular, it did not see fit to give them service. In the end it was dissatisfaction with the service-or rather with the non-service-which Xerox provided for its smaller customers which made them receptive to competitors’ machines. “Creaming” is an attempt to try to get paid for past contributions. Once a business gets into that habit, it is likely to continue in it and thus continue to be vulnerable to “entrepreneurial judo.”

3 The third bad habit is the belief in “Quality.” “Quality” in a product or service is not what the supplier puts in. It is what the customer gets out and is willing to pay for. Contrary to what most manufacturers believe, a product is not “quality” because it is hard to make and costs a lot of money. That is incompetence. Customers pay only for what is of use to them and gives them value. Nothing else is “quality.”

4 The fourth bad habit, which is closely related to both “creaming” and “quality” is the delusion of the “premium” price. A “premium” price is always an invitation to the competitor.


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Economists have known that the only way to get a higher profit margin, except through a monopoly, is through lower costs. The attempt to achieve a higher profit margin through a higher price is always self-defeating. It holds an umbrella over the competitor. What looks like higher profits for the established leader is in effect a subsidy to the newcomer who, in a very few years, will unseat the leader and claim the throne for himself. “Premium prices” should always be considered a threat and a dangerous vulnerability.

Yet the delusion of higher profits to be achieved through “premium prices” is almost universal, even though it always opens the door to “entrepreneurial judo.”

5 The fifth bad habit is typical of established businesses and leads to their downfall. Again, Xerox Company is a good example. They maximize rather than optimize. As the market grows and develops, they try to satisfy every single user through the same product or service.

There Are Three Situations In Which The “Entrepreneurial Judo” Strategy Is Likely To Be Particularly Successful:

- The first is the common situation in which the established leaders refuse to act on the unexpected, whether success or failure and either overlook it altogether or try to brush it aside. This is what Sony Company exploited.

- The second is the same as Xerox Company situation. A new technology emerges and grows. The established Companies use their leadership position to “cream” the market and to get “premium prices.” They either do not know or refuse to know what has been amply proven as follows: A leadership position, let alone any kind of monopoly, can only be maintained if the leader behaves as a “benevolent monopolist” (a term coined by Joseph Schumpeter). A benevolent monopolist cuts his prices before a competitor can cut them. He makes his product obsolete and introduces a new product before a competitor can do so.

- The third is “entrepreneurial judo” works when market or industry structures undergo rapid change. “Entrepreneurial judo” requires some degree of genuine innovation. It is, as a rule, not good enough to simply offer the same product or the same service at lower cost.

Like being “Fustest with the Mostest” and “creative imitation,” entrepreneurial judo aims at obtaining a leadership position and eventual dominance.

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A Handbook for Leaders. Backofff, Robert W. and C. Nutt. San Francisco, Ca : Jossey-Bass Publishers, (1992).

Leadership Dilemmas-Grid Solutions. Blake, R.M., McCanse, A.A, (1991).

The Greatest Management Principle in the World. Michael LeBoeuf, New York : Berkley Publishing, (1987).

The Deming Management Method. Mary Walton, New York : Dodd, Mead,


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& Company, (1986).

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The Contingency Model And The Dynamics Of The Leadership Process. Fiedler, F.E. F.E., (1978). In L. Berkowitz (Ed.), Advances in Experimental Social Psychology, (Vol. II) New York : Academic Press.

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