Project Management

Covered in last session

Definitions of - Project, Program, Portfolio & PMO
Difference between Project Management & 0peration Management Strategic Considerations for taking up projects Various Environmental factors affecting Project Management Project Life Cycle and its characteristics Project Phases and phase relationships Stakeholders and their relevance to Project Management Organizational structures and their influences on Project Management

Outline of planned coverage on 04/09/11

Coverage as per syllabus : Role of Project Manager, Conflicts in Projects and Resolution, Project Objectives / Processes Divided in three parts one hour each with 5 min break Project Objectives: Project Processes: Role of Project Manager: Conflicts in Projects: Conflict Resolution: Case Study - Conflicts

Project Boundaries

Project Objectives
Projects established with objectives in mind.

Objectives to be: Specific, not general Not overly complex Measurable, tangible and verifiable Realistic and attainable Consistent with resources available or anticipated Consistent with organizational plans, policies and procedures

 Project Processes & Knowledge Areas

Process Groups & Knowledge areas Mapping

Project Management Process Groups Process Groups Initiating Planning Executing Monitoring & Controlling Closing

Initiating Process Group

Initiating Process Group consists of processes performed to define a new project by obtaining authorization to start the project.

- Initial scope defined and initial financial resources committed. - Internal & external stakeholders influencing project are identified. - Output - Project Charter & Stakeholder register

Initiating Process Group(contd)

Planning Process Group

Planning Process Group consists of processes to establish total scope of effort, define & refine objectives and develop course of action required to attain those objectives. - Output Project Management Plan

Planning Process Group(contd)

Executing Process Group

Executing Process Group consists of processes performed to complete work defined in project management plan to satisfy project specifications.

- Involves coordinating people and resources and integrating all activities of project in accordance with plan.

Executing Process Group(contd)

Monitoring & Controlling Process Group

Monitoring & Controlling Process Group consists of processes to track , review and regulate the progress and performance of the project. - This process group includes: - Controlling changes and recommending preventive action in anticipation of possible problems - Monitoring ongoing project activities against plan - Implementing approved changes

Monitoring & Controlling Process Group(contd)

Closing Process Group

Closing Process Group - consists of processes performed to finalize all activities across all Project management process groups to formally complete the project or contractual obligations. - Project closing involves: - Obtaining acceptance by customer or sponsor - Closing procurements

Closing Process Group(contd)

Role of Project Manager A Central figure ( like captain playing centre half position) An effective project manager should have a balance of technical skills relevant for the project to analyze situations and importantly interpersonal skills to interact with all stakeholders appropriately.

Role of Project Manager(contd)

 Role of Project Manager

Role of Project Manager

Project Manager role includes: - Managing all project activities (i/c human relationships) within - Project team - Project team & functional organizations - Project team & senior management - Project team and customers organization

Role of Project Manager(contd)

Project Manager & Functional Manager

Role of Project Manager & Functional Manager - Project Manager identifies the requirements of the project i. e. what work has to be done and the constraints whereas Functional Manager role is to define how the task would be done i.e. technical criteria and providing sufficient resources to accomplish the objective within project constraints.

Project Manager Interpersonal Skills

Interpersonal skills Leadership Involves focusing the effort of a group of people towards a common goal and enabling them to work as a team. Role very critical during beginning phases of project while communicating vision and inspiring participants Key elements Respect & Trust rather fear and submission

Interpersonal skills(contd)
Team Building is a process of helping a group of individuals, bound by a common sense of purpose, to work interdependently with each other, the leader, external stakeholders and the organization. Team building activities involve establishing goals, defining roles and procedures, managing conflicts etc. Though ongoing process but role very critical during beginning phases of project

Interpersonal skills(contd) Motivation Involves creating a environment to meet project objectives while offering maximum self satisfaction related to what people value most. Values may include Job satisfaction, challenging work, achievement & growth, recognition, financial compensation etc.

Interpersonal skills(contd)
Communication Identified as one of the single biggest reason for project success or failure. Effective communication within the project team and between the project manager, team members and all stakeholders is essential. Due emphasis on Listening and its importance for communication

Interpersonal skills(contd)
Influencing is a strategy of sharing power and relying on interpersonal skills to get other to cooperate towards common goals. Project manager can influence team members through guidelines like: - Leading by example - Clarifying how decision is made - Adjusting interpersonal style to the audience

Interpersonal skills(contd)
Decision Making Four basic decision making styles (Four Cs) used by project managers:

Command Consultation Consensus Coin flip(Random)

Interpersonal skills(contd)
Political and Cultural Awareness - Organizational politics inevitable in project environments due to diversity of norms, backgrounds and expectations of people involved. - For projects operating in global environments, cultural differences both individual and corporate in nature to be taken care of.

Negotiation is a strategy of conferring with parties of shared or opposed interests with a view to compromise or reach an agreement. - Skills and behaviors useful in negotiating:

 Conflicts and its Resolution

Conflicts in Projects
Conflict defined as behavior of an individual, a group or an organization which impede or restricts another party from attaining its desired goal. - Conflicts result in poor decision making, lengthy delays over trivial issues or a disintegration of team effort.

Common type of conflicts involve

Manpower resources Equipment and facilities Capital expenditures Priorities Administrative Procedures Personality clashes

Why conflicts occur

Some of the reasons for conflict occurrence are: - Greater the diversity of disciplinary expertise among participants of project team, greater the potential for conflict. - Lower the project managers degree of authority, reward and punishment power over individuals in project, greater the potential for conflict. - Less understanding of objectives of project by project team members, more likelyhood of conflict.

Why conflicts occur(contd)

- Greater the role of ambiguity among participants of project team, the more likelihood of conflict. - More the members of functional areas perceive that project implementation would adversely affect their role, the greater the potential for conflict.

Conflict Resolution
Five modes of Conflict Resolution ( Blake & Mouton): - Withdrawal Retreating or withdrawing from an actual or potential disagreement - Smoothing De-emphasizing or avoiding areas of difference and emphasizing areas of agreement. - Compromising Bargaining and searching for solutions that bring some degree of satisfaction to the parties in dispute. Characterized by give and take attitude.

Conflict Resolution(contd)
- Forcing Exerting ones viewpoint at the potential expense of another. Characterized by win-lose situation. - Confrontation Facing the conflict directly which involves a problem solving approach whereby affected parties work through their disagreements.

Withdrawal It is generally used:

Smoothing It is generally used:

Compromising It is generally used:

Forcing It is generally used:

Confrontation It is generally used:

 Conflicts A research study

A Research study - Analysis

A research study conducted on 100 project managers. The questionnaire designed measured values on these three variables: - The average intensity of potential conflict determinants(7 nos) over entire project life cycle. - The intensity of each of the seven conflict sources in four project life phases. - The conflict resolution modes used by project managers

Mean conflict intensity profile over project life cycle

Relative intensity of conflict over project life cycle

Conflict intensity trend over project life cycle stages

Conflict resolution profile

Another study on understanding superior, subordinate and functional conflicts Relationship between conflict causes and sources

 Case Study

Case Study
- You are project manager for a MIS project. - A new departmental manager has changed the input and output requirements of the project based on several complaints received by departmental employees. - It is contradictory to project plan you developed with former departmental manager and currently working on. - Changing input-output requirements will require major revision in costs and schedule.

Case Study Format

Part I: Facing the Conflict 10 min

Part II: Understanding Emotions - 10 min

Part III: Establishing Communications- 10 min

Part IV: Conflict Resolution - 10 min

Part V: Understanding Your Choices - 5 min

Part VI: Interpersonal Influences - 10 min

Case Study Format

Just to revise
Project Objectives: Project Processes: Role of Project Manager: Conflicts in Projects: Conflict Resolution: Research study analysis Case Study - Conflicts

THANK YOU