OBJECTIVES

Describe the execution phase

Describe the procurement process

Discuss the delivery of a definative cost estimate

Describe human resource management with reference to supervising teams effectively

Describe problem solving and conflict resolution

Explain how to use motivational theory in project management

Describe the concept and application of quality management in project management

Discuss and apply project control

Describe and show how to communicate with stakeholders

Describe the management of scope creep

Describing execution

phase

Procurement process

Cost estimation

Project teams

Problem solving and conflict resolution

Motivation

Quality management

Communicating with

stakeholders

Managing scope creep

PROCUREMENT PROCESS

Draw up bill of

quantities Obtain quotes Enter into budget

sheet

Choose

appropriate

supplier

Generate

purchase order Obtain signatures

Fax purchase

order

Phone supplier

to confirm

Receive

materials

Check against

invoice and PO Sign delivery note

HUMAN RESOURCE MANAGEMENT

A TEAM IS:-

“Two or more people working together”

Project managers MUST:-

Coach, lead, motivate, reprimand, train, control and

optimise a diverse group of people

PURPOSE OF A TEAM

Work can be performed more efficiently by a team than by individuals

BALANCING THE NEEDS OF THE ORGANISATION

WITH THE NEEDS OF THE TEAM AND THE

NEEDS OF THE INDIVIDUAL TEAM MEMBERS

IS VERY HARD

FORMING A TEAM

Various factors influence group dynamics, problems can be avoided by acknowledging these factors:-

Race

Gender

Culture

Levels of training

Competence

Personality traits

Past grudges

Logistics

STAGES OF TEAM DEVELOPMENT

FORMING STORMING NORMING PERFORMING

ADJOURNING

CHARACTERISTICS OF SUCCESSFUL TEAMS

No place for on-going feuds

Members respect each other

A willingness to lead

A willingness to be lead

LEADERSHIP QUALITIES

Identify 10 qualities you think leaders should possess

LEADERSHIP INSTINCT

Show 4 x videos

PROBLEM SOLVING & CONFLICT RESOLUTION

Solution should constructive rather than destructive

Can lead to new ideas and improved ways of doing things

CONFRONTATION

COMPROMISE

SMOOTHING

FORCING

WITHDRAWAL

GROUP EXERCISE Provide a suitable scenario of the different conflict resolution techniques. One

paragraph case study per technique:-

Technique Scenario

Confrontation

Compromise

Smoothing

Withdrawal

Forcing

MOTIVATIONAL THEORY

HERTZBERG’S MOTIVATION-HYGIENE THEORY

Hygiene factors and motivation factors

Hygiene factors do not motivate an employee e.g. salary, working conditions

Motivation factors motivate employees e.g. growth, interesting work

MOTIVATION IS NOT THE OPPOSITE OF BEING DEMOTIVATED

Page 133 of manual

REWARD SYSTEMS

Hertberg’s theory - salary alone not sufficient to ensure a

motivated workforce

Read case study page 134

Number of different way to reward employees:-

List possible methods

CULTURE AS A DRIVER OF CHANGE

• Culture – customs or the accepted way

of doing things

• Repeat patterns that we are accustomed

to

• Positive and negative behaviour can

reoccur

• Can instil a new way of accepted

practice

READ CASE STUDY PAGE 135

QUALITY MANAGEMENT

Quality M/ment lecture slides and videos

PROJECT CONTROL

- WASTE OF TIME PLANNNING IF YOU

FAIL TO EXERCISE CONTROL OVER

IMPLEMENTATION

- TEAM MUST UNDERSTAND AND

SUPPORT PLAN

BASELINE

See graphic 4C page 138

- Is the approved project plan

- MSProject – Tools, tracking, Save

baseline

- To show baseline on Gantt chart, select

gantt chart wizard and on formatting bar

select baseline format

ACTUAL & VARIANCE

- Projects rarely (if ever) happen exactly as planned

- Scheduling changes made, tasks are delayed and some

activities take less or more time than planned

VARIANCE

- DIFFERENCE BETWEEN BASELINE AND ACTUAL

- PM has to account for all variances (particularly if they

negatively impact project plan)

- Be upfront and honest – don’t try to hide issues – they have a

habit of coming back and biting you!!!!

COMMUNICATING WITH STAKEHOLDERS

STATUS REPORTS

3 COMMUNICATION PROTOCOLS BETWEEN PM AND

PROJECT STAKEHOLDERS:-

STATUS REPORTS

- Snapshot of the project at a specific point in time. “Where

are we now?”

- Usually use an MSProject Gantt Chart as format for this

report

- Activate TRACKING toolbar to mark task progress

percentages – see graphic 4E page 140

COMMUNICATING WITH STAKEHOLDERS

STATUS REPORTS

3 COMMUNICATION PROTOCOLS BETWEEN PM AND

PROJECT STAKEHOLDERS:-

PROGRESS REPORTS

- Indicate what has been done in a certain timeframe

- Answers the question “What have we achieved

between…… and now”

- See template 4F page 141

FORECASTS

- Number of tools available to perform forecassts

- We will use MSProject

- Forecasts are predictions of future states of the

project

- Shows things such as slipped milestones

- Can also use MSProject to predict future

cashflows

SCOPE CREEP

- Clients ask for lots of small extras during course of project

- Clients usually want as much as possible whilst paying as little as possible!

- Sometimes it is appropriate to provide a “few” free extras – particularly if there is

a possibility of more work from the client

- HOWEVER a close eye must be kept on this because it IS costing the project

money

- Handling scope creep is VERY difficult. This is about the PM’s soft management

skills.

- At the very least all changes, their cost and time implications should be recorded

so that documentary evidence can be provided

- Ideally get client to sign off any changes where extra is to be charged

INDIVIDUAL EXERCISE

1. What do you think the characteristics of a successful team are?

2. Draw a diagram to illustrate the stages of team development

3. Why is it important to solve conflict between team members?

4. List the advantages of being an accredited ISO provider

5. Name & explain two (2) different techniques of project control

ONE PARAGRAPH PER QUESTION. HAND IN AT THE END OF THE SESSION