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17/12/2010
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1- Omar Al-Sobihi 271101201
2- Sultan Al-Gadeer 426036026
3-Majeed Al-Harbi 426035332
4-Majeed Al-Gannam 271100920
5-Saleh Al-Sultan 426035188
6-Abdulaziz Al-Harbi 426040110
7-Yazeed Al-Omari 426035292 8-Moath Al-Habib 426035450
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PROJECT EXECUTION PROCESS
Table of contents6-1 What is executing process
6-2 Risk Management
6-3 Change Management
6-4 Stress Management
6-5 Conflict Management
6-6 Anger Management
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Purpose : to develop or purchase the product or service that the project
was commissioned to deliver based on Project Management Plan
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Activities in this group are:
Direct and Manage Project Execution
Perform Quality Assurance
Acquire Project teamDevelop Project Team
Information Distribution
Request Seller Responses
Select Sellers
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In early phases,this is undertaking the actions required to
complete the deliverablesmaybe the business case, or the userrequirements.
In later phases this becomes the biggestprocess, where the major project outcomes aredeveloped and delivered. Assigning resourcescommunication and quality assurance are majorparts of this process group.
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The Project Manager needs to provide
managerial guidance to human resources,subordinates, and others ( includingsubcontractors) that will result in theireffective, timely work
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Project risk managementdoes not deal with futuredecisions, but with the
future of present decisions.
With apologies toPeter Drucker
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Responding to risks
Monitoring Risks
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Mitigate
Reduce the likelihood
Reduce the impact
Avoid Change your approach
Accept
Address indirectly via general reserve
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Procurement (transference)
Contingency planning
Insurance
Reserves
Mitigation actions
almost always affectthe work, the budget,
and the schedule!
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Procurement (transference): When and why?
Examples?
Contingency planning: When and why?
Examples?
Insurance: When and why?
Examples?
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Specific reserves a segregated budget item used
to address identified risks:
Also called contingency reserve
Under control of the project manager General reserves a segregated budget item used
to address unidentified risks:
Also called management reserve
Cannot be used without special permission
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Activity Budgets
Total Cost
Reserves
General
Reserves
Specific
Reserves
Baseline
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Activity Budgets
Total Cost
Visible
Reserves = 0
Baseline
Hidden Reserve
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Earned Value
Cumulativ
e
Values
Time
Scheduled
Cost
Actual
Cost
General cost reserve
General
schedule
reserve
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Scope changes
Change
management
Inflation
Price/cost variances
Estimating
uncertainty
Staff turnover
Start-up problems
Workarounds
Weather
Claims
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A (6)
F (9)
H (8)
L (17)
StartTarget
B (9)
M (8)
Q (10)
Promise
?
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Estimating error one standard deviation
Mergebias 10-15% of critical path
General reserve and specific reserves use
historical results
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Risk statement
Risk severity
Response options considered, taken
Symptoms and triggers Risk owner
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Risk symptom an indication that a risk event is
about to occur:
Late submission of time sheets or other project
documentation may be a symptom of an impending
overrun or delay.
An increase in the number of unresolved issues may
be a symptom of poorly understood requirements.
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Risk trigger a problem response should be
implemented:
When the expected schedule delay reaches 2
weeks, start working overtime.
When the CPI drops below 0.90, request a budget
increase.
If the order hasnt shipped by June 1, pay for air
freight.
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Change management include risk assessment as
part of change control process
Issue management monitor issues for changes to
risks Performance measurement view variances as
symptoms or triggers
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Choose your project or someone in your group is
familiar with.
Use a different project than the one you have been
working on.
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Identify and prioritize the risks. Write your risk
statements in the proper format!
Develop and select responses to the high priority
risks. Select a presenter and prepare a short
presentation to convince your stakeholders that
you are in control of risk on this project.
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Risks are always in the future.
You can never eliminate all risk. Focus your attention on the most severe risks.
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The Question is What can not change????
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Scope changes (modify product documentation and
often project plan): Requirements changes
Clarifications
Site emergencies
Work changes (modify project plan): Resource changes
Modified approach
Corrective action
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All change requests are documented:
Emergency changes are documented after the
fact.
Non-emergencies are documented before being
considered.
Change requests should be documented by the
requestor.
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Usually provided by the project manager or a
senior team member:
Are the expected benefits significant enough to
merit further investigation?
Implications:
Must have budget for this work!
Benefits may include cost avoidance
Organizational politics must be considered
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Usually provided by a Change Control Board (CCB):
Do the expected benefits outweigh any negative
impacts?
Implications: Must have budget for this work!
Benefits may include cost avoidance
Organizational politics must be considered
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A formally constituted group responsible for
approving or rejecting change requests.
Powers and responsibilities should be well-defined
and agreed upon in advance. On larger, more complex projects, there may be
multiple CCBs.
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Definitions of Stress
Stress as a Stimulus (stressors)
Stress as a Response (feeling stressed)
Stress as a Person-Situation Transaction
6-4 Stress Management
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Stress is a particular relationship or
transaction between a person and
the environment that is appraised
by the person as taxing orexceeding his/her resources and/or
endangering his/her well being,
(Lazarus and Folkman)
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Primary What is the nature of the stressor?
Secondary What kinds of resources do I posses to cope with
this stressor?
Reappraisal Reassessment of situational given additional
information and/or secondary appraisal
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Predictability
Event Uncertainty
Ambiguity
Novelty Imminence
Controllability
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Motives, Goals, & Values
Beliefs
Personal Control Beliefs
Existential Beliefs Personality Factors: Hardiness
Coping Skills
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Challenge
Commitment
Control
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Anticipatory
Impact
Post Impact
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Problem-Focused Coping
Emotion-Focused Coping
Seeking Social Support
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Physical Resources
Beliefs
Problem -Solving Skills
Social Support Social Skills
Material Resources
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People with effective coping skills have
complex repertoires (good variety) that are
flexibly applied and readily generalizable to different situations.
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Repetition of a word, phrase, mantra, prayer,
or muscular activity
Passive disregard towards thoughts that will
ariseHelpful to do in a quiet place and in a
comfortable position
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Smile when you feel tense
Have fun and enjoy pressure-filled and
adverse situations
Intentionally set up stressful situations Slow down and take your time
Stay focused on the present
Create and stick to a plan
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All-or-Nothing Thinking
Overgeneralization
Mental Filter
Disqualifying the Positive Jumping to Conclusions
Mind Reading
Fortune Teller Error
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Magnification & Minimization
Emotional Reasoning
Should Statements
Labeling & Mislabeling Personalization
Depressogenic Attribution Pattern
Negative Cognitive Triad
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6.5 conflict managements
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Inter-personal and intra-
personal Inter-group and intra-group
Competitive and Disruptive
6.5.2 Types of conflict
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6.5.3 Conflict Process
Antecedent conditions
Perceived conflict Felt Conflict
Manifest behavior
Conflict ResolutionOr Suppression
Resolution aftermath
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Scarce Resources
Conflicting attitude
Ambiguous jurisdiction
Communication barriers
Need for consensus
Unresolved prior conflictsKnowledge of self and others
Antecedent Conditions
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Not being a role model
Take credit, no recognition
Be judgmental
Send written messages Subordinate should come to see me
Make yourself inaccessible to your team
Individual Vs team approach
Telling them? Consulting them? Or deciding with them? Come tomorrow
Introduce change without consultation or discussion
6.5.4 How to create conflict?
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Poorly defined goals
Divergent personal values
Lack of cooperation/trustCompetition of scarce resources
Unclear roles/lack of job description
6.5.5General causes of conflicts
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Stress
Absenteeism
Staff turnoverDe-motivation
Non-productivity
6.5.6Effects of conflict in organizations
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Win-Win Lose-Win
Win-Lose Lose-Lose
I win Ilose
You win
You lose
6.5.7 Conflict Table
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Competition (win-lose situation)
Accommodation(win-win situation)
Avoidance(lose-lose situation)
Compromise(lose-lose situation)
Collaboration(win-win situation)
6.5.8Methods to deal with conflicts
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Assure privacy Empathize than sympathize
Listen actively
Maintain equity
Focus on issue, not on personality
Avoid blame
Identify key theme
Re-state key theme frequently
Encourage feedback
Identify alternate solutions Give your positive feedback
Agree on an action plan
6.5.9 Steps to resolve conflicts
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Frequent meeting of your team
Allow your team to express openly
Sharing objectives
Having a clear and detailed job description Distributing task fairly
Never criticize team members publicly
Always be fair and just with your team
Being a role model
6.5.10 How to prevent conflicts
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Conflict is unavoidable
Complexity of organizational relationship
Interaction among workers
Dependence of workers on one another
Conclusion
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Poorly managed conflicts
Unfavorable with counter productive results
Problems and negative attitude
Well managed conflicts
Stimulate competition
Identify legitimate differences
Powerful source of motivation
Conclusion (Contd)
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We all know what anger is, and we've all felt it: whether
as a fleeting annoyance or as full-fledged rage.
Anger is a completely normal, usually healthy, humanemotion. But when it gets out of control and turns
destructive, it can lead to problemsproblems at work, in
your personal relationships, and in the overall quality of
your life. And it can make you feel as though you're at themercy of an unpredictable and powerful emotion.
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The term anger management commonly refers to a
system ofpsychological therapeutic techniques andexercises by which someone with excessive or
uncontrollable anger can control or reduce the
triggers, degrees, and effects of an angered
emotional state.
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Feelings of Power
Self-Righteous
Get peoples attention
Make them do what you want
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Physical Symptoms:
- Tension
- Fatigue
Psychological Symptoms:
- Remorse
- Guilt
May cause fear rather than respect
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Who controls youranger?
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YOU!
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Anger is not:
a reflex
automatic
caused by others
Anger is:
a result of our thinking
a choice
controlled by your own
thinking
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These are examples of Common factors that can
make people angry:
Losing someone you love
Sexual frustration
Being tired, hungry or pain
Physical withdrawal from certain medicines
or drugs70
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These are some health conditions that are
linked to uncontrolled or unresolved anger:
Headache
Backache
High blood pressureHeart attack stroke
Insomia
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Exercise
Music (Diaphragmatic breathing)
Classical or sound of nature
Praying (Salah)
Warm Bath
Massage
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Identify a range of feelings including anger
Identify aggressive acts by self and others
Identify self-destructive behavior
Identify thoughts prior to aggressive acts
Identify internal cues to feelings of anger
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The Assertive Problem Solving Style of anger management
can be summed up using the ACTS technique.
ACTS
A = AWARE of your anger signals
C = CONTROL your response
T = TALK about the situation in a calm, polite, andassertive manner
S = SOLVE the problem through a mutually agreeable
plan of action
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1. Change your perception about the event
and choose to drop your anger.
2. Get professional help and counseling.
3. Withdraw or leave the situation.
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Who can make youangry?
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YOU!
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There are three kinds of situation in which we need to
learn to be patience:
When we are experiencing suffering, hardship, or disappointment
When we are practising DharmaWhen we are harmed or criticized by others
Correspondingly, there are three types of patience:
The patience ofvoluntarily accepting sufferingThe patience of definitely thinking about Dharma
The patience ofnot retaliating
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Anger can be your friend or enemy;it depends on the way in which
you choose to express it.
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Anger is a natural part of life. It has many causes and there
are many ways to deal with anger.
When anger has a connection with spirituality, it isimportant to acknowledge it and try to understand where the
anger is coming from.
Often, it is best to go through this process with a trustedprofessional, such as a therapist or appropriately trained
spiritual leader.