Date post: | 06-Jul-2015 |
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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