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1 University of Wales Bachelor of Science (Industrial Engineering and Management) Year 3 Copyright © 2012 MDIS. All rights reserved.Section 15
2 Project Management Copyright © 2012 MDIS. All rights reserved.Section 15
3 PROJECT MANAGEMENT SKILLS Copyright © 2012 MDIS. All rights reserved.Section 15
4 Copyright © 2012 MDIS. All rights reserved.Section 15 Source: Gray & Larson (2008)
5 Managing vs Leading a Project Copyright © 2012 MDIS. All rights reserved. Leading: Coping with Change Recognize the need to change to keep the project on track Initiate change Provide direction and motivation Innovate and adapt as necessary Integrate assigned resources Managing: Coping with Complexity Formulate plans and objectives Monitor results Take corrective action Expedite activities Solve technical problems Serve as peacemaker Make tradeoffs among time, costs, and project scope Section 15
6 Project Stakeholders Copyright © 2012 MDIS. All rights reserved. Project Team Other Project Managers Administrative Support Personnel Functional Managers Top Management Project Sponsors Contractors Government Agencies Other Organisations Customers Section 15
7 Influence as Exchange Copyright © 2012 MDIS. All rights reserved. Task-Related Currencies Position-Related Currencies Inspiration-Related Currencies Relationship-Related Currencies Personal-Related Currencies Section 15
8 Social Network Building Copyright © 2012 MDIS. All rights reserved. Mapping Dependencies Management by Wandering Around (MBWA) Managing Upward Relations Leading by Example Section 15
9 Leading by Example Copyright © 2012 MDIS. All rights reserved. Source: Gray & Larson (2008) Section 15
10 Ethics and Project Management Copyright © 2012 MDIS. All rights reserved. Ethical Dilemmas Situations where it is difficult to determine whether conduct is right or wrong Code of conduct Section 15
11 Building Trust Copyright © 2012 MDIS. All rights reserved. Building Trust: The Key to Exercising Influence Innovate and maintain stability See the big picture while getting your hands dirty Encourage individuals but stress the team Hands-off / hands-on Flexible but firm Team versus organizational loyalties Section 15
12 Effective Project Manager Copyright © 2012 MDIS. All rights reserved. Qualities of an Effective Project Manager Systems thinker Personal integrity Proactive High emotional intelligence (EQ) General business perspective Effective time management Skillful politician Optimist Section 15
13 Copyright © 2012 MDIS. All rights reserved. Source: Gray & Larson (2008) Section 15
14 High-Performing Teams Copyright © 2012 MDIS. All rights reserved. Synergy Characteristics of High-Performing Teams Share a sense of common purpose Make effective use of individual talents and expertise Have balanced and shared roles Maintain a problem solving focus Accept differences of opinion and expression Encourage risk taking and creativity Sets high personal performance standards Identify with the team Section 15
15 The Team Development Model Copyright © 2012 MDIS. All rights reserved. Source: Gray & Larson (2008) Section 15
16 Situational Factors Copyright © 2012 MDIS. All rights reserved. Situational Factors Affecting Team Development Source: Gray & Larson (2008) Section 15
17 High-Performance Project Teams Copyright © 2012 MDIS. All rights reserved. Building High-Performance Project Teams Recruiting Project Members Conducting Project Meetings Establishing a Team Identity Creating a Shared Vision Managing Project Reward Systems Orchestrating the Decision-Making Process Managing Conflict within the Project Rejuvenating the Project Team Section 15
18 Managing Virtual Project Teams Copyright © 2012 MDIS. All rights reserved. Developing trust and effective patterns of communication. Keep team members informed on how the overall project is going. Don’t let team members vanish. Establish a code of conduct to avoid delays. Establish clear norms and protocols for surfacing assumptions and conflicts. Share the pain in terms of multiple time zones. Section 15
19 Project Team Pitfalls Copyright © 2012 MDIS. All rights reserved. Developing trust and effective patterns of communication. Groupthink Bureaucratic Bypass Syndrome Team Spirit Becomes Team Infatuation Going Native Section 15
20 Review Questions Copyright © 2012 MDIS. All rights reserved. What differences would you expect to see between the kinds of influence currencies that a project manager in a functional matrix would use and the influence a project manager of a dedicated project team would use? When would it be appropriate to hold a formal team-building session on a project? What are the unique challenges of managing a virtual project team? What can a project manager do to avoid some of the pitfalls of a highly cohesive project team? Source: Gray & Larson (2008) Section 15
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