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Summary - Conestoga College Home Page | Community College ...

  1. 1. Project Communications and HR Management - Summary Doreen Myers December 4, 2008
  2. 2. Module 1: Introduction to Project Management <ul><li>1. Project Definition: “ a temporary endeavor undertaken to create a unique product, service or result ” PMBOK </li></ul><ul><li>2. Triple Constraints </li></ul>
  3. 3. PMI Knowledge Areas (PMBOK) <ul><li>Project Integration Management </li></ul><ul><li>Project Scope Management </li></ul><ul><li>Project Time Management </li></ul><ul><li>Project Cost Management </li></ul><ul><li>Project Quality Management </li></ul><ul><li>Project Human Resources Management </li></ul><ul><li>Project Communications Management </li></ul><ul><li>Project Risk Management </li></ul><ul><li>Project Procurement Management </li></ul>
  4. 4. Key Project Roles <ul><li>Project Stakeholders </li></ul><ul><li>Project Manager </li></ul><ul><li>Functional Manager </li></ul><ul><li>Functional Employee </li></ul><ul><li>Executive </li></ul>
  5. 5. Module 2: Organizational Structures <ul><li>Functional </li></ul><ul><li>Projectized </li></ul><ul><li>Matrix </li></ul>
  6. 6. Org Structure Influence on Projects Source: PMBOK 2004 Full-time Full-time Full-time Part-time Part-time Project Mgr’s Role Full-time Full-time Part-time Part-time Part-time PM Admin Staff Project Manager Project Manager Mixed Functional Manager Functional Manager Who Controls the Project Budget High to Almost Total Moderate to High Low to Moderate Limited Little to None Resource Availability High to Almost Total Moderate to High Low to Moderate Limited Little or None Project Mgr’s Authority Projectized Strong Matrix Balanced Matrix Weak Matrix Functional
  7. 7. Module 3: Human Resource Planning Process Source: PMBOK, 2004 Inputs <ul><li>Enterprise environmental factors </li></ul><ul><li>Organizational process assets </li></ul><ul><li>Project management plan – Activity Resource Requirements </li></ul>Tools and Techniques <ul><li>Organizational charts and position descriptions </li></ul><ul><li>Networking </li></ul><ul><li>Organizational theory </li></ul>Outputs <ul><li>Roles and responsibilities </li></ul><ul><li>Project organization chart </li></ul><ul><li>Staffing management plan </li></ul>
  8. 8. Responsibility Assignment Matrix (example) R–Responsible A–Approve C-Consult I–Informed A R Acquire resources A C C C R Close Project I C C R C/I Quality Control C R C C/I Construction A C R R C Develop requirements I C C C R Create Project Plan Sponsor Funct. Mgr Tech Lead Bus. Lead Project Mgr
  9. 9. Project Org Chart <ul><li>Graphic display of the project reporting relationships within the project and with other organizational units </li></ul>Project Manager Systems Analyst Business Analyst QA Manager Admin Support Programmer 1 Programmer 2 Tester 2 Tester 1 Program Manager Business Area (Internal Customer) Finance
  10. 10. Module 4: Team Acquisition, Team Development and Team Management
  11. 11. Acquire Project Team Process Source: PMBOK, 2004 Inputs 1. Enterprise environmental factors 2. Organizational process assets 3. Roles & Responsibilities 4. Project organization chart 5. Staffing Management Plan Tools & Tech. 1. Pre-assignment 2. Negotiation 3. Acquisition 4. Virtual teams Outputs 1. Project staff assigned 2. Resource availability 3. Staffing management plan (updates)
  12. 12. Team Development Process Source: PMBOK, 2004 Inputs 1. Project staff assignments 2. Staffing management plan 3. Resource availability Tools & Tech. 1. General management skills 2 . Training 3. Team-building activities 4. Ground rules 5 . Co-location 6. Reward and recognition systems Outputs 1. Team performance assessment
  13. 13. Traits of Effective Project Managers <ul><li>Team-building </li></ul><ul><li>Interpersonal </li></ul><ul><li>Leadership </li></ul><ul><li>Conflict resolution </li></ul><ul><li>Planning </li></ul><ul><li>Communication </li></ul><ul><li>Results-driven </li></ul><ul><li>Effective risk managers </li></ul>
  14. 14. Module 5: Leadership and Motivation <ul><li>Leadership theories and models: </li></ul><ul><li>Maslow’s Hierarchy of Needs </li></ul><ul><li>Herzberg’s Motivation-Hygiene Theory </li></ul><ul><li>Situational Leadership </li></ul>
  15. 15. Project Management and Project Leadership Source: Vijay K. Verma, 1996 Project Managers Who Are Also Project Leaders <ul><li>Project Leader </li></ul><ul><li>Set direction/work </li></ul><ul><li>Inspire teamwork </li></ul><ul><li>Align employees </li></ul><ul><li>Motivate and support </li></ul><ul><li>Project Manager </li></ul><ul><ul><li>Plan and budget </li></ul></ul><ul><ul><li>Organize work groups </li></ul></ul><ul><ul><li>Staff </li></ul></ul><ul><ul><li>Control </li></ul></ul>
  16. 16. Module 6: Power, Authority and Influence <ul><li>Power </li></ul><ul><ul><li>The resource allowing for influence </li></ul></ul><ul><li>Influence </li></ul><ul><ul><li>The use of power to achieve objectives </li></ul></ul><ul><li>Authority </li></ul><ul><ul><li>The use of power that is legitimate or officially backed </li></ul></ul>C. Handy, 1993
  17. 17. Types of Power <ul><li>Position (Legitimate) power </li></ul><ul><li>Reward power </li></ul><ul><li>Personal power </li></ul><ul><li>Expert power </li></ul><ul><li>Reference power </li></ul>C. Handy, 1993; J. Pinto, 1998; V. Verma, 2000
  18. 18. Module 7: Conflict Management & Performance Management
  19. 19. Conflict in projects - Causes <ul><li>Schedules </li></ul><ul><li>Priorities </li></ul><ul><li>Manpower </li></ul><ul><li>Technical </li></ul><ul><li>Procedures </li></ul><ul><li>Personality </li></ul><ul><li>Costs </li></ul>High Low Relative Conflict Intensity Source: Kerzner p 296 7-1
  20. 20. Conflict in projects – Sources Conflicts occurred mostly with <ul><li>Functional Managers </li></ul><ul><li>Functional Personnel </li></ul><ul><li>Between Project Personnel </li></ul><ul><li>Superiors </li></ul><ul><li>Subordinates </li></ul>High Low Relative Conflict Intensity Source: Kerzner p 296 7-1
  21. 21. Managing Conflict <ul><ul><ul><ul><li>Collaborating </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Both get at least what </li></ul></ul></ul></ul><ul><ul><ul><ul><li>you want </li></ul></ul></ul></ul><ul><ul><ul><ul><li>To reduce cost </li></ul></ul></ul></ul><ul><ul><ul><ul><li>To create power base </li></ul></ul></ul></ul><ul><ul><ul><ul><li>There is time & trust </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Skills compliment </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Use Accommodating </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Reach overarching </li></ul></ul></ul></ul><ul><ul><ul><ul><li>goal </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Stakes low </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Liability limited </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Maintain harmony </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Trade-off later </li></ul></ul></ul></ul><ul><li>Avoiding </li></ul><ul><li>When you can’t win </li></ul><ul><li>The stakes are low </li></ul><ul><li>Stakes are high but </li></ul><ul><li>you’re not ready </li></ul><ul><li>To gain time </li></ul><ul><li>You think the problem will go away </li></ul><ul><li>Forcing </li></ul><ul><li>Sure you are right </li></ul><ul><li>Do or die situations </li></ul><ul><li>Stakes are high </li></ul><ul><li>When you are stronger </li></ul><ul><li>When relationship is </li></ul><ul><li>unimportant </li></ul><ul><li>Compromising </li></ul><ul><li>Both parties need to </li></ul><ul><li>be winners </li></ul><ul><li>When you can’t win </li></ul><ul><li>Others are equal </li></ul><ul><li>strength </li></ul><ul><li>Maintain relationship </li></ul><ul><li>Not sure if you’re </li></ul><ul><li>right </li></ul><ul><li>Nothing if you don’t </li></ul>Concern For Self High High Low Low Concern for Others
  22. 22. Module 8: Communications Planning Inputs 1. Enterprise Environmental Factors 2. Organizational Process Assets 3. Project Scope Statement 4. Project Management Plan: Constraints & Assumptions Tools & Tech. 1. Communications requirements analysis 2. Communications Technology Source: PMBOK, 2004 Outputs 1. Communications management plan PROCESS
  23. 23. Communications Plan Output <ul><li>Details the information flow: </li></ul><ul><ul><li>Recipients : stakeholders </li></ul></ul><ul><ul><li>Originator : role responsible </li></ul></ul><ul><ul><li>Type of communication : </li></ul></ul><ul><ul><ul><li>Announcements, project news, etc </li></ul></ul></ul><ul><ul><ul><li>Reports </li></ul></ul></ul><ul><ul><ul><li>Meetings </li></ul></ul></ul><ul><ul><ul><li>Schedule information </li></ul></ul></ul><ul><ul><li>Method or technology : email, intranet site, face to face, video/web conference </li></ul></ul><ul><ul><li>Frequency/production schedule : weekly monthly, specific date </li></ul></ul><ul><li>Can change through the project life cycle </li></ul><ul><li>Could be specific to a major event like re-planning or major scope change </li></ul>
  24. 24. Communications Plan Output (cont’d) <ul><li>File structure detailing how the information will be stored and maintained </li></ul><ul><li>Method to access information between scheduled communications </li></ul><ul><li>Process for handling updates/corrections </li></ul>
  25. 25. Module 9: Information Distribution & Performance Reporting
  26. 26. Performance Reporting Inputs 1. Work performance information 2. Performance measurements 3. Forecasted completion 4. Quality control measurements 5. Project management plan. Performance measurement baseline 6. Approved change requests 7 Deliverables Tools & Tech. 1. Information presentation tools 2. Performance information gathering and compilation 3. Status review meetings 4. Time reporting systems 5. Cost reporting systems Source: PMBOK, 2004 Outputs 1. Performance reports 2. Forecasts 3. Requested changes 4. Recommended corrective actions 5. Organizational process assets updates
  27. 27. Module 10: Manage Stakeholders Process Inputs 1. Communications management plan 2. Organizational process assets Tools & Tech. 1. Communications methods 2. Issues logs Source: PMBOK 2004 Page 235 Outputs 1. Resolved issues 2. Approved change requests 3. Approved corrective actions 4. Organizational process assets updates
  28. 28. Module 11: Effective Personal Communications
  29. 29. PM Communications <ul><ul><li>Providing project direction (directing activities, negotiating, presentations, etc.) </li></ul></ul><ul><ul><li>Attending meetings </li></ul></ul><ul><ul><li>Marketing and selling </li></ul></ul><ul><ul><li>Public relations </li></ul></ul><ul><ul><li>Records management (minutes, memos, reports, contracts, etc.) </li></ul></ul>PM may spend up to 90% of their time communicating
  30. 30. PROJECT MANAGEMENT Resources <ul><li> </li></ul><ul><li> </li></ul><ul><li> </li></ul><ul><li>Enlightened Office Politics </li></ul><ul><li>Understanding, coping with and Winning the Game without Losing Your Soul Michael S. Dobson & Deborah S. Dobson AMACOM Publishing </li></ul>Doreen Myers info (519) 272-314