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INDIS 2012 INDIS 2012 Presentation Transcript

  • 29 November, 2012 INDIS 2012, Novi Sad, 1 Selection orienTation dEployment deMobilisation PEOPLE, POLITICS & PROJECT MANAGEMENT: striking the right balance to ensure effective delivery Dr. Tahir Hanif PhD MSc MCIOB MAPM MACostE MIC CMC MRICS Project Control Specialist – Public Works Authority (ASHGHAL), State of Qatar Sulmaan Hanif BA Assistant Project Manager, Thales Group, United Kingdom
  • 29 November, 2012 INDIS 2012, Novi Sad, 2Presentation OutlinePeople • Personality types in the workplace “ We are in the ‘people’ • Emotional Intelligence business, we cannotPolitics ignore, overlook or • How to manage conflict or avoid it! neglect the effect ofProject Management human behaviour on the • Definition • The Natural Organisation success or failure of a • Teamwork project”The 4 Stage Framework (STEM4) • Stage 1 – Selection • Stage 2 – Orientation • Stage 3 – Deployment • Stage 4 - DemobilisationConclusionsQuestions & Answers
  • 29 November, 2012 INDIS 2012, Novi Sad, 3The Challenges We Face TodayProject teams require the following in order to be effective: • Capable & skilled personnel • The right environment for creative working • Require the right level of mentoring / coaching • Rewards for extra-ordinary performance • Contain a ‘moral’ code for the team • A method that will work and not create an administration burden
  • 29 November, 2012 INDIS 2012, Novi Sad, 4 PEOPLE Bertrand Russell (1872 - 1970) “It has been said that man is a rational animal. All my life I have been searching for evidence which could support this”
  • 29 November, 2012 INDIS 2012, Novi Sad, 5Focusing On Individuals• People differ in their motivations, drive and enthusiasm.• Every person in the team in unique.• Every person has something to offer.• Need to engage all individuals within the team.• The right behaviours must be cultivated.• Projects are delivered by PEOPLE!
  • 29 November, 2012 INDIS 2012, Novi Sad, 6People Types Angry Competitive Impatient Must-have-the-last-word Show-offs Yes Anxious Confused Impetuous Negative Stressed Apologetic Difficult Indecisive Nit-Picky Unassertive Biased Disobedient Insecure Patronising Unenthusiastic Blamers Disrespectful Insincere Phobic Unfulfilled Boring Dumpers Last-minuters Plodders Unmotivated Bullies Embarrassed Late Princesses / Princes Unrealistic Change-resistant Forgetful Loners Repeaters Untrusting Charmers Gossipy Messy Scatter-gun thinkers U turners Cold Hostile Moody Selfish Workaholics Source: Reproduced from Mike Leibling, How People Tick
  • 29 November, 2012 INDIS 2012, Novi Sad, 7Emotional Intelligence“The ability to monitor one’s own and others’ feeling andemotions, to discriminate among them, and to use thisinformation to guide one’s own thinking and actions”(Salovey & Mayer 1990) “People with high levels of emotional intelligence make good team members”
  • 29 November, 2012 INDIS 2012, Novi Sad, 8The Skills In Emotional Intelligence Personal Competence Social Competence Self – Awareness Social Awareness Self Management Relationship Management Source: Reproduced from Bradberry & Greaves, Emotional Intelligence 2.0
  • 29 November, 2012 INDIS 2012, Novi Sad, 9Working With Emotional Intelligence Personal Competence Social Competence Self-Awareness Empathy Emotional Awareness Understanding others Accurate Self-Assessment Developing others Self-Confidence Service Orientation Leveraging Diversity Political Awareness Self – Regulation Social Skills Self-Control Influence Trustworthiness Communication Conscientiousness Conflict Management Adaptability Leadership Innovation Change Catalyst Building Bonds Collaboration and Cooperation Team capabilities Motivation Achievement drive Commitment Initiative Optimism Source: Reproduced from Goleman, Working With Emotional Intelligence
  • 29 November, 2012 INDIS 2012, Novi Sad, 10Which Soft Skills Are Relevant?• Leadership• Negotiation• Conflict resolution• Motivating others• Team building capability• Coaching & mentoring skills• Personal drive & ambition• Persistence• Problem solving ability• Build relationships / Rapport• Diplomatic• Disciplined• Excellent communications skills
  • 29 November, 2012 INDIS 2012, Novi Sad, 11Assessing Potential Team Members Type 3 Type 1   High Competence Type 4 Type 2   Low Low High Emotional Intelligence
  • 29 November, 2012 INDIS 2012, Novi Sad, 12Creating A Blended Team Structure     
  • 29 November, 2012 INDIS 2012, Novi Sad, 13 POLITICS Aristotle (384 BC - 322 BC) “Man is by nature a political animal”
  • 29 November, 2012 INDIS 2012, Novi Sad, 14Sources Of Conflict Client Contractor Project Manager Stakeholders Engineers Designers
  • 29 November, 2012 INDIS 2012, Novi Sad, 15Communication Channels Client  Project Manager Stakeholders End Users   Project Team
  • 29 November, 2012 INDIS 2012, Novi Sad, 16Approaches To Dealing With Conflict Task / Self : High Directing Collaborating CompromisingLow Relationship / Other High Avoiding Accommodating Task / Self : Low Source: Reproduced from Susan Shearhouse, Conflict 101
  • 29 November, 2012 INDIS 2012, Novi Sad, 17 Decision Matrix – All SituationsH Accommodating Collaborating RelationshipM CompromisingL Avoiding Directing Self worth L M H Source: Modified from the model by Susan Shearhouse, Conflict 101
  • 29 November, 2012 INDIS 2012, Novi Sad, 18 PROJECT MANAGEMENT “Project management is not rocket science. Its all about delivering a project on time, on budget, to specification and to a good quality with zero defects. We all know what to do, its just having sufficient time to do it all properly which is never the case.” One of many comments received whilst conducting a questionnaire survey, 2008
  • 29 November, 2012 INDIS 2012, Novi Sad, 19Perfect Definition Of Project Management Stakeholder Expectations Promoter The art and science of Client converting vision into reality (Professor Rodney Turner) Project Manager Final Product
  • 29 November, 2012 INDIS 2012, Novi Sad, 20Principles of the ‘Natural Organisation’ Defined Purpose • Term of existence corresponds to the time required to accomplish the purpose Information • Seek and use data as a basis for action Centred • Responds quickly and effectively to changes in Flexible & the environment that affects the ability to serve Adaptable the defined purposeSource: Graphic created from Donald Krause , Sun TzuThe Art Of War For Executives
  • 29 November, 2012 INDIS 2012, Novi Sad, 21 Making Sure The Team Can Deliver The Scope START Scope of Work Keep working through the *Assumptions details *Working Methods Team Is the structure robost enough tostructure deliver thecomplete scope? Schedule Cost Profile Resource Profile
  • 29 November, 2012 INDIS 2012, Novi Sad, 22 Ensuring The Right Behaviours Exist! Profit Mark UP Mark UP Contingency Contingency Contingency Final Agreed Final Price Agreed (1) Price (2)Initial Estimate Final (based on Job Initial Estimate Initial Estimate Agreed Cost Rate) Price (3) Technical Senior Executive Best Case Minimum Worse Case Team Management Management Scenario Expectation Scenario     K 
  • 29 November, 2012 INDIS 2012, Novi Sad, 23Form Follows FunctionProject management processes should becustom designed for the purpose for whichthey are required, because......“It is the pervading law of all things organic, and inorganic,of all things physical and metaphysical, of all things human andall things super-human, of all true manifestations of the head, ofthe heart, of the soul, that the life is recognizable in itsexpression, that form ever follows function. This is the law.”Louis Sullivan (September 3, 1856 – April 14, 1924)American Architect
  • 29 November, 2012 INDIS 2012, Novi Sad, 24Implementing The Right Processes Centralised Model Decentralised Model
  • 29 November, 2012 INDIS 2012, Novi Sad, 25The Problem ...• No consideration given to implementation• The wrong behaviours are in place• People in wrong positions• Team not functioning efficiently & effectively• Frustrations over performance• Team members are ‘switched off’!• No coaching / mentoring of team members• Project is deviating towards failure
  • 29 November, 2012 INDIS 2012, Novi Sad, 26 Selection orienTation dEployment deMobilisation THE 4 STAGE FRAMEWORK (The Solution!)
  • 29 November, 2012 INDIS 2012, Novi Sad, 27The 4 stage Framework1.Selection 2.Orientation 3.Deployment 4.Demobilisation SelectionorienTation dEployment deMobilisation
  • 29 November, 2012 INDIS 2012, Novi Sad, 28STEM4 –Selection (1)    1.Selection 2. orienTation 3. dEployment 4. deMobilisation       Assessments undertaken through:• Aptitude tests• Presentations• Group work• Individual assessments
  • 29 November, 2012 INDIS 2012, Novi Sad, 29STEM4 – orienTation (2)    1.Selection 2. orienTation 3. dEployment 4. deMobilisation   A series of workshops focusing on:• Ethics• Positive & Negative behaviours• Dealing with difficult situations• Understand self- motivation• Understanding other people
  • 29 November, 2012 INDIS 2012, Novi Sad, 30STEM4 – dEployment (3)    1.Selection 2. orienTation 3. dEployment 4. deMobilisation     • Formal training in the PM method • Use of ‘role playing’ to gain full understanding• When ready deployed in the ‘field’ • Mentoring provided to assist with difficult areas     Project Environment
  • 29 November, 2012 INDIS 2012, Novi Sad, 31STEM4 – deMobilisation (4)    1.Selection 2. orienTation 3. dEployment 4. deMobilisation   Once term completed:• Review progress• Complete paperwork i.e Non Disclosure Statements etc     Project Environment
  • 29 November, 2012 INDIS 2012, Novi Sad, 32STEM 4 - Summary    1.Selection 2. OrienTation 3. DEployment 4. DeMobilisation                         Project Environment
  • 29 November, 2012 INDIS 2012, Novi Sad, 33 Conclusion Selection orienTation STEM4 will ensure the following: dEployment • Right people are selected deMobilisation • Appropriate team culture is created • Roles & responsibilities are clarified • The right project management method is implemented • Personnel have a mentor / coach • Projects will have a greater chance of success
  • 29 November, 2012 INDIS 2012, Novi Sad, 34 QUESTIONS & ANSWERS PITANJA I ODGOVORI Hvala na slušanju Thank you for listening!