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Project leasder skills by manoel bispo

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A sample of my Project Management Training: project leader soft skills awareness. That´s the reason people like Black Belts...

A sample of my Project Management Training: project leader soft skills awareness. That´s the reason people like Black Belts...

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  • O criador do Post-It, o americano Art Fry (foto), não o fez por encomenda ou, muito menos por necessidade. Funcionário da 3M Fry atuava na área de desenvolvimento de novos produtos quando conheceu o cientista Spence Silver, cuja empreitada, na época (1968), era desenvolver uma cola potente que deveria ser utilizada em fitas adesivas industriais. As fórmulas de Silver não deram certo. Ao aplicar sua cola nas fitas o efeito era pífio, não colava. Mas, por outro lado, descolava-se com imensa facilidade e, depois disso, a fita ainda poderia ser reposicionada noutro lugar e ficar lá levemente fixada e removível assim que fosse adequado. Do ponto de vista do objetivo, um fracasso. Mas Silver sabia que tinha algo significativo nas mãos, só não sabia o quê. Decidiu então, fazer palestras dentro da 3M para falar de seu adesivo que não colava, foi aí que entrou Fry, o pai do Post-It. Fry cantava no coral de sua igreja. Seu livro de hinos era marcado com pedaços de papel que despencavam ao chão sempre que o livro era aberto. Fry tinha um problema um pouquinho menor do que o de seu colega Silver, certo? Errado. Fry se perguntou “E se eu passar a cola do Silver em meus marcadores, o que dará? Deu uma grande idéia, tão grande que se tornou um novo conceito de bloco de notas, que faturou e continua faturando bilhões de dólares para a 3M e, claro, para Fry e Silver, desde 1981, quando foi lançado e considerado, dois anos depois, o Novo Produto da 3M de maior sucesso. Ao conservar sua cola que não colava como uma idéia difundida na 3M por cinco anos, Silver respondia à pergunta “como seria, já que não foi?”. Muitas das grandes invenções nasceram assim. Não se trata de sorte, mas sim de um conjunto de fatores fundamentais para que a criatividade se transforme em inovação.
  • O Conjunto de conhecimentos em gerenciamento de projetos descreve o conhecimento exclusivo da área de gerenciamento de projetos e que se sobrepõe às outras disciplinas de gerenciamento
  • O PMBoK ainda inclui os processos de RH, Integração e Aquisições ; que não serão aboradados nessa formação
  • • Uma norma é um “documento estabelecido por consenso e aprovado por um organismo reconhecido que fornece, para uso comum e repetido, regras, diretrizes ou características para atividades ou seus resultados, visando à obtenção de um grau ideal de ordenação em um dado contexto”. Alguns exemplos de normas são tamanhos de disco de computador e as especificações de estabilidade térmica de fluidos hidráulicos. • Um regulamento é uma exigência imposta pelo governo que especifica características do produto, processo ou serviço, inclusive as cláusulas administrativas aplicáveis com as quais a conformidade é obrigatória. Os códigos de construção são um exemplo de regulamentos
  • Koen
  • Koen
  • inclui disciplinas de apoio como: • Contabilidade e gerenciamento financeiro • Compras e aquisições • Vendas e marketing • Contratos e legislação comercial • Fabricação e distribuição • Logística e cadeia de abastecimento • Planejamento estratégico, planejamento tático e planejamento operacional • Estruturas organizacionais, comportamento organizacional, administração de pessoal, compensação, benefícios e planos de carreira • Práticas de saúde e segurança • Tecnologia da informação.
  • Student syndrome refers to the phenomenon that many people will start to fully apply themselves to a task just at the last possible moment before a deadline. This leads to wasting any buffers built into individual task duration estimates. It was noted by Eliyahu M. Goldratt in his novel style book about Critical Chain, titled Critical Chain . The student syndrome is a form of procrastination, but with more of a plan with good intention. For example, if a student or group of students goes to a professor and asks for an extension to a deadline they will usually defend their request by noting how much better their project will be given more time to work on it; they request this with all the right intentions. In reality most students will have other tasks or events place a demand on the time they fully intended to commit to improving their paper or project. In the end they will often end up close to the same situation they started with wishing they had more time as the new delayed deadline approaches. The student syndrome is defended by a layman's understanding of the functioning of the human memory, most notably the concept that a person's short-term memory fades over time, and thus studying at the last possible moment leads to better results than studying early because more of the material will be remembered during the exam. This same behaviour is seen in businesses; in project and task estimating, a time- or resource-buffer is applied to the task to allow for overrun or other scheduling problems. However with Student syndrome the latest possible start of tasks in which the buffer for any given task is wasted beforehand, rather than kept in reserve. Like students, many workers do not complete assignments early, but wait until the last minute before starting, often having to rush to submit their assignment minutes before the deadline. A similar phenomenon is seen every year in the United States when personal tax returns are due - Post Offices remain open until midnight on the final day as people queue to get their tax return postmarked

Transcript

  • 1. Project Leader Skills By Manoel Bispo
  • 2. Has anyone ever touched your head with a magic wand ... And said...
  • 3. Congratualations....! YOU are the project leader !
  • 4. Or asked the question … Who is the best person to LEAD the project? And the various responses were ... YOU ?
  • 5. Project Leader Skills Congratulations.... you are the famous   "Accidental" Project Leader What type of Project Leader you are: The "accidental"Project Leader? good technicians and specialists who are responsible for the conduct and outcome of a project (using the 'magic wand) or The Project Leader trained and experienced?
  • 6. The role of Project Leader is responsible to... Organize and Manage processes To Plan, Implement and Control project activities that allow .Project Project Leader Skills
  • 7. O Gerenciamento de Projeto deve ser exercido: em todas as áreas de competência do Projeto (escopo, prazos, custos, qualidade, comunicação, riscos, aquisições e recursos humanos); durante todas as suas fases (desde a fase conceitual até o seu encerramento); em todas as interfaces (internas e externas ao Projeto); em todos os níveis (permeando toda a organização do Projeto). Project Leader Skills
  • 8. A good project leader must be
  • 9. p r o act i vE
  • 10. Try New Ideas
  • 11. Persevering Even when all seems lost Never give up !!!
  • 12. Results oriented
  • 13. Communicative
  • 14. Motivator ... !
  • 15. Organized
  • 16. Faci li tator
  • 17. Good listener
  • 18. Coach
  • 19. Know Prioritize
  • 20. Planner everything starts with a project plan
  • 21. Decisive
  • 22. Delegate
  • 23. Creative
  • 24. Enthusiast
  • 25. In Summary .... A good Project Leader should be ...
    • Proactive
    • Try new ideas
    • Persevering;
    • Result Oriented
    • Communicative;
    • Motivator;
    • Organized;
    • Know how to prioritize;
    • Sensitive to people and situations;
    • Facilitator;
    • Coach;
    • Good listener;
    • Planner;
    • Decisive;
    • Self-confident;
    • Persuasive;
    • Enthusiastic;
    • Energetic;
    • Creative;
    • Know how to delegate;
    • Innovative
    Project Leader Skills
  • 26. No , it´s not what you are thinking...
  • 27.  
  • 28.  
  • 29.  
  • 30. Relax ...
  • 31. Competency areas for project Leader
    • The Body of Knowledge project management ;
    • Knowledge of rules and regulations of the area of application;
    • Understanding the project environment ;
    • Knowledge and skills of general management;
    • Interpersonal skills .
    Project Leader Skills
  • 32. Project Leader Skills 1. The Body of Knowledge project management
    • How to define the project life cycle
    • Process to :
    • Start, Plan, Execute, Monitor / Control and Close a Project
    • Methods and tools to:
    • Manage Scope
    • Manage Risk
    • Manage Project Quality
    • Manage project Communication
    • Manage Time
    • Manage Cost
  • 33.
    • 2. Knowledge of rules and regulations of the area of application ;
    • Example:
    • ASME
    • NBR e NR´s
    • SAE
    • ISO´s
    • Federal Laws Anvisa, IBAMA MAPA, MTE
    • etc
    Project Leader Skills Rules: document established by consensus and approved by a recognized body for common and repeated use Regulations: requirement imposed by government It does not mean to know it in detail, but know it exists and how to access it .
  • 34. Project Leader Skills 3. Understanding the project environment The Leader and the project team should consider the project in its cultural, environmental, social, international, political and physical context . • Cultural and social environment: The project leader and team must understand how the project affects people and how people affect the project • International and political environment : to understand laws and international, national, regional behaviors, political climate, time zone etc
  • 35. E = Q x A Transformation Equation
  • 36. E = Q x A Quality of Technical Solution Effectiveness of Change Acceptance of Technical Solution Transformation Equation
  • 37.
    • “ Q” (Quality)
    • 10 20 30 40 50 60 70 80 90 100
    • “ A” ( Acceptance )
    • 10 20 30 40 50 60 70 80 90 100
    • 90% X 30% = 27%
    Transformation Equation
  • 38.
    • “ Q” (quality)
    • 10 20 30 40 50 60 70 80 90 100
    • “ A” (acceptance)
    • 10 20 30 40 50 60 70 80 90 100
    • 100% X 30% = 30%
    Transformation Equation
  • 39.
    • “ Q” (quality)
    • 10 20 30 40 50 60 70 80 90 100
    • “ A” (acceptance)
    • 10 20 30 40 50 60 70 80 90 100
    • 90% X 80% = 72%
    Transformation Equation
  • 40. E = Q x A Acceptance of the solution coming from a project is as important as the Technical Solution A Equação da Transformação.... Quality of Technical Solution Effectiveness of Change Acceptance of Technical Solution
  • 41. Project Leader Skills 4. Knowledge and skills of general management
    • Management usually includes basic knowledge about the company:
    • How is it organized,
    • How are done planning, execution and control of operations;
    • The importance of staff training,
    • Includes Support disciplines, which facilitates the conduct of projects:
    • Accounting and financial management
    • Purchasing / Procurement
    • Sales and marketing
    • Contracts and commercial law
    • Manufacturing and Logistics
    • Strategic planning
    • health and safety practices
    • Information technology
  • 42. 5 . Interpersonal skills Project Leader Skills • Effective communication • Influence on the organization. The ability to "make things happen" • Leadership. Develop a vision and a strategy and motivate people to achieve this vision and strategy • Motivation: Encouraging people to achieve high levels of performance and overcome the barriers that prevent changes • Negotiation and conflict management. Talking to others to reach an understanding or an agreement • Troubleshooting. The combination of problem definition, identification and analysis of alternatives and decision Directly related to aspects of personality. Develops in the field of emotional (maturity x experience)
  • 43. Talkin about CHANGE...
  • 44. The only thing that does not change .... is change !
  • 45. “ It is not the strongest of the species that survives, nor the most intelligent, but rather the one most responsive to change.” – Charles Darwin
  • 46. Change Loss
  • 47. Talking about Resistance
  • 48. Exercício de Mudança
    • Participante:
    • Escolha outra pessoa, fique de pé de frente para o outro.
  • 49. Resistance is a Normal Protective Response
  • 50. Change And Resistance
    • Things you should know about Change and Resistance:
    • Change and resistance go together – like a hand in glove
    • Resistance is neither avoidable nor bad
    • It must be managed, not avoided
    • Resistance is feedback
    • Feedback is information
  • 51.
    • Resistance wears many faces:
    • They include:
      • Outright refusal
      • Denial
      • Skepticism
      • Lethargy
      • Incompetence
      • Pessimism
      • Helplessness
    • People may resist by questioning the competence, credentials, or motives of their leaders
    • They may begin lobbying behind the scenes
    The Face Of Resistance
  • 52. The Appearance Of Resistance
    • There are four main ways resistance may appear:
      • Direct and Conscious
        • Example: A worker says, "I won't do it that way because...," and provides a cogent reason for the refusal
      • Direct and Unconscious
        • Example: When workers oppose a change even though they are unsure of their own motives
      • Indirect and Conscious
        • Example: This is true about manipulation and back room lobbying, while slowing down on the job
      • Indirect and Unconscious
        • Example: The genuine lethargy, incompetence, and pessimism that overtake some of us when we don't believe in what we're doing but can't explain why
  • 53. O Aparência da Resistência
    • Looks like resistance . . .
    • Acts like a resistance . . .
    • Call it resistance . . .
    Recognize it and deal with it. The success of your initiative depends on it.
  • 54. The Transition Period The phases are not separate stages with clear boundaries. Ending Neutral Zone New Beginning
    • Transition is the psychological process people go through to come to terms with the new situation
    • Change is external; transition is internal
    • It’s the ending that you will have to make to leave the old situation behind
    • Transition begins with letting go of something
    • Unless transition occurs, change will not work!
    • Transition period includes three phases:
  • 55. Transitions And Change
    • After letting go of something, people are in the neutral zone
    • This is the no-man’s land between the old reality and the new
    • The old way is gone and the new doesn’t feel comfortable yet
    Neutral Zone
  • 56. Transitions And Change
    • You can’t rush people through the neutral zone
    • Rushing through it compromises the change
    • You also lose the opportunity for creativity, renewal and development
    • Innovation is highest and revitalization begins in the neutral zone
    • People make the new beginning only if they have first made an ending and spent some time in the neutral zone
    Ending New Beginning Neutral Zone
  • 57. Four Stages Of Loss
    • Shock:
      • People feel threatened by anticipated change
      • They become immobilized and protective
      • They feel unsafe, timid and unable to act; unable to take risks
      • Productivity drops during this stage
    • Defensive retreat:
      • People move from shock to defensive retreat
      • They get angry They perceive the new situation as dangerous and unsafe
      • They hold on to current ways of doing things and hang on to the past
    Four Stages in reaction to Endings:
  • 58. Four Stages Of Loss
    • Acknowledgement
      • People stop denying the changes
      • They acknowledge they have lost something
      • They mourn and experience grief as well as liberation
      • They begin to explore pros and cons and are more willing to take risks
      • Each risk that is successful builds confidence and prepares for the next
    • Acceptance and adaptation
      • People internalize the change and make the needed adaptations
      • They see the “before” and “after” and acknowledge success
      • They relinquish the old situation and the pain, confusion and fear experienced in the earlier stages
  • 59. Rethinking Resistance
    • Managing the feedback contained in resistance is critical
    • The strength of resistance indicates the degree to which change has touched on something valuable to an individual or the overall organization
    • Discovering what that valuable something is can help you manage the change effort
    • Instead of viewing all resistance as an obstacle, try to understand its sources and motives. To do so can open up possibilities for realizing change.
    Resistance = Feedback = Information
  • 60.
    • Accept their reality
      • Don’t’ argue with what you hear
    • Acknowledge the behavior. Doesn’t mean you agree.
    • Understand that it’s not personal . . . it’s not against you. It’s their effort to cope with the discomfort or perceived loss.
    • Move with, not against their energy. Join, explore, ask questions, uncover sources and motives of Resistance
    • Treat the past with respect:
      • Never denigrate the past
      • Honor the past for what it has accomplished
    Change Agent’s Reactions
  • 61.
    • Don’t be surprised at their “overreaction”
      • Change = loss
      • It’s their loss, not yours
    • Acknowledge the losses openly and sympathetically
      • Express your concern simply and directly
    • Expect and accept the signs of grieving
      • This may be seen as anger, sadness, fright, depression or confusion
    Change Agent’s Reactions
  • 62. Projec Leader and... Transactional Analysis
  • 63. Transactional Analysis : Studies and analyzes the exchange of stimuli and responses, or transactions between individuals. The basic assumptions were written by Claude Steiner ( Scripts People Live ) Competências do Líder de Projetos
  • 64. F A C Project Leader Skills Transactional Analysis : Relationship of the Leader project and team must be as adults ... F A C
  • 65. NEVER BE AFRAID TO SAY WHAT YOU FEEL
  • 66. Project Leader and...          Unconditional Responsibility        Project Leader Skills
  • 67. "The system crashed" "The project was not completed in time" "Unable to establish a good communication" "The meeting was not completed because it has lost focus." Did you ever heard someone say .... Project Leader Skills It is not clear the element (or elements) that is responsible (or liable) for triggering the process in search of necessary solutions ... Project leader must be protagonist of his actions...
  • 68. Adult & Protagonist Project Leader
  • 69. Project leader must know Parkinson´s Law
  • 70. Set by C. Northcote Parkinson in his book “ Parkinson's Law and Mrs Parkinson's law, and other studies in domestic science”
      • “ Work expands so as to fill the time available for its completion. “
    Project Leader Skills
  • 71. Para o Líder de Projetos saber... A Síndrome do Estudante Project Leader Skills
  • 72. It was noted by Eliyahu M. Goldratt in his novel-style book about Critical Chain, titled Critical Chain. Student syndrome refers to the phenomenon that many people will start to fully apply themselves to a task just at the last possible moment before a deadline. is a form of procrastination, but with more of a plan with good intention. This leads to wasting any buffers built into individual task duration estimates This same behaviour is seen in businesses; in projects and task estimating
  • 73. Fundamental skills Comunication Leadership Decision maker Negotiation Influence Project Leader Skills
  • 74. "He who knows other men is discerning, and he who knows himself is intelligent. He who dominates men is strong and one who has mastered himself is powerful. " Lao-Tzu, Chinese philosopher