Skills to take you from good to great PmiCC AGM 2011

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  • 1. PMI Chennai ChapterAnnual General Body Meeting
    September 25th, 2011
  • 2. Project Management - defined
    “The Application of knowledge, skills, tools and techniques to project activities to meet the project requirements” – PMI
    Knowledge, Tools and techniques matter
    Hammer and saw don’t make someone a carpenter
    Nor does mastery of technical skills ensure success
    Think out side the box
  • 3. Why projects fail?
    Nearly 70% of project fails – US Department of Defense
    In 2006, a $400M purchasing system for Ford Motor Company was simply abandoned
    Software errors in a UK Inland Revenue System resulted in a $3.45B tax credit over payment
    The infamous automated baggage system in Denver International Airport - $250M - abandoned
  • 4. Why projects fail? – contd.,
    Weak business case
    Poor Planning
    Inability to manage within the triple constraints
    Inattention to Human Aspects
  • 5. Why projects fail? – contd.,
    Inability to manage within the triple constraints
    Poor Planning
    Weak business case
    Inability of the Project Manager to
    CONNECT
    See the big picture
    Resolve Conflict
    Negotiate
    Manage Change
  • 6. Big Picture
  • 7. Big Picture – deep dive
    Beyond the scope of the project
    Organizational and Industry level view
    Case Study: United Nations Africa Clean up Project
    Connect project scope to Organizational strategy
    Communicate the scope to all stakeholders
    Clear Vision and Mission
    The proper way to reduce variability of behavior is to have a clear vision – James P. Lewis, Project Leadership
  • 8. Where should you anchor yourself?
    Non-repetitive
    Address the need that must be met for the organization to thrive in the competitive environment
    LEASDERSHIP skills is mandatory
    Leadership -> (People skills) + x + y + z
    Task
    Follower
    Leader
  • 9. The Lewis model of systems
    Human
    Leadership, negotiation, motivation, team building, communication, decision-making
    Culture
    Beliefs
    Attitudes
    Behaviors
    Tradition
  • 10. Look beyond
    Common sense tells us that intelligence is being smart in what we do. It is not how well we think, but how well we act in a given role.
    How many of you aspire to be like someone in your organization/company (or in other company)?
  • 11. Look beyond
    Common sense tells us that intelligence is being smart in what we do. It is not how well we think, but how well we act in a given role.
    How many of you aspire to be like someone in your organization/company (or in other company)?
    The hardest battle is to be nobody but yourself in a world which is doing its best, night and day, to make you everybody else – E. E. Cummings
  • 12. What about Good to Great?
  • 13. What will take me from Good to Great?
    Good!
    Core Project Management Skills
    People Management Skills
    Listening
    Empathizing
    Motivating
    Appreciating
    General Management Skills
    Conflict Management
    Negotiation
    Change Management
    Great!
  • 14. Managing Conflict
  • 15. Conflict defined
    Conflict exists whenever and where ever there is an incompatibility of cognitions or emotions within or between individuals/groups
    Conflicts may be real or perceived
    Conflict is an antecedent of negotiation
  • 16. Conflict Management
    Avoidance
    Do nothing; adopt a wait and see attitude. Useful when conflict dies a natural death; not so useful when conflict continues
    Ignoring insults, ultimatums
    Withdrawal
    Withdraw diplomatic relations
    Domination
    Showing positional superiority
    Capitulation
    Giving in to the other side
    Approach to win-win situation
  • 17. Conflict Management Contd.,
    Unilateral power play
    Behind the scene maneuvers
    Referral up the chain of command
    Lets the bosses handle it
    Negotiation
    Talk through to an mutual agreement
    Mediation
    Involve third party
  • 18. Conflict Management Contd.,
    Arbitration
    Third party with power to resolve
    Other dispute resolution techniques
    Ombudsman
    Litigation
    Courtroom 
  • 19. Negotiation
  • 20. Negotiation
    The Process of two or more parties working together to arrive at a mutually acceptable resolution of one or more issues.
    It is a give and take bargaining process that, when conducted well, leaves all parties feeling good about the result and committed to achieving it.
  • 21. Negotiation Contd.,
    Understand the positions
    Never approach to crush the opposition
    My way or Highway Vs. I’m good, you’re good
    The other side must not feel like losers of you are to preserve a long term relationship
    If you win big and they win small then they will still fell like winners
  • 22. Negotiation contd.,
    Four Phases of negotiations
    Preparation
    Sharing
    Bargaining (haggling)
    Closing and commitment
    What do you want?
    What defines a ‘win’?
    When should you walk away?
  • 23. Manage Change
  • 24. Manage Change
    A discipline which can support a project or an organization in successfully transitioning from a sun-optimal current state to a desired future state
    Challenges the core strategy of the project/program or organization
    Change is a conduit for innovation
  • 25. Why manage Change?
    To help projects/programs/organizations achieve its objectives which cannot be met with the current way you are organized, operate or serve your customers
    To minimize the negative impact of any change
  • 26. Effects of Change
    Enhanced Processes and procedures
    Improved Systems
    Amended infrastructure
    An innovative and broader range of products and services
    Reduced cost of operations (optimizations)
    Enhanced skills and capabilities of staff
    Improved customer experience
    Change in business structure
    Revitalized culture of the organization
    Merger/de-merger of the organization
  • 27. Thank you!
    Ketharinath Kamalanathankknath@hotmail.com98416 32251