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Skills to take you from good to great PmiCC AGM 2011
Skills to take you from good to great PmiCC AGM 2011
Skills to take you from good to great PmiCC AGM 2011
Skills to take you from good to great PmiCC AGM 2011
Skills to take you from good to great PmiCC AGM 2011
Skills to take you from good to great PmiCC AGM 2011
Skills to take you from good to great PmiCC AGM 2011
Skills to take you from good to great PmiCC AGM 2011
Skills to take you from good to great PmiCC AGM 2011
Skills to take you from good to great PmiCC AGM 2011
Skills to take you from good to great PmiCC AGM 2011
Skills to take you from good to great PmiCC AGM 2011
Skills to take you from good to great PmiCC AGM 2011
Skills to take you from good to great PmiCC AGM 2011
Skills to take you from good to great PmiCC AGM 2011
Skills to take you from good to great PmiCC AGM 2011
Skills to take you from good to great PmiCC AGM 2011
Skills to take you from good to great PmiCC AGM 2011
Skills to take you from good to great PmiCC AGM 2011
Skills to take you from good to great PmiCC AGM 2011
Skills to take you from good to great PmiCC AGM 2011
Skills to take you from good to great PmiCC AGM 2011
Skills to take you from good to great PmiCC AGM 2011
Skills to take you from good to great PmiCC AGM 2011
Skills to take you from good to great PmiCC AGM 2011
Skills to take you from good to great PmiCC AGM 2011
Skills to take you from good to great PmiCC AGM 2011
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Skills to take you from good to great PmiCC AGM 2011

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    • 1. PMI Chennai ChapterAnnual General Body Meeting<br />September 25th, 2011<br />
    • 2. Project Management - defined<br />“The Application of knowledge, skills, tools and techniques to project activities to meet the project requirements” – PMI<br />Knowledge, Tools and techniques matter<br />Hammer and saw don’t make someone a carpenter<br />Nor does mastery of technical skills ensure success<br />Think out side the box<br />
    • 3. Why projects fail?<br />Nearly 70% of project fails – US Department of Defense<br />In 2006, a $400M purchasing system for Ford Motor Company was simply abandoned<br />Software errors in a UK Inland Revenue System resulted in a $3.45B tax credit over payment<br />The infamous automated baggage system in Denver International Airport - $250M - abandoned<br />
    • 4. Why projects fail? – contd.,<br />Weak business case<br />Poor Planning<br />Inability to manage within the triple constraints<br />Inattention to Human Aspects<br />
    • 5. Why projects fail? – contd.,<br />Inability to manage within the triple constraints<br />Poor Planning<br />Weak business case<br />Inability of the Project Manager to <br />CONNECT<br />See the big picture<br />Resolve Conflict<br />Negotiate<br />Manage Change<br />
    • 6. Big Picture<br />
    • 7. Big Picture – deep dive<br />Beyond the scope of the project<br />Organizational and Industry level view<br />Case Study: United Nations Africa Clean up Project<br />Connect project scope to Organizational strategy<br />Communicate the scope to all stakeholders<br />Clear Vision and Mission<br />The proper way to reduce variability of behavior is to have a clear vision – James P. Lewis, Project Leadership<br />
    • 8. Where should you anchor yourself?<br />Non-repetitive<br />Address the need that must be met for the organization to thrive in the competitive environment<br />LEASDERSHIP skills is mandatory<br />Leadership -> (People skills) + x + y + z<br />Task<br />Follower<br />Leader<br />
    • 9. The Lewis model of systems<br />Human<br />Leadership, negotiation, motivation, team building, communication, decision-making<br />Culture<br />Beliefs<br />Attitudes<br />Behaviors<br />Tradition<br />
    • 10. Look beyond<br />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.<br />How many of you aspire to be like someone in your organization/company (or in other company)?<br />
    • 11. Look beyond<br />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.<br />How many of you aspire to be like someone in your organization/company (or in other company)?<br />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<br />
    • 12. What about Good to Great?<br />
    • 13. What will take me from Good to Great?<br />Good!<br />Core Project Management Skills<br />People Management Skills<br />Listening<br />Empathizing<br />Motivating<br />Appreciating<br />General Management Skills<br />Conflict Management<br />Negotiation<br />Change Management<br />Great!<br />
    • 14. Managing Conflict<br />
    • 15. Conflict defined<br />Conflict exists whenever and where ever there is an incompatibility of cognitions or emotions within or between individuals/groups<br />Conflicts may be real or perceived<br />Conflict is an antecedent of negotiation<br />
    • 16. Conflict Management<br />Avoidance<br />Do nothing; adopt a wait and see attitude. Useful when conflict dies a natural death; not so useful when conflict continues<br />Ignoring insults, ultimatums<br />Withdrawal<br />Withdraw diplomatic relations<br />Domination<br />Showing positional superiority<br />Capitulation<br />Giving in to the other side<br />Approach to win-win situation<br />
    • 17. Conflict Management Contd.,<br />Unilateral power play<br />Behind the scene maneuvers<br />Referral up the chain of command<br />Lets the bosses handle it<br />Negotiation<br />Talk through to an mutual agreement<br />Mediation<br />Involve third party<br />
    • 18. Conflict Management Contd.,<br />Arbitration<br />Third party with power to resolve<br />Other dispute resolution techniques<br />Ombudsman<br />Litigation<br />Courtroom <br />
    • 19. Negotiation<br />
    • 20. Negotiation<br />The Process of two or more parties working together to arrive at a mutually acceptable resolution of one or more issues. <br />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.<br />
    • 21. Negotiation Contd.,<br />Understand the positions<br />Never approach to crush the opposition<br />My way or Highway Vs. I’m good, you’re good<br />The other side must not feel like losers of you are to preserve a long term relationship<br />If you win big and they win small then they will still fell like winners<br />
    • 22. Negotiation contd.,<br />Four Phases of negotiations<br />Preparation<br />Sharing<br />Bargaining (haggling)<br />Closing and commitment<br />What do you want?<br />What defines a ‘win’?<br />When should you walk away?<br />
    • 23. Manage Change<br />
    • 24. Manage Change<br />A discipline which can support a project or an organization in successfully transitioning from a sun-optimal current state to a desired future state<br />Challenges the core strategy of the project/program or organization<br />Change is a conduit for innovation<br />
    • 25. Why manage Change?<br />To help projects/programs/organizations achieve its objectives which cannot be met with the current way you are organized, operate or serve your customers<br />To minimize the negative impact of any change<br />
    • 26. Effects of Change<br />Enhanced Processes and procedures<br />Improved Systems<br />Amended infrastructure<br />An innovative and broader range of products and services<br />Reduced cost of operations (optimizations)<br />Enhanced skills and capabilities of staff<br />Improved customer experience<br />Change in business structure<br />Revitalized culture of the organization<br />Merger/de-merger of the organization<br />
    • 27. Thank you!<br />Ketharinath Kamalanathankknath@hotmail.com98416 32251<br />

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