9. Cost Benefit Analysis:
• Compares the cost of the quality step to the expected benefit.
• Examples of benefits: less rework, higher productivity, lower costs,
increased stakeholder satisfaction, and increased profitability.
Cost of Quality: الجودة تكلفة
Cost of Conformance
Money spent during the project to avoid failure
Cost of Nonconformance
Money spent during and after the project because of
failures
Prevention
•Training
•Equipment
•Document processes
•Time to do it right
Internal Failure
(Found by the project)
•Rework
•Scrap
Appraisals
•Testing
•Destructive testing loss
•Inspections
External Failure
(Found by the
customer)
•Liabilities
•Warranty
work
•Lost business
TT
TT
9
13. Quality Management Plan : الجودة ادارة خطة
Part of PM plan that describes how organization’s quality policies will be
implemented. It may includes the following:
• Quality standards
• Meetings to be held addressing quality
• Who will manage quality, when, what their duties will be
• Metrics will be used
• Quality reports
• What deliverables will be measured and when
O
13
17. Note:
Plan Quality : Look forward in time
Assure Quality : Look back in time at project standards
Control Quality : Look back in time at project records
17
24. Project Manager
• In charge of the project and doesn’t have to be technical expert
• Influence project team and atmosphere
• Coordinate interaction between project and key persons
• Select appropriate processes for the project
• Lead / direct planning efforts
• Identify / analyze constraints and assumptions
• Assist and support team during execution
• Determine and deliver required levels of quality
• Determine need for changes
• Maintain control over project
• Must say No when necessary
• Apply project management knowledge
• Spend more time being proactive than reacting with problems
24
25. Project Manager ( With Human Resources)
• Determine what resources will be needed
• Create job descriptions
• Create project team directory
• Create human resource plan
• Create recognition and reward system
• Make sure that all roles and responsibilities are clearly assigned
• Report team members performance
• Understand training needs for team members
25
29. Human Resource Management Plan:
How human resources will be defined, staffed, managed, and released.
Part of PM Plan and may include:
O
1- Roles and Responsibilities:
2- Project Organization Chart:
29
41. Team Performance Assessments:
The evaluation of a team’s effectiveness may include indicators such as:
1. Improvement in skills
2. Improvement in competencies
3. Increased team cohesiveness
4. Reduce staff turnover rate
Note: Team performance assessment is done by project manager or by
project management team for all team , not for individuals.
O
41
43. Issue Log:
Output of “Manage Stake Holder Engagement“ process and used to manage
and follow up issues .
I
Issue
No
Issue
Date
Added
Raised
By
Person
Assigned
Resolution
Due Date
Status
Date
Resolved
Resolution
43
44. Conflict Management:
TT
A - Conflict Sources:
1- Schedule 2- Project Priorities 3- Technical Opinions
4- Resources 5- Administrative Procedures 6- Cost
7- Personality األخيرة هى الشخصية ان وتذكر أربعة أول تذكر
B - Conflict Properties:
1. Conflict is natural and inevitable
2. Conflict is consequence of organizational interaction
3. Conflict resolution needs openness
4. Conflict resolution should focus on issues not personalities
5. Conflict resolution should focus on present not past
44
45. Conflict Management:
TT
C - Conflict Avoiding Techniques:
1- Ground Rules 2- Role Definition 3- Communication Planning
4- Inform team of project objectives, constraints, charter
5- Make work assignments interesting and challenging
D - Resolution Responsibility:
1. Conflict is best resolved by those involved in the conflict
2. If conflict escalate, project manager should help facilitate satisfactory
resolution.
3. If disruptive conflict continues, formal procedures should be used including
disciplinary actions. إجراءات
تأديبية
45
47. Interpersonal Skills: مهارات
التعامل
مع
اآلخرين
TT
A. Powers of project manager:
1. Formal (Legitimate)
2. Reward
3. Penalty (Coercive)
4. Expert
5. Referent
Notes:
• Best powers are Expert and Reward. The worst is Penalty.
• Powers derived from PM position are Formal, Reward, and Penalty
• Power earned on your own is Expert
47
48. Interpersonal Skills: مهارات
التعامل
مع
اآلخرين
TT
B. Management and Leadership Styles:
• At the beginning of project use directing styles.
• At the project execution use coaching, facilitating, and supporting.
1. Directing
2. Facilitating
3. Coaching:
4. Supporting
5. Autocratic
6. Consultative
7. Consultative- Autocratic
8. Consensus
48
9. Delegation
10.Bureaucratic
11.Charismatic
12.Democratic (Participative)
13.Laissez-Faire
14.Analytical
15.Driver
16.Influencing
49. Problem Solving Method:
Theories
A. Expectancy Theory
B. Perquisites (Perks)
C. Fringe Benefits
D. David McClelland's Theory of Needs
E. Herzberg’s Theory:
49
1- Rita states researches’v found PM’s spend 90% of their times communicating
2- How mu do we spend planning & managing communications
3- What: reports, issues, doc, news, parties, plans, baselines, LL, risks, assignments, changes, contatcts
4- How: Email, phone, meetings, sharefolder, F-F, video conferencing, Instant messages, Whatsapp
5- Communications is concerned with all other Processes & should be implemented well for other areas to work well
6- good comm inc. ensuring e/one is inovlved all the time esp ket SH’s to ensure a proactive approach to problems, changes & issues
7- It’s good to document a co. project comm/reporting plan (PMO’s role)
9- This follow the typical work model of plan-do-check-adjust
10- Comm & SH have overlapping for the comm required for SH’s, though SH has other areas like interests, influnce & required involvement
A joke but shows real miscommunication throughout the time but with evolved method
1- How to store, maintain, distribute & retrieve info
2- information & comm needs of the SH’s
3- What, who, when
These topics are important to be analyzed for the best comm plan, for ex: what is the best model for a SH
1- Done with stakeholder’s comm req
2- message should be cleared & assured to be delivered
3- Multiple methods of communication
4- Factors like location, cultuure, security, privacy, language should be analysed
5- SH’s comm based on needs & intersts
6- System for storing, maintaining & retrieving proj info
7- Esclation mechanism & comm constraints like legalization
Types
1- Group exercise
2- One answer per group
1- Group exercise
2- One answer per group
1- Paralingual: body language
2- Nonverbal: tone
3- PM should look for all indicators pointing to expected issues
4- we don’t think scientifically
5- Noise can be also culture, language,….(called also blockers)
6- Coo baiscs is good for individual interaction also
7- Email/phone, how quick, confidentality, mail for real attention
Make a guess & provide examples
1- About meeting: set up meeting roles: you know: time, agenda sent/stick, time limits, MoM, not too often, right people
2- During my experience: meeting were held without key persons (sales engineer in a project HO meeting)
3- Do I need FB
4-
1- Two ways
2- PM is included
On board excercise
Show the form
Manage comm as planned & ask for any FB
What are communication blockers?
What are communication blockers?
1- Not only schedule
2- The objective of the report is crucial
Reports can be combined
Planned efficiency measures checked (data provided from executing then interpreted to inf & compared to the plan); adjustments is made once required
All control process have data in input & information as o/p (processed/measured/compared/interpreted)
There is such a flow diagram for every process
Again
We check what we do according to plan & adjust plan/do accordingly if needed
1- Think about it for a minute
2- Ask two questions
1- Think about it for a minute
2- Ask two questions
