4. Audiences
Prerequisites
Knowledge of the product
Information that will be conveyed
Identify target audience
Set objectives and goals
Engagement
5. Audiences
Internal (people inside your organization)
This includes the upper management, project managers, team member
External (people outside your organization)
This includes clients, collaborators, vendors & suppliers and regulators
End users
Info and feed back from the end users is critical for the project success
Product support
This includes support before and after completion of the project
6. Category Subcategory Audiences
Internal Upper management
Executive oversight committee, vice
president of sales and marketing, vice
president of operations, vice president
of administration
Team members
Customer service representative,
community relations representative,
administrative assistant
External Clients, customers
Donors from prior years, potential
donors
Regulatory agencies Local Board of Health
Vendors, contractors
Nurses in attendance, foodservice
provider, landlord of the facility
7. Case study for Audiences
Has stores in 13 countries
Changes products according to market
8. Stakeholders
Project management
The people who are responsible for decision making
Team
The people who will execute the tasks
Sponsors
Financial and other support involved in the project
End users
9. Typical Stakeholders in a Project
Project leader
Senior management
Team members
Customer
Resource managers
Project user group
Product testers
Subcontractors and vendors
Consultants to the project
10. Stakeholders
Defining the stakeholders
Direct or indirect involvement
Positive or negative involvement
Impact of the project on the stakeholder
Influence the stakeholder has on the team and project
11.
12. Internal Stakeholders
Sponsor
An internal customer or client A project team
portfolio manager
Management
External Stakeholders
end user of project’s outcome
Suppliers
Subcontractors
The government
Local communities
14. Leadership
Communication
ability to deliver and recieve, excellent communication
Vision
capability to visualise the project and sharing
Attitude
maintaining positive attitide,being commited
Integrity
gaining trusts within the team
Decision making
having a collective information and taking decisions wisley
15. Qualities of a good leader
Excellent communication and interpersonal skills
The ability to inspire others
Positive attitude and enthusiasm
Integrity
Competence
Cool, calm disposition
Problem solver
Team builder
Excellent delegator
Excellent decision maker
19. Leader ship case study
Sam Walton
Grew up in a farm
Founded Walmart
20.
21. Teams
two or more individuals pursuing a same goal
interacting and linking resources for the same aim
coordination of strength of individuals to achieve a common goal
22. How to build an effective Team
team cohesion
bringing togetherness,bonds linking to each other
confidence building
treatmnet towards employees, supportive,embrace failure
morale
recognising individual success,confront frustrations,communication
cross team communication
teams of differnt departments communicating to solve a common goal
23. tuckman's model of team
development
source based on information in (Chiocchio, Kelloway & Hobbs 2015)
24. DEFINING ELEMENTS
Forming
clearing aims and tasks to be done
storming
team conflicts,role competition
norming
understanding goal,mutual appreciation,progress
performing
success, no trust issues,excellent coordination
25. case study of ups
volunteering
ups funds global volunteering week
is held over 200 countries
is contributed by 27,000 employees
staff will get a chance to get along
Source: Mcshane &Von Glinow 2013.p.264
27. Motivation:
• motivation is the want,desire and needs of an individual which eventually directs
them towards a particular behaviour.
• A driving force of an individual which leads towards a direction with an intensity of
a behaviour
28. MASLOW HIERARCHY OF NEEDS :
• has to satisfy lower needs to achieve the higher
achieving the lower eventually becomes the
motivator for the next higher need
• strongest source of motivation are lowest need if un
satisfaied
source based on infromation in (Maslow, A & Lewis 1987)
29. EXPECTANCY THEORY OF
MOTIVATION
level of efforts for desired outcomes
e to p:
• has two extremes
• effort will result in particular level of performance
• Any effort will not result in performance
pto o
• has two extremes
• performance will result in desired outcome
• performance will not effect in the outcome
30. applications to expectancy theory
eto p:
• selection of right people
• clarify roles and objectives
• breaking tasks into segments
p to o:
• record of job performance
• describing rewards based on performances
• rewards for ealrier performances
outcome valence:
• giving the desired rewards
• individualizing rewards
31. CASE STUDY OF SVENSKA HANDELSBANKEN
dosen't believe in budgets and financial targets
decision authority to staffs and managers
distributing mothly report cards
fund management,high risk decisions and systems
are centralised
one third of excess profits to employees(octogonen
foundation)
Source:(McShane & Von Glinow 2013, p. 164)
45. Applications
correctly specify and enhance value
identify the value stream for each product and remove wasted actions
make the product flow without interruptions
let the customer pull value from the producer
pursue perfection
46. conclusion
leadership and governance compass strategic directions
analyzing strength can improve governance and team
to motivate people performance should be valued
47. References
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Ottawa= École de gestion, Université d'Ottawa.
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376-87.
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Xiong, R 2008, 'Leadership in project managment', Georgia Institute of Technology.
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<https://www.simplilearn.com/how-to-control-stakeholder-management-effectively- article>.
49. Cont.
Hellreigel, D, Slocum, JW & Woodman, J 2001, 'Organizational Behaviour', paper presented to The Project Management Information Society, Nov
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'How to Involve Stakeholders in Your Primavera P6 Implementation', 2017.
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(McShane & Von Glinow 2013, p. 164)
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(McShane & Von Glinow 2013, p. 264)