3. CRISIS MANAGEMENT
SOLUTIONS IN PM
Presentation Structure
1. Introduction
2. Definitions and Initial Approach
3. Conflicts and Solutions
4. Mitigating Measures
5. Conclusion
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4. 1. INTRODUCTION
Project and Programme Management Services:
Presentation By
Leye Agbede
Technical Director
Babtie Group
• Private Limited Company
• £148m turnover in 2002
• Top 5 UK Consultant
• Over 3000 staff World Wide
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5. 2. DEFINITIONS AND INITIAL APPROACH
Crisis Management = Conflict Resolution
Conflict resolution is therefore a kind of gap analysis:
finding root causes that create these gaps and resolving
them. Root causes of a conflict in a project setting are
largely due to flaws in the Project Plan, Process, or
Organisation Culture.
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6. When Conflicts Exists
Options
1. Ignore it and hope it goes away.
2. Leave the area as soon as possible and avoid further
contact.
3. Cover up the problem issues.
4. Step in and take charge of resolving the conflict.
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9. Suggested Solution
• The solution is to appoint an independent Interim Project
Manager with a specific remit to identify root causes and
recommend practical solutions.
• The role of the Interim Manager is to operate within a
Commercial Management Framework.
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10. Definition of Commercial Management
“this is the review, planning, monitoring and control of
projects, with the desired objective of achieving profitability
and effectiveness, using a well designed and tested
Commercial Review process.
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11. Commercial Management Objectives are
• Improve the quality of service delivery by enforcing the
management system procedures. This takes the form of
Commercial Reviews.
• Provide remedial solutions to existing conflicts.
• Create a Project Management Plan which avoids future
system conflicts.
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12. 3. STARTING POINT: Root causes of Conflict
1. Poor Planning, notably
• Incomplete work breakdown structures
• No Project Plan
• Project Strategy not clearly defined
2. Project Priorities
• Existing vs New
3. Poor Resource Management
• Lack of understanding of resource requirements in
relation to project objectives
……continued
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13. 3. Root causes of Conflict……continued
4. Poor Financial Control
5. More emphasis on “technical” rather than Management
aspects of project. Often to do with “comfort zones”
6. Personality Conflicts
7. Cultural Conflicts with new improved systems
“we have always done it this way attitude”
8. Communication breakdown
9. Lack of understanding of Project Management systems
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14. CONFLICT SOLUTIONS
1. Poor Planning Well defined project execution
plan.
2. Project Priorities Resource planning should not be afraid to
refuse work.
3. Poor Resource Management Preparation of a comprehensive
resource schedule – identifying
any gaps to be addressed.
4. Poor Financial Control Outsource financial element or
bring in financial expert or
provide financial training.
5. Emphasis on doing rather than Awareness campaign to educate
managing managers on the difference between
technical and management elements on
project. Further PM training and PM
Systems awareness's must be
provided.
6. Personality Conflicts Understand personality types. A series of
workshops and informal meetings will
facilitate the beginning of a peace process.
It is important to note that different
personalities are beneficial to project.
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15. CONFLICT SOLUTIONS
7. Culture Conflicts Awareness campaign on the importance
of effective Commercial Management on
the quality of service delivery. Important to
emphasise that effective management
leads to no claims on P.I Insurance
Provide training where required.
8. Communication breakdown Prepare Communication Plan identifying
flows of information, meeting timetables,
roles and responsibilities, project
structures etc.
9. Limited understanding of Provide Systems Training
Management Systems
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16. 4. Mitigating Measures:Laying some conflict mitigating
foundations
a. Understand personality types and Group dynamics
• Understand the personality mix in the Project team and
try to identify “hot spots”, the places in the
relationship matrix where clashes may occur.
• Can use a number of personality modelling and typing
methods such as:
Myers – Bridges Type Indicator
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17. b. Create an Open Communication Plan
- Create a climate of openness and trust, where people speak their
minds and contribute their thoughts
- Encourage and exchange in feedback and exchange of thoughts
- “No Hidden Agendas”
- Identify and resolve any possible issues before they become
serious conflicts
- Communicate objectives to team in an informal, two-way
Communication
- Create a record of meetings/communication issues accessible to
all
- Conduct “spontaneous” one on ones with all members of the
team. Taking a serious interest in what they are doing. Ask
them about their work, get them talking, find how they feel about
their work, not just where they are on schedule.
……continued
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18. ……continued
- Review performance against goals regularly, but don’t
always do it formally.
- Give credit to team members for contributing good ideas to the
project.
* NOTE:~ That 1st step of Conflict resolution is perceiving that a
Conflict exists. The level and quality of Communication in
your project is a vital part of the decision process.
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19. c. Prepare for Culture Difference
How to mitigate Culture Differences
- Face to face social contact. Get members together as often as
possible, if they are really spread out get them together at least
once, preferably at the beginning of the project. Put them in a
setting where you can all get to know each other, attach faces to
voices, and explode some cultural myths and mysteries.
- Where possible you may put your team through a Culture
Awareness Course.
- As part of leadership training, Project Managers could go on
courses designed to improve general Culture Literary.
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20. 5. CONCLUSION
“Failing to plan, is to plan to fail”
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