7 beacons of management

Guruttam.com +91-984-091-0400 © K Srikanth, PMP 1
7 Beacons of Management
A non-exhaustive essentials
Management Program

7 Beacons
7 Beacons of Management
Executive Presence
Project planning & Tracking
Building and mentoring
Productivity management
Management Status reporting
Troubleshooting & Root cause Analysis
Performance management

Objectives
• Understand leadership qualities of a manager
• Ensure plans and objectives are fulfilled
• Importance of interpersonal skills
• Know right thing to do & do it the right way

Problems and Help
• People problems are generally subjective in nature
• Subjective terms are difficult to understand and measure
• Human problems are best solved ideally by Humans
• Subjective terms are decoded through “Magnifiers” -
objective statements , measures , approaches etc
• “Magnifiers” may supplement or complement in the form of
Technology, Data, Research (QQ ) analysis
• “Magnifiers” may also reduce human errors, bias or conflicts

Thought Process
• Data, tools, techniques, knowledge are good
things to have
• Innovation and standards are continuous
improvements to do things better
• Context and Content aware application bring out
the best of a manager
• Call it common sense or emotional intelligence
• Lead and Develop by practice

Session Pointers
• Leadership styles, attributes
• Multiple PM knowledge areas*
• Goals and traceability (SMART Objectives, GQM, RTM)
• Data, quality metrics, collection methods
• Team development, discipline and support
• Priorities, decision, collaborate, motivation^
• Stakeholder communications, Lean and essential meetings
• Problem solving, CoQ, fault tree analysis, 7QCs
• Performance excellence, measurement^, appraisals
* Integrated approach, ^ Conflict possibility

Executive Presence
Why it is so important ?
What manager should look for ?
What are some examples?
What are some essentials?
What happens if it is ignored ?

Executive Presence
• Why it is so important ?
– Leadership qualities vital to success
– To manage uncertainties
– To manage resources effectively and efficiently
– To be resourceful
– To guide, empower, trust and take the team along
– Gravitas (68%, How one acts), Communicate
(28%, How one speaks), appearance(5%)

Executive Presence
• What manager should look for ?

Executive Presence
• What are some examples ?
– Dignity: "We are here in the temple of democracy.
We will work with all purity... not for the
designation, but for the people of the country.
Work and responsibility are the biggest things"

Executive Presence
• Transactional
• Transformational
• Authoritative / Autocratic
• Participative/ Democratic
• Delegation
• Situational
Leadership Style

Executive Presence
• What are few examples ?
-5
-4
-3
-2
-1
0
1
M1
M2
M3
M4
Willing - -
Tech - -
Willing++
Tech - -
Willing - -
Tech ++
Telling
Continuous
Instruction
Selling
Push to
Buy-in
Participating
Team raise
Less direction
Delegate
Less involved
Decision
offloaded
PS: M = maturity level of member
Willing++
Tech++

Executive Presence
• What are some essentials?
– Human element - e.g. Behavioral science
– Emotional Intelligence e.g. Self-aware
– Attributes
– Styles
– Values

Executive Presence
• What happens if it is ignored ?
– Conflicts, Directionless, Low morale,
– Gossips, Negativity, Team failure
– Attrition
– Project failure
– Goals missed, Vision blurred

– Translating vision and goals to project objectives
– Define subjective things to objectives terms
– Set strategies to achieve defined objectives
– Validate progress is in right direction
– Validate deliverables are built rightly
– Help decision makers initiate relevant actions

– Project plans, life cycle governance
– Identify need for “controls” (if any)
– Configuration management system
– Records management system
– Requirement Traceability
– Meeting, Daily Scrum, Board, W.i.P
– Data Collection (Product, Process)
Management
Supervisor
Workforce
Automated

Scope Time Cost Quality
Procurement Resource Communications Compliance
Knowledge Safety Security Others..

– Traceability Matrix
Project Name: Description: Cost Center:
RTM
ID
User Stories (Req. Title ,
Business - Need, Goals,
Objectives, Opportunity)
Project
Objectives
WBS
Deliverables
Product
Design
Product
Work
Product Test
cases
1008
2293

– Agile Boards
– Product Backlogs
– Sprint Backlogs
– Sprint Velocity
(Throughput)

• Variables
– Independent – Dependent Causes or Effect Trigger
– Dependent – Observable Effect
– Control – Constants
• Hypothesis
– If ---This--- Done , Then ---This--- Happens
In an experiment or system under study changes to one variable cause
something else to vary in a predictable way. (e.g. DOE, Sensitive
analysis, Cause Effect Analysis). Make sure to record the hypothesis.

Continuous e.g. Histogram
Variables
Qualitative
Categorical /
Nominal
Ordinal / Interval
Quantitative
Discrete
(Counts/ Integer)
Continuous
(Measurements)
Discrete e.g. Frequency Distribution, Bar chart, Pareto chart
(Tom, Dick, Harry)
(V.I.B.G.Y.O.R)
(True or False)
(Yes, No, Cant say)
(V.Bad, Bad, Good, V.Good)
(No. of parts / staff) (Length of wire used / day,
location distance from shop,
height of staff )

Hypothesis
Type 1 is the error of rejecting a true null hypothesis (H0)
Type 2 is the error of accepting a true null hypothesis (H0)
Example, Ho, with a null hypothesis of a product being well-made)
• A false positive (alpha – Type 1 error) discards a product, which is actually well-
made, while
• A false negative (beta – Type 2 error) stamps a broken product as operational.
An alternative hypothesis is the negation of null hypothesis
Consequences of type I (Over controlling)and type II (Under controlling) errors
A false positive – Tendency To Panic that that things are wrong
A false negative – Tendency To Assume that things are right
Refer: EVM , Variance Analysis, Assumption Analysis in PMPGURU

– Data Collection methods (no single or best way)
Types Sub types Caution
Surveys Census Time
consuming
Sampling Bias
Experiments Controls groups
& treatments
Bias
Observational
study
Abuse
Research Methods
Qualitative •Doc Review
•In-depth review
•Observation methods
•Open Ended Interview Qs
Quantitative •Survey with Closed-ended Qs
•Closed-ended Interview Qs
•Clinical exp.
•Information systems,
•Observing, Counting, recording
E.g. Interviews Face, Telephone, Electronic
E.g. Questionnaires Paper(Truthful but low response rate), Internet (large but limited time &
access)

Independent
Variable
Dependent
Variable
Control/Constants
New and Old Staff Finding defects – per
hour
Same Product Types and
Test Methods
Valve Openings - quarter
open, half open, fully
open
Liquid Flow – Litre /
Minutes
Liquid Pressure to
remain constant
For every hour Gas consumed for
fabrication
Same mm pipe used
Same pipe type
Supervisor Presence Assembling Productivity Same time
Same staff
Same line
Place your independent variable on the x-axis of your graph and the dependent variable on the y-
axis. (Related Scatter Diagram )

– Linking to goals
– PMO or organizational guideline
– Management maturity
– Knowledge management
– Work and soft skills
– Variables, data , collection methods
– Metrics, measurement and controls

– Chaos
– Product or delivery failure
– Unable to achieve goals
– Project management failure
– Stakeholder expectation mismanaged

Team building and mentoring

– A team is only as strong as its weakest player
(cautioning stance)
– Every member has some problem but only a team
can outwit them(motivational stance)
– It is an opportunity to shape or learn with great
minds
– It is about lasting relationship, open culture and
work ethics

– Build motivated team
• Answer challenges, lend opportunities
• Build culture of trust, transparency, talents(3Ts)
• Lead and inspire to raise
– Training (plan/ad hoc), Mentoring or Coaching
– Offer strong support and gentle reminders
– Demonstrate and nurture discipline
– Encourage interaction and positivity

• Interpersonal skills/Behavioral competency
– Communication
– EI/EQ (self and social aware, self and relationship manage)
– Conflict or problem resolution (using above 2 as well)
– Group facilitation
– Negotiations,
– Influencing, Collaborate and Cooperation
– Team building activities (e.g. Tuchman ladder-FSNPA),
• Ground rules, Team-privacy/War room,
• Recognition and rewards
• Assessment tools to help build better team

• What are some examples?
– A welcome card from team to a new member
– A paid leave as a recognition of great contribution
– A positive feedback during appraisal
– A private discussion for mending wrong
– A due notice for erring staff
– A role play or job rotation

– Training, Mentoring, Coaching help team building
– Training (mostly technical skills) is shorter duration.
Also ad hoc(behavioral correction)
– Mentoring (informal or formal, organization culture )
• HR - Identify interest, Design program to cultural fit, Match-
making, Outline expectations and benefits, Periodical
evaluation
• Self – Assess relationship ::functional inventory, set goals for
identified gaps, focus on cultivating relationships(render
help then seek), seek opportunities to maintain contact,
build mentoring networking (varied functionaries)*
- Audrey J Murell

– Performance Appraisals and team building
Success path Failure mode
•Simple
•Explained
•Custom-fit
•Valid(metric-fit)
•Reliable(consistent)
•Timed
•Constructive
•Effective outcome
•Democratic
•Unclear
•Rigid or lenient
•Biases (central tendency or
Avg. rating , personal (difference
influences), Halo effect,
Recency, length of service)
•Competitive appraiser

• What are some essentials ?
– Mentee may need multiple relationships
– Mentor provides opportunity setting
• Facilitate career growth
• As a coach* to effectively upgrade skills, performances
• Protects from influential negatives
• Promote about you allowing to gain visibility
• Act as a role model to lean upon needful information
• Vouches for others’ acceptance
• As a counselor across work-life
Socratic Hands-On Intervention Guiding
Ask lot of
Qs
Shows a way, leaving
rest with the doer
Intervenes at right
time to perform
Constantly reminds to
follow the guide

– Manager – Team member disconnect
– No focused career development
– Unpredictable & uncontrollable behaviors
– Confidence drop and trust deficit widen
– High Attrition

What are some examples ?

– Help understand tangible and intangible gains
– Help understand effectiveness and efficiency
– Help understand siblings Throughput, Cycle time
– Help improve productivity
• Help adjust ‘go no-go’ inputs
• Help fine tuning system or process
• Help set reality or target output expectation
– Help decision makers initiate relevant actions

– PMO or organizational guidelines
– Organizational and project goals
– Process approach(tangible gains -TG, quantifiable
factors) of productivity
– People approach (Intangible gains-IG, subjective
factors) of productivity
– Use Process and People approach complementing
– Multi-tasking likely reduce to productivity*
– Subject to environment factors guided by process in
place or process definition.
*O-aggregation of product / services, I-in terms of availability

– Tangible Gain (Process) approach
Time, Set of Inputs, Set of outputs, Environment
> Productivity(P)=O/I = Effectiveness / Efficiency
> Productivity change = p(2)-p(1))/p(1) for between recordings
> Productivity change % = Productivity Change x 100
> Throughput(T)=O/Given Time = Rate of production or velocity
> Cycle Time(C) = (Consumed Time)/T
- Intangible Gain (People) approach
People oriented – General management and Interpersonal skills

Performance (Way a work is done)
e.g. a quick, clean, pleasant, zero-waste painting of a Drawing room
Throughput (Rate at which work is done)
e.g. 2 hour per wall painting
Productivity (Efficacy of doing the work)
e.g. a Drawing room painting / (2 people, 20 liters, Rs.200 )

– Effectiveness is how well an output able to serve
– Efficiency is how well one or more input is used
– CoQ, Process analysis and innovations can help
– 6S, Lean, Kanban, TOC, Kaizen, Baldrige, EFQM can
help
– E.g. Suggestion Step(SS) is Kaizen way of
continuous improvement in little way
PS: Some of them support higher level of operation and business needs such as excellence

– Avoid Procrastination
• Identify and Lists reasons for procrastination
• Reasons could be fear, assumptions, prejudice, etc
• Notice its frequency and find biases
• Identify as Threat or Weakness
• Chart a action plan to resolve or get a buddy to help
• Choose one or more to resolve and set timeframes

McGregor’s Theory of X and Y
Expectation Theory Z
X – No Trust on subordinates, Micro management
Y – Trust subordinates, Macro management
People will work in relation to the expected
reward of the work. If the award attracts as
expected then they will work E.g. Perks,
Fringe benefits, bonus, dividends
Herzberg’s theory of motivation
Ouchy's Theory Z
Hygiene agents e.g. safe working
conditions, a sense of belonging, civil
working relationships
Motivating agents - responsibility,
appreciation of work, recognition, the
chance to excel, education
Participative management style
- workers are motivated by a sense of
commitment, opportunity, and
advancement
Self Actualization
Esteem
Social
Safety
Physiological
Maslow’s Theory

1 2 3 4 5
P = CP-O/CP-I 0.77 1.54 1.54 1.62 0.69
Change 0 2 1 1.05 0.43
0.00
0.50
1.00
1.50
2.00
2.50
PandP-Change
Productivity - P
Static & Dynamic graph
Tip: P typically
progressive
Tip: Constant
negative trend
productivity change
(performance)
indicate issues
unattended

1 2 3 4 5
O-Produce 10 14 12 6 6
L-Labor 5 5 5 5 3
Partial ( O/L) 2 2.8 2.4 1.2 2
0
2
4
6
8
10
12
14
16
P=O/I
Partial (Single I) P graph
Tip: P typically
progressive
Tip: Productivity
fall despite initial
good pay, likely
motivation issues

1 2 3 4 5
O-Produce 40 45 40 35 42
Multi-I (W+R+EB) 12.5 18.5 14.5 17.1 16.5
P=0/Multi I 3.2 2.4 2.8 2.0 2.5
0
5
10
15
20
25
30
35
40
45
50
P=O/Multi
Multi Input(I) P graph
Tip: P typically
progressive
Tip: Raise in
I(spending) does
not guarantee O
(Produce)

Tip: P typically
progressive
Tip: Raise in
I(spending) does
not guarantee O
(Produce)
1 2 3 4 5
O-Produce 40 45 40 35 42
Total (W+R+EB+M) 14.5 21.5 16 18.3 18
P=O/Total I 2.76 2.09 2.50 1.91 2.33
0
5
10
15
20
25
30
35
40
45
50
P=O/TotalI
Total Input(tradeoff I) P graph

– Working methods, Data collection, Data measures
– Outputs and Inputs
– Stall procrastinations
– Consider People Approach importantly
– Take inputs from Process Approach but do check
on data accuracy
– Reviews and actionable plan

– Product or delivery failure
– Gossips, Negativity, Team failure
– Attrition
– Project failure

Management Status Reporting

Management Status Reporting
– Project and organization wide update and
transparency
– Helps track alignment and insight (goals,
objectives, progress, productivity, performance,
etc)
– Helps sponsors, customers and decision makers

– PMO or organizational guidelines
– Organizational and project goals
– Data quality and timely reporting
– Communications and expectations management
– Compliance requirements – legal, regulatory etc.

– Conventional, Proprietary, Standard reporting
– EVM, Heat map, Burn-down and Burn-up charts

1 2 3 4
5 6 7 8
9 10 11 12
13 14 15 16
Poor
Varying
Consistent
Growing
Excels
Organizational Performance Report
Financials Customers
Business Process
(e.g. Sales)
Learn & Grow
• Budget
• P & L
• Ratios
• Others
• Relations
• Prospects
• Feedback
• Referrals
• Misc.
• Lead / Closure errors
• Refine Sales Process
• Refine Pricing
• Misc.
• Samples

– Data collection, compilation and reporting
– Reporting system
– Reviews and actionable plan

– Project failure
– Treated unethical of a manager

– To resolve issues
– To contain issues that may otherwise derail
project goodies
– To correct issues to help achieve desired quality
– Problem is a reality and so equally is the solution

Project Failures

Problem
Statement
Machine
Measurement
Material
Environment
Method
Personnel
EFFECT CAUSE (6 causes)
Methods Approach for identifying cause
Random Take all 6 causes for analysis at same time
Systematic Focus one category at a time in descending order of importance
Process analysis Analysis of each process items in flow
1.
2. Team
3.
State ItBrainstorming,
Pareto, CC,
Histogram etc
inputs
4. Specify Categories
5. Identify cause

– Job and interpersonal skills
– Explorer mindset
– Quality conscious

– Poor quality
– Project failure
– Treated unethical of a manager

Performance Management

– To attain business maturity and excellence
– To attain process maturity and excellence
– To attain management maturity and excellence
– Improve profitability and productivity
– To guide and seek continuous improvement

– Performances : Leadership, Process, Product,
People …
– Cost, quality, speed, delivery and flexibility etc
– How things are efficiently made
– How things are effectively produced
– What data should be considered?
– Data collection methods

Identify
• Goals
• Areas of Performance
• Org, Ops, People, Partner,
Customer
• Standards
Plan
• Areas
• Knowledge
• Levels & Key Indicators
• Measure and Methods
Implement
• Collect
• Collate
• Relate
• Compile
Improve
• Evaluate
• Lessons
• Feedback

– The Performance Pyramid
– Goal Question Metric
– Balanced Scorecard (BSC)
– EFQM Excellence Model
– Baldrige Performance Excellence
– SPRING Business Excellence
– TOC
Links strategy and operations by
translating strategic objectives
from top down to practical
metrics
Fin-Cust-Proc-L&Growth,
Chain of cause-and-effect
relationships among objectives,
activities and results
Assess whether they
are on “the path of
excellence.”

– The Performance Pyramid

Goals
MetricsQuestions
– Goal Question Metric
E.g. Evaluate effectiveness of Estimation methods
Who is using PERT estimate?
Managers
- Product
- Test
Experience of Estimators
- Year as Managers
- No of similar projects
What is the basis of estimates ?
Project
- Scope
- Cost
- Schedule
What is the basis of accuracy? Variances
- Cost
- Schedule

– Observations and Perceptions may introduce
biases (Type1 or Type 2 errors)
Stereotyping Social Projection Halo

Measurement Methods Comments
Checklist (Behavioural , Weighted) , Essay, Cost-
Accounting, Critical Incident, Field review,
Forced (Choice, Distribution), Group Rating
Scale, Comparison(Paired , Ranking), etc
Past-current trend
360 Degree Review
Assessment Centres
Management by Objectives,
Psychological Appraisals
Recent-Future trend
Watch out for subjective input biases Time consumption, generalization etc.

PS: May try to emulate such BE/PE model for Management Status reportReferences : EFQM.org

– Manages and retains talent
– Involves mgr. in recruitment
– Provide L & D opportunity
– Conducive work environ.
– Reinforce desired behavior
– Rewards and recognition
– Expectations communicated
References : spring.gov.sg

Baldrige - Category 5 (Workforce Focus) addresses key workforce practices—those
directed toward creating and maintaining a high‐performance work environment and
toward engaging your workforce to enable it and your organization to adapt to change
and to succeed.
5.1, Workforce Environment, asks about your workforce capability and capacity
needs, how you meet those needs to accomplish your organization’s work, and how
you ensure a supportive work climate. The aim is to build an effective environment for
accomplishing your work and supporting your workforce.
5.2, Workforce Engagement, asks about your organization’s systems for managing
workforce performance and developing your workforce members to enable and
encourage all workforce members to contribute effectively and to the best of their
ability. These systems are intended to foster high performance, to address your core
competencies, and to help accomplish your action plans and ensure organizational
sustainability.
References : baldrigepe.org

What is a KPI?
KPI’s are performance measures that indicate progress toward a desirable
outcome. Strategic KPIs monitor the implementation and effectiveness of an
organization's strategies, determine the gap between actual and targeted
performance and determine organization effectiveness and operational
efficiency.
Good KPIs:
•Provide an objective way to see if our strategy is working
•Offer a comparison that gauges the degree of performance change over time
•Focus employees' attention on what matters most to success
•Allow measurement of accomplishments, not just of the work that is performed
•Provide a common language for communication
•Help reduce intangible uncertainty
•Are valid, to ensure measurement of the right things
•Are verifiable, to ensure data collection accuracy
References : Balancedscrorecard.org

Customer
satisfaction
• Competitive
pricing
• Fast delivery
• Detail info.
• Friendly
• Low-cost
shipping
• Product
selection
• …
Employee
satisfaction
• Good salary
• WL balance
• Job security
• Right tools to
do the job
• Growth
opportunities
• Decision
making
• …
Vendor
satisfaction
• Timely
payment
• Easy to do
business
• Courteous
• …
Shareholder
satisfaction
• Grow the
business
• Net income
• Legal
compliance
• …

Performance
Management
Sales
Performance
Goals
Planned
1 2 3 4
5 6 7 8
9 10 11 12
13 14 15 16*
16* - Closure
ManagedMeasured
Goals
Achieved
My Functional Processes: e.g. Sales
Attribute Examples:
Contacts (Identify Prospect), Industry (Identify Prospect), New Offers (Make a Pitch),
Negotiation Handling (Discuss Proposals), Target Achieved (Orders)

Poor
Varying
Consistent
Growing
Excels
1 2 3 4
5 6 7 8
9 10 11 12
13 14 15 16

Poor
Varying
Consistent
Growing
Excels
1 2 3 4
5 6 7 8
9 10 11 12
13 14 15 16
Consistently excels beyond target and brings new orders
Consistent in performance and shows occasional new orders
Consistently performs in achieving the target set
Consistency is occasional in achieving target set
Consistently achieves below or does not achieve target set
1 x
-1 x
1.5 x
-1.5 x
Scale
Difference
Metric: E.g. Target Achieved

1 2 3 4
5 6 7 8
9 10 11 12
13 14 15 16
Poor
Varying
Consistent
Growing
Excels
Organizational Performance Report
Financials Customers
Business Process
(e.g. Sales)
Learn & Grow
• Budget
• P & L
• Ratios
• Others
• Relations
• Prospects
• Feedback
• Referrals
• Misc.
• Lead / Closure errors
• Refine Sales Process
• Refine Pricing
• Misc.
• Samples

Starting Progressing Advanced Excel
Little thought has been given to
how our work systems and jobs
are designed to encourage
individual initiative, innovation,
rapid response, co-operation
and communication. We do not
formally assess our training and
education needs
Some of our work systems and
jobs are designed to encourage
and effective communication.
of our employees training and
education needs are assessed
and acted upon but the system
is not strongly aligned to our
strategy and the future needs
of our organisation.
Most of our work systems and
jobs are designed to encourage
Most of our employees training
and education needs are
assessed and acted upon in
order to develop their
knowledge, skills and
capabilities to meet the current
and future needs of our
organisation.
Our work systems and jobs
throughout our organisation are
designed to encourage
All of our employees training
and education needs are
regularly assessed and acted
upon in order to develop their
knowledge, and capabilities to
meet the current and future
needs of our organisation. Our
workforce focus approach is
regularly reviewed for
effectiveness.
Reference: baldrigepe.org

– Goals, Objectives, Focus
– Linkage Metrics, Measurement, Indicators
– Performance system
– Continuous improvement

– Excellence model items* suffer setback
– Negative project performance
– Failed project and organization excellence
– Improvement setbacks
*Leadership, strategy, people, customer, partners, process, knowledge, results,

Q & A
Feel free to email on any clarifications or concerns to guruttam@gmail.com
+91-984-091-0400

Note
• Please note contents are prescriptive in nature
• Any third-party references are for illustration purpose only
• The training content provided are © K Srikanth, PMP not transferable

7 beacons of management

Recommended

Recommended

More Related Content

Similar to 7 beacons of management

Similar to 7 beacons of management (20)

Recently uploaded

Recently uploaded (17)

7 beacons of management

Editor's Notes