OBJECTIVESDescribe the execution phaseDescribe the procurement processDiscuss the delivery of a definative cost estimateDe...
Describing                                           execution                                             phase          ...
PROCUREMENT PROCESS Draw up bill of                           Enter into budget                          Obtain quotes   q...
HUMAN RESOURCE MANAGEMENTA TEAM IS:-“Two or more people working together”Project managers MUST:- Coach, lead, motivate, r...
PURPOSE OF A TEAMWork can be performed more efficiently by a team than by individualsBALANCING THE NEEDS OF THE ORGANISATI...
FORMING A TEAM Various factors influence group dynamics, problems  can be avoided by acknowledging these factors:-      ...
STAGES OF TEAM DEVELOPMENTFORMING   STORMING       NORMING   PERFORMING                 ADJOURNING
CHARACTERISTICS OF SUCCESSFUL TEAMS   No place for on-going feuds   Members respect each other   A willingness to lead...
LEADERSHIP QUALITIESIdentify 10 qualities you think leaders should possess
LEADERSHIP INSTINCTShow 4 x videos
PROBLEM SOLVING & CONFLICT RESOLUTIONSolution should constructive rather than destructiveCan lead to new ideas and improve...
GROUP EXERCISE   Provide a suitable scenario of the different conflict resolution techniques. One   paragraph case study p...
MOTIVATIONAL THEORYHERTZBERG’S MOTIVATION-HYGIENE THEORYHygiene factors and motivation factorsHygiene factors do not motiv...
REWARD SYSTEMSHertberg’s theory - salary alone not sufficient to ensure a  motivated workforceRead case study page 134Numb...
CULTURE AS A DRIVER OF CHANGE• Culture – customs or the accepted way  of doing things• Repeat patterns that we are accusto...
QUALITY MANAGEMENTQuality M/ment lecture slides and videos
PROJECT CONTROL- WASTE OF TIME PLANNNING IF YOU  FAIL TO EXERCISE CONTROL OVER  IMPLEMENTATION- TEAM MUST UNDERSTAND AND  ...
BASELINESee graphic 4C page 138- Is the approved project plan- MSProject – Tools, tracking, Save  baseline- To show baseli...
ACTUAL & VARIANCE-   Projects rarely (if ever) happen exactly as planned-   Scheduling changes made, tasks are delayed and...
COMMUNICATING WITH STAKEHOLDERSSTATUS REPORTS3 COMMUNICATION PROTOCOLS BETWEEN PM ANDPROJECT STAKEHOLDERS:-STATUS REPORTS-...
COMMUNICATING WITH STAKEHOLDERSSTATUS REPORTS3 COMMUNICATION PROTOCOLS BETWEEN PM ANDPROJECT STAKEHOLDERS:-PROGRESS REPORT...
FORECASTS- Number of tools available to perform forecassts- We will use MSProject- Forecasts are predictions of future sta...
SCOPE CREEP-   Clients ask for lots of small extras during course of project-   Clients usually want as much as possible w...
INDIVIDUAL EXERCISE1. What do you think the characteristics of a successful team are?2. Draw a diagram to illustrate the s...
Lu 4   The Execution Phase lectures
Upcoming SlideShare
Loading in …5
×

Lu 4 The Execution Phase lectures

1,133 views

Published on

Learning Unit 4 - The Execution Phase

Published in: Education, Business, Technology
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
1,133
On SlideShare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
16
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Lu 4 The Execution Phase lectures

  1. 1. OBJECTIVESDescribe the execution phaseDescribe the procurement processDiscuss the delivery of a definative cost estimateDescribe human resource management with reference to supervising teams effectivelyDescribe problem solving and conflict resolutionExplain how to use motivational theory in project managementDescribe the concept and application of quality management in project managementDiscuss and apply project controlDescribe and show how to communicate with stakeholdersDescribe the management of scope creep
  2. 2. Describing execution phase Managing Procurement scope creep processCommunicating with Cost estimation stakeholders Quality Project teams management Problem solving Motivation and conflict resolution
  3. 3. PROCUREMENT PROCESS Draw up bill of Enter into budget Obtain quotes quantities sheet Choose Generate Obtain signatures appropriate purchase order supplier Fax purchase Phone supplier Receive order to confirm materials Check against Sign delivery note invoice and PO
  4. 4. HUMAN RESOURCE MANAGEMENTA TEAM IS:-“Two or more people working together”Project managers MUST:- Coach, lead, motivate, reprimand, train, control and optimise a diverse group of people
  5. 5. PURPOSE OF A TEAMWork can be performed more efficiently by a team than by individualsBALANCING THE NEEDS OF THE ORGANISATION WITH THE NEEDS OF THE TEAM AND THE NEEDS OF THE INDIVIDUAL TEAM MEMBERS IS VERY HARD
  6. 6. FORMING A TEAM Various factors influence group dynamics, problems can be avoided by acknowledging these factors:-  Race  Gender  Culture  Levels of training  Competence  Personality traits  Past grudges  Logistics
  7. 7. STAGES OF TEAM DEVELOPMENTFORMING STORMING NORMING PERFORMING ADJOURNING
  8. 8. CHARACTERISTICS OF SUCCESSFUL TEAMS No place for on-going feuds Members respect each other A willingness to lead A willingness to be lead
  9. 9. LEADERSHIP QUALITIESIdentify 10 qualities you think leaders should possess
  10. 10. LEADERSHIP INSTINCTShow 4 x videos
  11. 11. PROBLEM SOLVING & CONFLICT RESOLUTIONSolution should constructive rather than destructiveCan lead to new ideas and improved ways of doing thingsCONFRONTATIONCOMPROMISESMOOTHINGFORCINGWITHDRAWAL
  12. 12. GROUP EXERCISE Provide a suitable scenario of the different conflict resolution techniques. One paragraph case study per technique:-Technique ScenarioConfrontationCompromiseSmoothingWithdrawalForcing
  13. 13. MOTIVATIONAL THEORYHERTZBERG’S MOTIVATION-HYGIENE THEORYHygiene factors and motivation factorsHygiene factors do not motivate an employee e.g. salary, working conditionsMotivation factors motivate employees e.g. growth, interesting workMOTIVATION IS NOT THE OPPOSITE OF BEING DEMOTIVATEDPage 133 of manual
  14. 14. REWARD SYSTEMSHertberg’s theory - salary alone not sufficient to ensure a motivated workforceRead case study page 134Number of different way to reward employees:-List possible methods
  15. 15. CULTURE AS A DRIVER OF CHANGE• Culture – customs or the accepted way of doing things• Repeat patterns that we are accustomed to• Positive and negative behaviour can reoccur• Can instil a new way of accepted practiceREAD CASE STUDY PAGE 135
  16. 16. QUALITY MANAGEMENTQuality M/ment lecture slides and videos
  17. 17. PROJECT CONTROL- WASTE OF TIME PLANNNING IF YOU FAIL TO EXERCISE CONTROL OVER IMPLEMENTATION- TEAM MUST UNDERSTAND AND SUPPORT PLAN
  18. 18. BASELINESee graphic 4C page 138- Is the approved project plan- MSProject – Tools, tracking, Save baseline- To show baseline on Gantt chart, select gantt chart wizard and on formatting bar select baseline format
  19. 19. ACTUAL & VARIANCE- Projects rarely (if ever) happen exactly as planned- Scheduling changes made, tasks are delayed and some activities take less or more time than plannedVARIANCE- DIFFERENCE BETWEEN BASELINE AND ACTUAL- PM has to account for all variances (particularly if they negatively impact project plan)- Be upfront and honest – don’t try to hide issues – they have a habit of coming back and biting you!!!!
  20. 20. COMMUNICATING WITH STAKEHOLDERSSTATUS REPORTS3 COMMUNICATION PROTOCOLS BETWEEN PM ANDPROJECT STAKEHOLDERS:-STATUS REPORTS- Snapshot of the project at a specific point in time. “Where are we now?”- Usually use an MSProject Gantt Chart as format for this report- Activate TRACKING toolbar to mark task progress percentages – see graphic 4E page 140
  21. 21. COMMUNICATING WITH STAKEHOLDERSSTATUS REPORTS3 COMMUNICATION PROTOCOLS BETWEEN PM ANDPROJECT STAKEHOLDERS:-PROGRESS REPORTS- Indicate what has been done in a certain timeframe- Answers the question “What have we achieved between…… and now”- See template 4F page 141
  22. 22. FORECASTS- Number of tools available to perform forecassts- We will use MSProject- Forecasts are predictions of future states of the project- Shows things such as slipped milestones- Can also use MSProject to predict future cashflows
  23. 23. SCOPE CREEP- Clients ask for lots of small extras during course of project- Clients usually want as much as possible whilst paying as little as possible!- Sometimes it is appropriate to provide a “few” free extras – particularly if there is a possibility of more work from the client- HOWEVER a close eye must be kept on this because it IS costing the project money- Handling scope creep is VERY difficult. This is about the PM’s soft management skills.- At the very least all changes, their cost and time implications should be recorded so that documentary evidence can be provided- Ideally get client to sign off any changes where extra is to be charged
  24. 24. INDIVIDUAL EXERCISE1. What do you think the characteristics of a successful team are?2. Draw a diagram to illustrate the stages of team development3. Why is it important to solve conflict between team members?4. List the advantages of being an accredited ISO provider5. Name & explain two (2) different techniques of project controlONE PARAGRAPH PER QUESTION. HAND IN AT THE END OF THE SESSION

×