PMI Chennai ChapterAnnual General Body Meeting<br />September 25th, 2011<br />
Project Management - defined<br />“The Application of knowledge, skills, tools and techniques to project activities to mee...
Why projects fail?<br />Nearly 70% of project fails – US Department of Defense<br />In 2006, a $400M purchasing system for...
Why projects fail? – contd.,<br />Weak business case<br />Poor Planning<br />Inability to manage within the triple constra...
Why projects fail? – contd.,<br />Inability to manage within the triple constraints<br />Poor Planning<br />Weak business ...
Big Picture<br />
Big Picture – deep dive<br />Beyond the scope of the project<br />Organizational and Industry level view<br />Case Study: ...
Where should you anchor yourself?<br />Non-repetitive<br />Address the need that must be met for the organization to thriv...
The Lewis model of systems<br />Human<br />Leadership, negotiation, motivation, team building, communication, decision-mak...
Look beyond<br />Common sense tells us that intelligence is being smart in what we do. It is not how well we think, but ho...
Look beyond<br />Common sense tells us that intelligence is being smart in what we do. It is not how well we think, but ho...
What about Good to Great?<br />
What will take me from Good to Great?<br />Good!<br />Core Project Management Skills<br />People Management Skills<br />Li...
Managing Conflict<br />
Conflict defined<br />Conflict exists whenever and where ever there is an incompatibility of cognitions or emotions within...
Conflict Management<br />Avoidance<br />Do nothing; adopt a wait and see attitude. Useful when conflict dies a natural dea...
Conflict Management Contd.,<br />Unilateral power play<br />Behind the scene maneuvers<br />Referral up the chain of comma...
Conflict Management Contd.,<br />Arbitration<br />Third party with power to resolve<br />Other dispute resolution techniqu...
Negotiation<br />
Negotiation<br />The Process of two or more parties working together to arrive at a mutually acceptable resolution of one ...
Negotiation Contd.,<br />Understand the positions<br />Never approach to crush the opposition<br />My way or Highway Vs. I...
Negotiation contd.,<br />Four Phases of negotiations<br />Preparation<br />Sharing<br />Bargaining (haggling)<br />Closing...
Manage Change<br />
Manage Change<br />A discipline which can support a project or an organization in successfully transitioning from a sun-op...
Why manage Change?<br />To help projects/programs/organizations achieve its objectives which cannot be met with the curren...
Effects of Change<br />Enhanced Processes and procedures<br />Improved Systems<br />Amended infrastructure<br />An innovat...
Thank you!<br />Ketharinath Kamalanathankknath@hotmail.com98416 32251<br />
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Skills to take you from good to great PmiCC AGM 2011

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  • Skills to take you from good to great PmiCC AGM 2011

    1. 1. PMI Chennai ChapterAnnual General Body Meeting<br />September 25th, 2011<br />
    2. 2. Project Management - defined<br />“The Application of knowledge, skills, tools and techniques to project activities to meet the project requirements” – PMI<br />Knowledge, Tools and techniques matter<br />Hammer and saw don’t make someone a carpenter<br />Nor does mastery of technical skills ensure success<br />Think out side the box<br />
    3. 3. Why projects fail?<br />Nearly 70% of project fails – US Department of Defense<br />In 2006, a $400M purchasing system for Ford Motor Company was simply abandoned<br />Software errors in a UK Inland Revenue System resulted in a $3.45B tax credit over payment<br />The infamous automated baggage system in Denver International Airport - $250M - abandoned<br />
    4. 4. Why projects fail? – contd.,<br />Weak business case<br />Poor Planning<br />Inability to manage within the triple constraints<br />Inattention to Human Aspects<br />
    5. 5. Why projects fail? – contd.,<br />Inability to manage within the triple constraints<br />Poor Planning<br />Weak business case<br />Inability of the Project Manager to <br />CONNECT<br />See the big picture<br />Resolve Conflict<br />Negotiate<br />Manage Change<br />
    6. 6. Big Picture<br />
    7. 7. Big Picture – deep dive<br />Beyond the scope of the project<br />Organizational and Industry level view<br />Case Study: United Nations Africa Clean up Project<br />Connect project scope to Organizational strategy<br />Communicate the scope to all stakeholders<br />Clear Vision and Mission<br />The proper way to reduce variability of behavior is to have a clear vision – James P. Lewis, Project Leadership<br />
    8. 8. Where should you anchor yourself?<br />Non-repetitive<br />Address the need that must be met for the organization to thrive in the competitive environment<br />LEASDERSHIP skills is mandatory<br />Leadership -> (People skills) + x + y + z<br />Task<br />Follower<br />Leader<br />
    9. 9. The Lewis model of systems<br />Human<br />Leadership, negotiation, motivation, team building, communication, decision-making<br />Culture<br />Beliefs<br />Attitudes<br />Behaviors<br />Tradition<br />
    10. 10. Look beyond<br />Common sense tells us that intelligence is being smart in what we do. It is not how well we think, but how well we act in a given role.<br />How many of you aspire to be like someone in your organization/company (or in other company)?<br />
    11. 11. Look beyond<br />Common sense tells us that intelligence is being smart in what we do. It is not how well we think, but how well we act in a given role.<br />How many of you aspire to be like someone in your organization/company (or in other company)?<br />The hardest battle is to be nobody but yourself in a world which is doing its best, night and day, to make you everybody else – E. E. Cummings<br />
    12. 12. What about Good to Great?<br />
    13. 13. What will take me from Good to Great?<br />Good!<br />Core Project Management Skills<br />People Management Skills<br />Listening<br />Empathizing<br />Motivating<br />Appreciating<br />General Management Skills<br />Conflict Management<br />Negotiation<br />Change Management<br />Great!<br />
    14. 14. Managing Conflict<br />
    15. 15. Conflict defined<br />Conflict exists whenever and where ever there is an incompatibility of cognitions or emotions within or between individuals/groups<br />Conflicts may be real or perceived<br />Conflict is an antecedent of negotiation<br />
    16. 16. Conflict Management<br />Avoidance<br />Do nothing; adopt a wait and see attitude. Useful when conflict dies a natural death; not so useful when conflict continues<br />Ignoring insults, ultimatums<br />Withdrawal<br />Withdraw diplomatic relations<br />Domination<br />Showing positional superiority<br />Capitulation<br />Giving in to the other side<br />Approach to win-win situation<br />
    17. 17. Conflict Management Contd.,<br />Unilateral power play<br />Behind the scene maneuvers<br />Referral up the chain of command<br />Lets the bosses handle it<br />Negotiation<br />Talk through to an mutual agreement<br />Mediation<br />Involve third party<br />
    18. 18. Conflict Management Contd.,<br />Arbitration<br />Third party with power to resolve<br />Other dispute resolution techniques<br />Ombudsman<br />Litigation<br />Courtroom <br />
    19. 19. Negotiation<br />
    20. 20. Negotiation<br />The Process of two or more parties working together to arrive at a mutually acceptable resolution of one or more issues. <br />It is a give and take bargaining process that, when conducted well, leaves all parties feeling good about the result and committed to achieving it.<br />
    21. 21. Negotiation Contd.,<br />Understand the positions<br />Never approach to crush the opposition<br />My way or Highway Vs. I’m good, you’re good<br />The other side must not feel like losers of you are to preserve a long term relationship<br />If you win big and they win small then they will still fell like winners<br />
    22. 22. Negotiation contd.,<br />Four Phases of negotiations<br />Preparation<br />Sharing<br />Bargaining (haggling)<br />Closing and commitment<br />What do you want?<br />What defines a ‘win’?<br />When should you walk away?<br />
    23. 23. Manage Change<br />
    24. 24. Manage Change<br />A discipline which can support a project or an organization in successfully transitioning from a sun-optimal current state to a desired future state<br />Challenges the core strategy of the project/program or organization<br />Change is a conduit for innovation<br />
    25. 25. Why manage Change?<br />To help projects/programs/organizations achieve its objectives which cannot be met with the current way you are organized, operate or serve your customers<br />To minimize the negative impact of any change<br />
    26. 26. Effects of Change<br />Enhanced Processes and procedures<br />Improved Systems<br />Amended infrastructure<br />An innovative and broader range of products and services<br />Reduced cost of operations (optimizations)<br />Enhanced skills and capabilities of staff<br />Improved customer experience<br />Change in business structure<br />Revitalized culture of the organization<br />Merger/de-merger of the organization<br />
    27. 27. Thank you!<br />Ketharinath Kamalanathankknath@hotmail.com98416 32251<br />

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