Dr. Atif Shahzad is a mechanical engineer and project management expert with degrees from universities in Pakistan, France, and experience working on large, international projects. He teaches courses on project management that cover the key knowledge areas of the discipline including the project lifecycle, stakeholder management, outsourcing, partnering, negotiations, and customer relations. His lecture discusses best practices for outsourcing work, the benefits of long-term project partnering, and techniques for effective negotiations and managing customer expectations.
Project Complexity: Understanding, Calculating and ReducingAfshin Ganjoo
How complex is your project? How do you calculate project complexity? How do you reduce project complexity? What level of experience does your project manager need to have to handle a certain level of complexity? These slides will help you answer these questions. The framework can be modified to fit any company culture.
APM webinar held on 10 November 2021.
Speaker: Dr Dicle Kortantamer
This webinar will challenge you to think beyond individual leadership competencies in responding to complexity.
Systemic responses are crucial for the effective navigation of complexity – responses that orchestrate the concerted efforts of formal and informal leaders positioned within or outside the projects, programmes and portfolios and develop supporting structural elements.
Dr Dicle Kortantamer presented a framework for assessing and strengthening systemic leadership responses to different themes of complexity encountered in complex projects, programmes and portfolios. The framework is based on a case study, drawing on the experiences of project delivery professionals with respect to the delivery of government’s complex transformation and service delivery portfolios, programmes and projects. While the framework is particularly useful for those delivering transformation projects, programmes and portfolios, it is also relevant for those delivering projects embedded in matrix organisational structures or highly political settings.
This systemic leadership framework for responding to complexity was developed through APM sponsored research. The research has been part of the Project X initiative – a collaboration between government, academia and industry representatives. Project X aims to inform, guide and inspire approaches to project and programme management through the generation of unique insights into the performance of major projects and programmes in government.
https://www.apm.org.uk/news/leadership-responding-to-complexity-webinar/
https://youtu.be/qb8xRUvOb4U
Crisis Management Conference 2013 Final ReportSteelhenge
Key themes and lessons learned from the Crisis Management Conference 2013. The successful event was held at One Great George Street on May 15th, and hosted by Steelhenge Consulting
At Richert Innovation Consulting, we are innovation catalysts. We activate the value of your entire organization by combining fire with focus so you can transform your organization. Together, we unleash the possibilities.
(Cover Photo Credit: "Power of the Sun" by Dave Gough)
Project Complexity: Understanding, Calculating and ReducingAfshin Ganjoo
How complex is your project? How do you calculate project complexity? How do you reduce project complexity? What level of experience does your project manager need to have to handle a certain level of complexity? These slides will help you answer these questions. The framework can be modified to fit any company culture.
APM webinar held on 10 November 2021.
Speaker: Dr Dicle Kortantamer
This webinar will challenge you to think beyond individual leadership competencies in responding to complexity.
Systemic responses are crucial for the effective navigation of complexity – responses that orchestrate the concerted efforts of formal and informal leaders positioned within or outside the projects, programmes and portfolios and develop supporting structural elements.
Dr Dicle Kortantamer presented a framework for assessing and strengthening systemic leadership responses to different themes of complexity encountered in complex projects, programmes and portfolios. The framework is based on a case study, drawing on the experiences of project delivery professionals with respect to the delivery of government’s complex transformation and service delivery portfolios, programmes and projects. While the framework is particularly useful for those delivering transformation projects, programmes and portfolios, it is also relevant for those delivering projects embedded in matrix organisational structures or highly political settings.
This systemic leadership framework for responding to complexity was developed through APM sponsored research. The research has been part of the Project X initiative – a collaboration between government, academia and industry representatives. Project X aims to inform, guide and inspire approaches to project and programme management through the generation of unique insights into the performance of major projects and programmes in government.
https://www.apm.org.uk/news/leadership-responding-to-complexity-webinar/
https://youtu.be/qb8xRUvOb4U
Crisis Management Conference 2013 Final ReportSteelhenge
Key themes and lessons learned from the Crisis Management Conference 2013. The successful event was held at One Great George Street on May 15th, and hosted by Steelhenge Consulting
At Richert Innovation Consulting, we are innovation catalysts. We activate the value of your entire organization by combining fire with focus so you can transform your organization. Together, we unleash the possibilities.
(Cover Photo Credit: "Power of the Sun" by Dave Gough)
Rather than struggling with problems reactively, find out the ways on how to survive remote teams, deadlines and inadequate communication with ease. Get the complete guide here https://www.orangescrum.com/
The Achilles' Heel of Agile Teams... Value by Daniel Walsh FiveWhyzDaniel Walsh
Delivering valuable software is a guiding principle for Agile team. Understanding how a product or service creates value for users and the organization is core aspect of the product owner and product manager roles. Yet value remains elusive and ambiguous for many teams as they struggle with how to articulate and validate value creation. This session invites participants to dive deeper into the exploring the concept of value. What does it mean for a product to be “valuable?” How does a team know if they are generating value or if any given development activity is producing value? How do we measure value? The ability to articulate and distinguish between value-in-exchange vs value-in-use is one of the first steps on the journey. An increased focus on value-in-use has interesting applications for customer pricing and co-creation with users.
Design at Scale: Enabling Systems Thinking to Design for a Complex FutureChris Avore
Design thinking may not be enough to prepare designers, marketers, and entrepreneurs for the customer experience challenges of the future. Presented at CMS Wire's DX Summit November 14 2017 in Chicago.
Rethinking learning for a volatile and uncertain futurelearnd
In the webinar we will explored the impact of V.U.C.A. trends on the:
- core function of L&D
- capabilities your L&D team needs
- technologies your L&D team are using
Never Miss An Opportunity: How ISO 56000 Enables an Innovative OrganizationShelley Reece
One of the challenges for innovators is how to integrate innovation with Quality Management (QMS) and balance the culture of creativity with execution. Join Peter Merrill as he walks us through the newly published ISO 56000 series on Innovation Management, specifically the Guidance Standard ISO 56002 that discusses how to establish an Innovation Management System (IMS). He will take you through the elements of innovation management from strategy development, through risk assessment to solution delivery.
Almost every organization is concerned with the retention of one of their largest assets: Knowledge. So many of them struggle in the process of increasing the shared level of knowledge and still many of them have to conclude that people leave their organization leaving considerable knowledge gaps.
In this presentation we show you a proces for capturing and distribution of critical, experience driven knowledge; that knowledge that can only be obtained by doing the work. Our button-up approach has been successful in many organizations, leading to an efficient way of increasing the shared knowledge level. But maybe even more important: an increased awareness among employees towards their work and the quality aspects of it.
We are happy to see that our clients are still working according our process and are in fact increasing the number of knowledge domains they would like to be included in this learning method. The online learning environment that is offered to employees to facilitate their learning of this critical, experienced based knowledge is no being used by more than 10000 users.
Informed leaders and employees fuel long-term success.
Linking getAbstract to other development and change initiatives makes learning more sustainable and effective. Tapping into the world's largest library of compressed knowledge gives your organization a competitive advantage by:
• Offering self-directed micro learning opportunities that empower employees 24/7
• Making knowledge available right at the point of need, leading to faster, improved
decision-making
• Providing team members at all levels with easy access to information, which helps
organizations prepare their future leaders
• Delivering resources for organized learning initiatives and competency training
and development
This SlideDoc describes my approach to helping clients develop Project Management skills. It's about "Project Management for real people" and not about project methodology or passing PM exams. [The SlideDoc is best viewed in full-screen]
Rather than struggling with problems reactively, find out the ways on how to survive remote teams, deadlines and inadequate communication with ease. Get the complete guide here https://www.orangescrum.com/
The Achilles' Heel of Agile Teams... Value by Daniel Walsh FiveWhyzDaniel Walsh
Delivering valuable software is a guiding principle for Agile team. Understanding how a product or service creates value for users and the organization is core aspect of the product owner and product manager roles. Yet value remains elusive and ambiguous for many teams as they struggle with how to articulate and validate value creation. This session invites participants to dive deeper into the exploring the concept of value. What does it mean for a product to be “valuable?” How does a team know if they are generating value or if any given development activity is producing value? How do we measure value? The ability to articulate and distinguish between value-in-exchange vs value-in-use is one of the first steps on the journey. An increased focus on value-in-use has interesting applications for customer pricing and co-creation with users.
Design at Scale: Enabling Systems Thinking to Design for a Complex FutureChris Avore
Design thinking may not be enough to prepare designers, marketers, and entrepreneurs for the customer experience challenges of the future. Presented at CMS Wire's DX Summit November 14 2017 in Chicago.
Rethinking learning for a volatile and uncertain futurelearnd
In the webinar we will explored the impact of V.U.C.A. trends on the:
- core function of L&D
- capabilities your L&D team needs
- technologies your L&D team are using
Never Miss An Opportunity: How ISO 56000 Enables an Innovative OrganizationShelley Reece
One of the challenges for innovators is how to integrate innovation with Quality Management (QMS) and balance the culture of creativity with execution. Join Peter Merrill as he walks us through the newly published ISO 56000 series on Innovation Management, specifically the Guidance Standard ISO 56002 that discusses how to establish an Innovation Management System (IMS). He will take you through the elements of innovation management from strategy development, through risk assessment to solution delivery.
Almost every organization is concerned with the retention of one of their largest assets: Knowledge. So many of them struggle in the process of increasing the shared level of knowledge and still many of them have to conclude that people leave their organization leaving considerable knowledge gaps.
In this presentation we show you a proces for capturing and distribution of critical, experience driven knowledge; that knowledge that can only be obtained by doing the work. Our button-up approach has been successful in many organizations, leading to an efficient way of increasing the shared knowledge level. But maybe even more important: an increased awareness among employees towards their work and the quality aspects of it.
We are happy to see that our clients are still working according our process and are in fact increasing the number of knowledge domains they would like to be included in this learning method. The online learning environment that is offered to employees to facilitate their learning of this critical, experienced based knowledge is no being used by more than 10000 users.
Informed leaders and employees fuel long-term success.
Linking getAbstract to other development and change initiatives makes learning more sustainable and effective. Tapping into the world's largest library of compressed knowledge gives your organization a competitive advantage by:
• Offering self-directed micro learning opportunities that empower employees 24/7
• Making knowledge available right at the point of need, leading to faster, improved
decision-making
• Providing team members at all levels with easy access to information, which helps
organizations prepare their future leaders
• Delivering resources for organized learning initiatives and competency training
and development
This SlideDoc describes my approach to helping clients develop Project Management skills. It's about "Project Management for real people" and not about project methodology or passing PM exams. [The SlideDoc is best viewed in full-screen]
David Horton Project Management Portfolio NarrativeDavid Horton
Thank you for stopping by to look through my Project Management Narrative. Feel free to reach out if you have any questions and I would love to connect with you! I'm on twitter @davidhortonweb and LinkedIn. You can also visit my online home at http://www.davidhorton.info.
Thanks again!
ABOUT ME:
I am a highly self-motivated, dependable and responsible with 10 years of experience managing large enterprise projects. Refining and developing my skills, I continue to hone and refine my craft.
Major Implementation Projects - Persist pivot or quit?John Phillips
This deck considers why Major Implementation Projects are seldom stopped, until its too late. What the impediments are to good decision making and how to overcome them.
Advances in the behavioral sciences can better enable the human-centric design of programs, technologies, and organizations. Explore six lessons from behavioral economics that you can apply to your workplace. To learn more, view our special section on behavioral economics and management from Deloitte Review, Issue 18: http://deloi.tt/1TrSA6y
These slides highlights the importance of positive leadership in project management. It covers the definition of leadership, impact of leadership on the organization, leaders vs. managers and the role of leadership during the project life cycle.
Industrial Training at Shahjalal Fertilizer Company Limited (SFCL)MdTanvirMahtab2
This presentation is about the working procedure of Shahjalal Fertilizer Company Limited (SFCL). A Govt. owned Company of Bangladesh Chemical Industries Corporation under Ministry of Industries.
Hierarchical Digital Twin of a Naval Power SystemKerry Sado
A hierarchical digital twin of a Naval DC power system has been developed and experimentally verified. Similar to other state-of-the-art digital twins, this technology creates a digital replica of the physical system executed in real-time or faster, which can modify hardware controls. However, its advantage stems from distributing computational efforts by utilizing a hierarchical structure composed of lower-level digital twin blocks and a higher-level system digital twin. Each digital twin block is associated with a physical subsystem of the hardware and communicates with a singular system digital twin, which creates a system-level response. By extracting information from each level of the hierarchy, power system controls of the hardware were reconfigured autonomously. This hierarchical digital twin development offers several advantages over other digital twins, particularly in the field of naval power systems. The hierarchical structure allows for greater computational efficiency and scalability while the ability to autonomously reconfigure hardware controls offers increased flexibility and responsiveness. The hierarchical decomposition and models utilized were well aligned with the physical twin, as indicated by the maximum deviations between the developed digital twin hierarchy and the hardware.
Cosmetic shop management system project report.pdfKamal Acharya
Buying new cosmetic products is difficult. It can even be scary for those who have sensitive skin and are prone to skin trouble. The information needed to alleviate this problem is on the back of each product, but it's thought to interpret those ingredient lists unless you have a background in chemistry.
Instead of buying and hoping for the best, we can use data science to help us predict which products may be good fits for us. It includes various function programs to do the above mentioned tasks.
Data file handling has been effectively used in the program.
The automated cosmetic shop management system should deal with the automation of general workflow and administration process of the shop. The main processes of the system focus on customer's request where the system is able to search the most appropriate products and deliver it to the customers. It should help the employees to quickly identify the list of cosmetic product that have reached the minimum quantity and also keep a track of expired date for each cosmetic product. It should help the employees to find the rack number in which the product is placed.It is also Faster and more efficient way.
Saudi Arabia stands as a titan in the global energy landscape, renowned for its abundant oil and gas resources. It's the largest exporter of petroleum and holds some of the world's most significant reserves. Let's delve into the top 10 oil and gas projects shaping Saudi Arabia's energy future in 2024.
Immunizing Image Classifiers Against Localized Adversary Attacksgerogepatton
This paper addresses the vulnerability of deep learning models, particularly convolutional neural networks
(CNN)s, to adversarial attacks and presents a proactive training technique designed to counter them. We
introduce a novel volumization algorithm, which transforms 2D images into 3D volumetric representations.
When combined with 3D convolution and deep curriculum learning optimization (CLO), itsignificantly improves
the immunity of models against localized universal attacks by up to 40%. We evaluate our proposed approach
using contemporary CNN architectures and the modified Canadian Institute for Advanced Research (CIFAR-10
and CIFAR-100) and ImageNet Large Scale Visual Recognition Challenge (ILSVRC12) datasets, showcasing
accuracy improvements over previous techniques. The results indicate that the combination of the volumetric
input and curriculum learning holds significant promise for mitigating adversarial attacks without necessitating
adversary training.
CFD Simulation of By-pass Flow in a HRSG module by R&R Consult.pptxR&R Consult
CFD analysis is incredibly effective at solving mysteries and improving the performance of complex systems!
Here's a great example: At a large natural gas-fired power plant, where they use waste heat to generate steam and energy, they were puzzled that their boiler wasn't producing as much steam as expected.
R&R and Tetra Engineering Group Inc. were asked to solve the issue with reduced steam production.
An inspection had shown that a significant amount of hot flue gas was bypassing the boiler tubes, where the heat was supposed to be transferred.
R&R Consult conducted a CFD analysis, which revealed that 6.3% of the flue gas was bypassing the boiler tubes without transferring heat. The analysis also showed that the flue gas was instead being directed along the sides of the boiler and between the modules that were supposed to capture the heat. This was the cause of the reduced performance.
Based on our results, Tetra Engineering installed covering plates to reduce the bypass flow. This improved the boiler's performance and increased electricity production.
It is always satisfying when we can help solve complex challenges like this. Do your systems also need a check-up or optimization? Give us a call!
Work done in cooperation with James Malloy and David Moelling from Tetra Engineering.
More examples of our work https://www.r-r-consult.dk/en/cases-en/
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About
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
• Remote control: Parallel or serial interface.
• Compatible with MAFI CCR system.
• Compatible with IDM8000 CCR.
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
• Easy in configuration using DIP switches.
Technical Specifications
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
Key Features
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
• Remote control: Parallel or serial interface
• Compatible with MAFI CCR system
• Copatiable with IDM8000 CCR
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
Application
• Remote control: Parallel or serial interface.
• Compatible with MAFI CCR system.
• Compatible with IDM8000 CCR.
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
• Easy in configuration using DIP switches.
3. Dr.AtifShahzad
COURSE OBJECTIVES
Learn what project management is and the qualities of an effective
project manager.
Understand the nine knowledge areas of project management and
how they can be applied to your project.
Discover the phases of a project and what deliverables are expected
when.
Identify a project’s key stakeholders.
Understand the different types of business cases and how to create a
Statement of Work.
Learn to be prepared for the unexpected by utilizing risk
management and change control.
Learn how to organize project activities by creating a Work
Breakdown Structure.
Create a network diagram to track your project’s progress.
Learn budgeting and estimating techniques.
5. Dr.AtifShahzad
Outsourcing
Contracting: If we are transferring a business
process alone, then we are subcontracting
Procurement: act of acquiring, buying goods,
services or works from an external source.
Outsourcing: we transfer people or assets to a
third-party provider as well as business
processes.
6. Dr.AtifShahzad
Project Partnering
Partnering
¤A process of transforming contractual
arrangements into a cohesive, collaborative
team that deals with issues and problems
encountered to meet a customer’s needs.
7. Dr.AtifShahzad
12–7
Project Partnering:
Assumes that …
the traditional adversarial relationship
between the owner and contractor is
ineffective and self-defeating.
both parties share common goals and
mutually benefit from the successful
completion of projects.
10. Dr.AtifShahzad
Why should
I go outside of my company?
I still don’t buy it. Why should
I go outside of my company?
Why can’t I just have my team
do all the work?
11. Dr.AtifShahzad
12–11
Outsourcing Project Work
Advantages
¤ Cost reduction
¤ Faster project
completion
¤ High level of
expertise
¤ Flexibility
Disadvantages
¤ Coordination
breakdowns
¤ Loss of control
¤ Interpersonal conflict
¤ Security issues
14. Dr.AtifShahzad
12–14
Best Practices in
Outsourcing Project Work
Well-defined
requirements and
procedures.
Extensive training
and team-building
activities.
Well-established
conflict
management
processes in place.
Frequent review
and status
updates.
Co-location when
needed.
Fair and incentive-
laden contracts.
Long-term
outsourcing
relationships.
15. Dr.AtifShahzad
12–15
Key Differences Between Partnering and
Traditional Approaches to Managing Contracted
Relationships
Partnering Relationships
• Mutual trust forms the basis for
strong working relationships.
• Shared goals and objectives
ensure common direction.
• Joint project team exists with
high level of interaction.
• Open communications avoid
misdirection and bolster
effective working relationships.
• Long-term commitment
provides the opportunity to
attain continuous improvement.
Traditional Practices
• Suspicion and distrust; each
party is wary of the other.
• Each party’s goals and
objectives, while similar, are
geared to what is best for them.
• Independent project teams;
teams are spatially separated
with managed interactions.
• Communications are structured
and guarded.
• Single project contracting is
normal.
16. Dr.AtifShahzad
12–16
Key Differences Between Partnering and
Traditional Approaches …(cont’d)
Partnering Relationships
Objective critique is geared to
candid assessment of
performance.
Access to each other’s
organization resources is
available.
Total company involvement
requires commitment from CEO
to team members.
Integration of administrative
systems equipment takes place.
Risk is shared jointly among the
partners, encouraging innovation
and continuous improvement.
Traditional Practices
Objectivity is limited due to fear of
reprisal and lack of continuous
improvement opportunity.
Access is limited with structured
procedures and self-preservation
taking priority over total optimization.
Involvement is normally limited to
project-level personnel.
Duplication and/or translation takes
place with attendant costs and delays.
Risk is transferred to the other party.
20. Dr.AtifShahzad
12–20
Preproject Activities—Setting the Stage
for Successful Partnering
Selecting a Partner(s)
¤ Voluntary, experienced, willing,
with committed top management.
Team Building: The Project Managers
¤ Build a collaborative relationship among
the project managers.
Team Building: The Stakeholders
¤ Expand the partnership commitment to
include other key managers and specialists.
21. Dr.AtifShahzad
12–21
Project Implementation—Sustaining
Collaborative Relationships
Establish a “we” as opposed to “us and them” attitude toward the project.
¤ Co-location: employees from different
organizations work together at the same location.
Establish mechanisms that will ensure the relationship withstands problems
and setbacks.
¤ Problem resolution
¤ Continuous improvement
¤ Joint evaluation
¤ Persistent leadership
24. Dr.AtifShahzad
12–24
Why Project Partnering Efforts Fail
Causes of Partnering Failures
¤ Senior management fails to address problems or does not
empower team members to solve problems.
¤ Cultural differences are not adequately dealt with
such that a common team culture develops.
¤ No formal evaluation process is in place to identify problems
and opportunities at the operating level or to assess the current
state of the partnering relationship.
¤ A lack of incentive for continuous improvement by contractors
participating in the partnering relationship.
26. Dr.AtifShahzad
12–26
Negotiating
Negotiating is pervasive through all aspects of project management work.
Project managers must negotiate
¤ support and funding from top management.
¤ staff and technical input from functional managers.
¤ project priorities and commitments with other project
managers
¤ within their project team to determine assignments,
deadlines, standards, and priorities.
¤ prices and standards with vendors and suppliers.
27. Dr.AtifShahzad
12–27
The Art of Negotiating
Project management is NOT a contest.
Everyone is on the same side—OURS.
Everyone is bound by the success of the
project.
Everyone has to continue to work together.
28. Dr.AtifShahzad
12–28
The Art of Negotiating
Principled Negotiations
Separate
the people
from the
problem
Focus on
interests, not
positions
Invent
options for
mutual gain
When
possible, use
objective
criteria
developing win/win solutions
Be hard on the
problem, soft on
the people.
Seek first to
understand, then to be
understood.
create the
opportunity for
dovetailing interests
should insist on
using external,
objective criteria
29. Dr.AtifShahzad
12–29
The Art of Negotiating
Dealing with Unreasonable People
If pushed, don’t push back.
Ask questions instead of making statements.
Use silence as a response to unreasonable demands.
Ask for advice and encourage others to criticize your ideas and
positions.
Use Principled Negotiation to a negotiated agreement (BATNA)
concept to work toward a win/win scenario.
30. Dr.AtifShahzad
Dealing with Unreasonable People:
BATNA
A strong BATNA gives you the power to walk away and say,
“No deal unless we work toward a win/win scenario.”
Your BATNA reflects how dependent you are on the other party.
If you are
negotiating price
and delivery dates
and can choose
from a number of
reputable suppliers,
then you have a
strong BATNA.
If on the other hand
there is only one
vendor who can
supply you with
specific, critical
material on time,
then you have a
weak BATNA.
31. Dr.AtifShahzad
12–31
Managing Customer Relations
Customer Satisfaction
¤ The negative effect of dissatisfied customers on a firm’s
reputation is far greater than the positive effect of satisfied
customers.
For every happy customer who shares his satisfaction regarding a particular
product or service with another person, a dissatisfied customer is likely to share
her dissatisfaction with eight other people.
32. Dr.AtifShahzad
12–32
Managing Customer Relations
Met Expectations
¤ Every customer has a unique set of performance expectations
and met-performance perceptions.
customer satisfaction is a function of the extent to which perceived performance
(or outcome) exceeds expectations.
¤ Satisfaction is a perceptual relationship:
Met Expectations =
Perceived performance
Expected performance
Project managers must be skilled at managing both customer expectations and
perceptions.
with all other things being equal, one should strive for a satisfaction ratio of 1.05, not 1.5!
33. Dr.AtifShahzad
12–33
The Met-Expectations Model
of Customer Satisfaction
FIGURE 12.5
0.90
=
Perceived performance
=
1.10
Dissatisfied Expected performance Very satisfied
When performance falls short of expectations (ratio <
1), the customer is dissatisfied. If the performance
matches expectations (ratio = 1), the customer is
satisfied. If the performance exceeds expectations (ratio
> 1), the customer is very satisfied or even delighted.
34. Dr.AtifShahzad
12–34
Managing Customer Relations
(cont’d)
Managing Customer Expectations
¤ Don’t oversell the project; better to undersell.
¤ Develop a well-defined project scope statement.
¤ Share significant problems and risks.
¤ Keep everyone informed about the project’s progress.
¤ Involve customers early in decisions about project development
changes.
¤ Handle customer relationships and problems in an expeditious,
competent, and professional manner.
¤ Speak with one voice.
¤ Speak the language of the customer.
35. Dr.AtifShahzad
12–35
Project Roles, Challenges, and
Strategies
TABLE 12.3
Project Manager Roles Challenges Strategies
Entrepreneur Navigate unfamiliar
surroundings
Use persuasion to influence
others
Politician Understand two diverse
cultures (parent and client
organization)
Align with the powerful
individuals
Friend Determine the important
relationships to build and
sustain outside the team
itself
Identify common interests
and experiences to bridge
a friendship with the client
Marketer Understand the strategic
objectives of the client
organization
Align new ideas/proposals
with the strategic objectives
of the client organization
Coach Motivate client team
members without formal
authority
Provide challenging tasks
to build the skills of the team
members
37. Dr.AtifShahzad
Remember
Contracting is not limited to large projects.
Many outsourced projects operate in a virtual environment in which people
are linked by computers, faxes, computer-aided design systems, and video
teleconferencing.
This can be problematic when you have firms with more advanced project
management systems working with less developed organizations.
What is obvious to you is not necessarily obvious to your partner.
Companies that treat contractors as partners consider continuous
improvement as a joint effort to eliminate waste and pursue opportunities
for cost savings. Risks as well as benefits are typically shared 50/50
between the principals, with the owner adhering to a fast-track review of
proposed changes.
The art of negotiating says “Project management is NOT a contest.”
Bad news travels faster and farther than good news.
38.
39. Dr.AtifShahzad
12–39
Procurement Management Process
1. Planning purchases and acquisitions
2. Planning contracting
3. Requesting seller responses
4. Selecting sellers
5. Administering the contract
6. Closing the contract
40. Dr.AtifShahzad
12–40
Contract
A formal agreement between two parties wherein the contractor obligates
itself to perform a service and the client obligates itself to do something in
return.
¤ Defines the responsibilities of the parties, spells out
the conditions of its operations.
¤ Defines rights of the parties to each other.
¤ Grants remedies to a party if the other party
breaches its transactional obligations.
41. Dr.AtifShahzad
12–41
Types of Contracts
Fixed-Price (FP) Contract or Lump-sum Agreement
¤ The contractor with the lowest bid agrees to perform all work
specified in the contract at a fixed price.
¤ The disadvantage for owners is that it is more difficult and more
costly to prepare.
¤ The primary disadvantage for contractors is the risk of
underestimating project costs.
¤ Contract adjustments:
Redetermination provisions
Performance incentives
42. Dr.AtifShahzad
12–42
Types of Contracts (cont’d)
Cost-Plus Contracts
¤ The contractor is reimbursed for all direct allowable costs
(materials, labor, travel) plus an additional prior-negotiated fee
(set as a percentage of the total costs) to cover overhead and
profit.
¤ Risk to client is in relying on the contractor’s best efforts to contain
costs.
¤ Controls on contractors:
Performance and schedule incentives
Costs-sharing clauses
44. Dr.AtifShahzad
12–44
Contract Changes
Contract Change Control System
¤ Defines the process by which a contract’s authorized
scope (costs and activities) may be modified:
Paperwork
Tracking systems
Dispute resolution procedures
Approval levels necessary for authorizing changes
¤ Best practice is the inclusion of change control system
provisions in the original contract.