This document discusses crisis management solutions for project management. It begins with definitions of crisis management and conflict resolution, noting that the latter involves finding root causes of gaps that create conflicts. Common root causes are flaws in planning, priorities, resource management, financial control, emphasis on technical over management aspects, personalities, cultures, communication and understanding of management systems. Solutions proposed include improving planning, defining priorities, comprehensive resource scheduling, financial training, management training, workshops to facilitate relationships, and communication planning. Mitigating measures include understanding personalities, encouraging open communication, preparing for cultural differences, and culture awareness training.
Fostering self-direction in participatory process designAlexander Nolte
In this paper, we describe an approach in integrating means of self-direction into workshop-centered methods of PD. The approach aims at diminishing idle times of participants, improving their motivation to contribute and thus at improving the quality of outcomes. Although the work presented here is ongoing research, preliminary results show its benefit and potential contribution to PD.
Demystifying corporate innovation. Releasing creativity. White & Partners
We examine the management practices which contribute to innovation and set out measures for tracking whether innovation is working. The idea is to remove barriers to creativity in a corporate setting.
The report summarizes the results of a study on the importance of soft skills in project management. It was conducted in November and December 2012 by PM Experts. You are welcome to read!
Project managers must learn to recognize the signs and symptoms of disruptive conflict. Such signs would include poor communication among team members, a lack of openness and respect, not showing appreciation, unclear requirements, change between managers and employees, broken boundaries of social norms or groups, different backgrounds (educational, economic, cultural, political, etc.). It can lower morale, decrease productivity and creativity. So much energy can be spent on dealing with conflict that there is not enough time for other important tasks. The worst cases can disintegrate into personal stress, burnout, and workplace travesties. Once conflict has reached this stage, it will require a large amount of management time in order to deal with it. This will cause an additional decrease in productivity and efficiency rates, along with the accompanying added costs, risks,
and duration delays. If left unmanaged, this type of conflict can even lead to employee sabotage and sometimes workplace violence. This position paper provides insight into qualities and social role that project manager as mediator and leader must possess because sometimes team members can\'t resolve conflicts collectively.
Presentation pmi - october 26 - 2017 - naji bejjaniPMILebanonChapter
Talking Points & Agenda:
* Reminder of what EQ is – The 5 dimensions
* How to use EQ in project engagements
* EQ impact and effects on project execution
* Consequence of leveraging EQ on project results
Learning Objectives:
Project management is too often focused on the hard skills of executing a project.by the end of the session participants will understand how, by using EQ, the “soft side” of the project can direct boost its “hard” results.
About the Speaker: Dr. Naji Bejanni
Dr. Bejanni has done his Doctoral studies in Econometrics at La Sorbonne, with a Double “maitrise” in Econometrics and in International Relations from Université Dauphine in Paris, and a double M.B.A. from I.E.S.E., Barcelona, and from HARVARD External program.
He taught 6,000 students for 23 years in important Lebanese universities in senior courses, MBAs, and Doctoral programs.
He is an international management consultant, coach and trainer, and a key note speaker in leading conferences in Lebanon and 22 countries across 4 continents.
Was a regular columnist in many magazines (E.g: “Le Commerce du Levant”, “Masculin”, Al Iktissad wal Aamal”), being on the cover story of 2 of them.
Over more than 2 decades, he has provided 60 consulting assignments and trained more than 50,000 people from thousands of companies.
Has been the Private coach of businessmen, politicians, and opinion leaders often on Leadership and public speaking.
He has been also coaching entrepreneurs since 1999 first in universities, then also in BERYTECH since 2002. He was a jury member in the MIT Arab Business Plan Competition and in BERYTEC and guest in many talk shows on Lebanese TV.
Dr. Bejanni has been a keynote speaker in several conferences in the region speaking to medical doctors and government officials in the « Kuwait Health Reform » conference; the international congress for businesses in Bahrain: “Benchmarking for Excellence”, about: “Balance Scorecard” and “Six Sigma”; “Enhancing Productivity” in the 4th GCC International Congress on Productivity in Bahrain; TEDx speaker on Emotional Intelligence in NDU (on Youtube); More recently a panelist in a Digital Transformation Congress in AUB, talking about the effect of Digital Transformation on Education
Fostering self-direction in participatory process designAlexander Nolte
In this paper, we describe an approach in integrating means of self-direction into workshop-centered methods of PD. The approach aims at diminishing idle times of participants, improving their motivation to contribute and thus at improving the quality of outcomes. Although the work presented here is ongoing research, preliminary results show its benefit and potential contribution to PD.
Demystifying corporate innovation. Releasing creativity. White & Partners
We examine the management practices which contribute to innovation and set out measures for tracking whether innovation is working. The idea is to remove barriers to creativity in a corporate setting.
The report summarizes the results of a study on the importance of soft skills in project management. It was conducted in November and December 2012 by PM Experts. You are welcome to read!
Project managers must learn to recognize the signs and symptoms of disruptive conflict. Such signs would include poor communication among team members, a lack of openness and respect, not showing appreciation, unclear requirements, change between managers and employees, broken boundaries of social norms or groups, different backgrounds (educational, economic, cultural, political, etc.). It can lower morale, decrease productivity and creativity. So much energy can be spent on dealing with conflict that there is not enough time for other important tasks. The worst cases can disintegrate into personal stress, burnout, and workplace travesties. Once conflict has reached this stage, it will require a large amount of management time in order to deal with it. This will cause an additional decrease in productivity and efficiency rates, along with the accompanying added costs, risks,
and duration delays. If left unmanaged, this type of conflict can even lead to employee sabotage and sometimes workplace violence. This position paper provides insight into qualities and social role that project manager as mediator and leader must possess because sometimes team members can\'t resolve conflicts collectively.
Presentation pmi - october 26 - 2017 - naji bejjaniPMILebanonChapter
Talking Points & Agenda:
* Reminder of what EQ is – The 5 dimensions
* How to use EQ in project engagements
* EQ impact and effects on project execution
* Consequence of leveraging EQ on project results
Learning Objectives:
Project management is too often focused on the hard skills of executing a project.by the end of the session participants will understand how, by using EQ, the “soft side” of the project can direct boost its “hard” results.
About the Speaker: Dr. Naji Bejanni
Dr. Bejanni has done his Doctoral studies in Econometrics at La Sorbonne, with a Double “maitrise” in Econometrics and in International Relations from Université Dauphine in Paris, and a double M.B.A. from I.E.S.E., Barcelona, and from HARVARD External program.
He taught 6,000 students for 23 years in important Lebanese universities in senior courses, MBAs, and Doctoral programs.
He is an international management consultant, coach and trainer, and a key note speaker in leading conferences in Lebanon and 22 countries across 4 continents.
Was a regular columnist in many magazines (E.g: “Le Commerce du Levant”, “Masculin”, Al Iktissad wal Aamal”), being on the cover story of 2 of them.
Over more than 2 decades, he has provided 60 consulting assignments and trained more than 50,000 people from thousands of companies.
Has been the Private coach of businessmen, politicians, and opinion leaders often on Leadership and public speaking.
He has been also coaching entrepreneurs since 1999 first in universities, then also in BERYTECH since 2002. He was a jury member in the MIT Arab Business Plan Competition and in BERYTEC and guest in many talk shows on Lebanese TV.
Dr. Bejanni has been a keynote speaker in several conferences in the region speaking to medical doctors and government officials in the « Kuwait Health Reform » conference; the international congress for businesses in Bahrain: “Benchmarking for Excellence”, about: “Balance Scorecard” and “Six Sigma”; “Enhancing Productivity” in the 4th GCC International Congress on Productivity in Bahrain; TEDx speaker on Emotional Intelligence in NDU (on Youtube); More recently a panelist in a Digital Transformation Congress in AUB, talking about the effect of Digital Transformation on Education
Conflict is a necessary part of a healthy team and organization. But too much conflict can be toxic and negatively affect your productivity. Here are 10 ways to effectively manage conflict on project teams.
Adapted from: Managing Technology-Based Projects by Hans J. Thamhain
8 Essential Interpersonal Skills Project Manager Must Have! PMExamSmartNotes
** Special announcement: Sign-up for my free PMP course now > http://bit.ly/freepmpcourse
This presentation talks about the 8 essential interpersonal skills that a project manager must understand and practice. This topic is part of PMBOK (Tools and Techniques of Manage Project Team and Develop Project Team processes from Project Human Resources Management knowledge area) and is helpful in your preparation for PMP or CAPM certification exams. Or you can use this to understand more about project management.
For more detailed study notes visit www.PMExamSmartNotes.com.
When it comes to projects, sometimes we have to get out of our own way. Find out how to recognize your assets and liabilities so you can leverage what you do well and keep your motivation and energy up throughout the project.
Studies show that many projects either fail outright or fail to meet most of their objectives. There are a myriad of possible reasons why this might be the case. Very often, organizations go looking for a culprit and sometimes blame the project manager or even the very concept of project management itself. Sometimes they decide to “fix” the problem by getting all the project managers certified. Or they decide to standardize on a certain tool. And while certification and standardization are laudable things, they do not necessarily address the central problem or problems. This presentation will discuss the top ten reasons why projects fail and briefly discuss solutions to each problem. We will see how such areas as estimates, scope and “the accidental project manager” contribute to the problem.
3. CRISIS MANAGEMENT
SOLUTIONS IN PM
Presentation Structure
1. Introduction
2. Definitions and Initial Approach
3. Conflicts and Solutions
4. Mitigating Measures
5. Conclusion
1
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
1
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.
1
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.
1
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.
1
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.
1
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.
1
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
1
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
1
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.
1
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
1
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
1
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
1
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.
1
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.
1
20. 5. CONCLUSION
“Failing to plan, is to plan to fail”
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