The document discusses various topics related to group and individual project management theory. It covers audiences and stakeholders, teams and motivation, governance and change management, leadership, structures and conflict. For each topic, it provides definitions, examples, models and case studies. The conclusion emphasizes that leadership and governance provide strategic direction, analyzing strengths can improve outcomes, and motivating people through performance is important.

1. Presentation on
Group and individual project management theory

2. Group : N
Members
 Rameez Haroon (4601636){Audiences, Stakeholders}
 Faizan Saberi (4589813){Teams, Motivation}
 Naeem Ullah (4586624){Governance , Change Managmnet}
 Naushad Ahmed(4594013){Leadership}
 Junaid Ahmed(4597115){Structures, Conflict}

3. Introduction
 PMP theory
 Introduction to the presentation

4. Audiences
Prerequisites
 Knowledge of the product
 Information that will be conveyed
 Identify target audience
 Set objectives and goals
 Engagement

5. Audiences
 Internal (people inside your organization)
This includes the upper management, project managers, team member
 External (people outside your organization)
This includes clients, collaborators, vendors & suppliers and regulators
 End users
Info and feed back from the end users is critical for the project success
 Product support
This includes support before and after completion of the project

6. Category Subcategory Audiences
Internal Upper management
Executive oversight committee, vice
president of sales and marketing, vice
president of operations, vice president
of administration
Team members
Customer service representative,
community relations representative,
administrative assistant
External Clients, customers
Donors from prior years, potential
donors
Regulatory agencies Local Board of Health
Vendors, contractors
Nurses in attendance, foodservice
provider, landlord of the facility

7. Case study for Audiences
 Has stores in 13 countries
 Changes products according to market

8. Stakeholders
 Project management
The people who are responsible for decision making
 Team
The people who will execute the tasks
 Sponsors
Financial and other support involved in the project
 End users

9. Typical Stakeholders in a Project
 Project leader
 Senior management
 Team members
 Customer
 Resource managers
 Project user group
 Product testers
 Subcontractors and vendors
 Consultants to the project

10. Stakeholders
Defining the stakeholders
 Direct or indirect involvement
 Positive or negative involvement
 Impact of the project on the stakeholder
 Influence the stakeholder has on the team and project

12. Internal Stakeholders
 Sponsor
 An internal customer or client A project team
 portfolio manager
 Management
External Stakeholders
 end user of project’s outcome
 Suppliers
 Subcontractors
 The government
 Local communities

13. Case study for Stakeholders

14. Leadership
 Communication
ability to deliver and recieve, excellent communication
 Vision
capability to visualise the project and sharing
 Attitude
maintaining positive attitide,being commited
 Integrity
gaining trusts within the team
 Decision making
having a collective information and taking decisions wisley

15. Qualities of a good leader
 Excellent communication and interpersonal skills
 The ability to inspire others
 Positive attitude and enthusiasm
 Integrity
 Competence
 Cool, calm disposition
 Problem solver
 Team builder
 Excellent delegator
 Excellent decision maker

16. Different types of Leadership
• Transformational leadership
• Transactional leadership
• Servant leadership
• Autocratic leadership
• Democratic leadership
• Bureaucratic leadership
• Charismatic leadership
• Situational leadership

17. Leadership Styles

19. Leader ship case study
Sam Walton
 Grew up in a farm
 Founded Walmart

21. Teams
 two or more individuals pursuing a same goal
 interacting and linking resources for the same aim
 coordination of strength of individuals to achieve a common goal

22. How to build an effective Team
 team cohesion
bringing togetherness,bonds linking to each other
 confidence building
treatmnet towards employees, supportive,embrace failure
 morale
recognising individual success,confront frustrations,communication
 cross team communication
teams of differnt departments communicating to solve a common goal

23. tuckman's model of team
development
source based on information in (Chiocchio, Kelloway & Hobbs 2015)

24. DEFINING ELEMENTS
 Forming
clearing aims and tasks to be done
 storming
team conflicts,role competition
 norming
understanding goal,mutual appreciation,progress
 performing
success, no trust issues,excellent coordination

25. case study of ups
 volunteering
 ups funds global volunteering week
 is held over 200 countries
 is contributed by 27,000 employees
 staff will get a chance to get along
Source: Mcshane &Von Glinow 2013.p.264

26. APPLICATIONS TO PM
• maintaining team cohesion
• communication
• team diversity

27. Motivation:
• motivation is the want,desire and needs of an individual which eventually directs
them towards a particular behaviour.
• A driving force of an individual which leads towards a direction with an intensity of
a behaviour

28. MASLOW HIERARCHY OF NEEDS :
• has to satisfy lower needs to achieve the higher
achieving the lower eventually becomes the
motivator for the next higher need
• strongest source of motivation are lowest need if un
satisfaied
source based on infromation in (Maslow, A & Lewis 1987)

29. EXPECTANCY THEORY OF
MOTIVATION
 level of efforts for desired outcomes
 e to p:
• has two extremes
• effort will result in particular level of performance
• Any effort will not result in performance
 pto o
• has two extremes
• performance will result in desired outcome
• performance will not effect in the outcome

30. applications to expectancy theory
 eto p:
• selection of right people
• clarify roles and objectives
• breaking tasks into segments
 p to o:
• record of job performance
• describing rewards based on performances
• rewards for ealrier performances
 outcome valence:
• giving the desired rewards
• individualizing rewards

31. CASE STUDY OF SVENSKA HANDELSBANKEN
 dosen't believe in budgets and financial targets
 decision authority to staffs and managers
 distributing mothly report cards
 fund management,high risk decisions and systems
are centralised
 one third of excess profits to employees(octogonen
foundation)
Source:(McShane & Von Glinow 2013, p. 164)

32. APPLICATIONS TP PROJECT
MANAGEMENT
• Trust
• Authority
• expectations and rewards

33. structures
 Functional Structure

34.  Divisional Structure

35.  Matrix Structure

36. conflict
The Task conflict
The Relationship conflict
sources
 Incompatible goals
 Differentiation
 Interdependence
 Scarce resources
 Ambiguous rules
 Poor communication

37. conflict
Conflict handling styles
 Problem solving
 Forcing
 Avoiding
 Yielding
 compromising
Approaches
 Improving communication
 Reducing interdependence
 Increasing resources
 Clarifying rules & procedures
 Positive climate
 Alternative dispute resolutions

38. Governance
 SADBET
 STRATEGY
 ACCOUNTABILITY
 Disclosure
 BUSINESS CASE
 EXTERNAL
 TERMINATE

39. Royal bank of Canada Governance structure
Fundamental relation

40. Royal bank
of Canada
 Core principle
 Ethical culture
 Stewardship
 Strategic oversight
 Risk oversight
 Accountability
 Continues improvement

41. Approach
 Alignment with organization's governance
 Longevity, monitoring and controlling of the governance plan

42. Change management
 Who is involved in managing change
 Phase of change

43. ADKAR Model
 Awareness
 Desire
 Knowledge
 Ability
 reinforcement

44. Toyota
 Just-in-time approach

45. Applications
 correctly specify and enhance value
 identify the value stream for each product and remove wasted actions
 make the product flow without interruptions
 let the customer pull value from the producer
 pursue perfection

46. conclusion
 leadership and governance compass strategic directions
 analyzing strength can improve governance and team
 to motivate people performance should be valued

47. References
 Maingot, M & Zeghal, D 2007, an analysis of corporate governance information disclosure by Canadian banks, School of Management, University of
Ottawa= École de gestion, Université d'Ottawa.
 Pinto, JK 2014, 'Project management, governance, and the normalization of deviance', International Journal of Project Management, vol. 32, no. 3, pp.
376-87.
 Alie, S. S. (2015). Project governance: #1 critical success factor. Paper presented at PMI® Global Congress 2015—North America, Orlando, FL.
Newtown Square, PA: Project Management Institute.
 Motwani, J 2003, 'a business process change framework for examining lean manufacturing: a case study', Industrial Management & Data Systems,
vol. 103, no. 5, pp. 339-46.
 Aladwani, AM 2001, 'change management strategies for successful ERP implementation', Business Process Management jurnal, vol. 7, no. 3, pp.
266-75.
 Womack, JP & Jones, DT 1997, 'Lean thinking—banish waste and create wealth in your corporation', Journal of the Operational Research Society,
vol. 48, no. 11, pp. 1148-.
 Chandana 2017, 'Stakeholders and their Impact on the Projects', <https://www.simplilearn.com/stakeholders-impact-on-the-projects-article>.
 Clarke, PA 2009, 'Leadership, beyond project management', Industrial & Commercial Training, vol. 41, no. 4.
 Guinan, B 2017, 'Project Reports – Know Your Audience!', <https://www.brightwork.com/blog/project-reports-know-your-audience>.

48.  Hamilton, G, Byatt, G & Hodgkinson, J 2011, 'How to tailor your presentation to the audience', Cultural awareness is key to good project management
communication, viewed 22 FEB 2011, <https://www.cio.com.au/article/377488/how_tailor_your_presentation_audience/>.
 Kumar & S, V 2009, 'Essential leadership skills for project managers', paper presented to PMI® Global Congress Orlando, Florida.
 Landau, P 2017, 'What is a Stakeholder?', <https://www.projectmanager.com/blog/what-is-a-stakeholder>.
 Marsh, F 2018, '10 Great Leadership Skills of Project Management', <https://aboutleaders.com/10-great-leadership-skills-of-project-
management/#gs.Y1ZTS0k>.
 Milindasuta, P 2016, ‘audience management strategies for new world', Master of Arts thesis, The University of Akron
 Xiong, R 2008, 'Leadership in project managment', Georgia Institute of Technology.
 Pradip 2017, 'How to control stakeholder management effectively: Are you a good project manager in controlling the stakeholder management?',
<https://www.simplilearn.com/how-to-control-stakeholder-management-effectively- article>.


49. Cont.
 Hellreigel, D, Slocum, JW & Woodman, J 2001, 'Organizational Behaviour', paper presented to The Project Management Information Society, Nov
2001.
 'How to Involve Stakeholders in Your Primavera P6 Implementation', 2017.
 Harrison, f & Dennis, L 2004,'The Structured Approach to Planning and Control', Advance Project Management, vol.o4 , chapter 8, pp.07-21.
 Bonebright, DA 2010, '40 years of storming: a historical review of Tuckman's model of small group development', Human Resource Development
International, vol. 13, no. 1, pp. 111-20.
 Chiocchio, F, Kelloway, EK & Hobbs, B 2015, The psychology and management of project teams : an interdisciplinary perspective, New York : Oxford
University Press, 2015.
 (McShane & Von Glinow 2013, p. 164)
 McShane, SL & Von Glinow, MA 2013, Organizational Behavior 5edn, mcgraw-hill irwin, new york.
 (McShane & Von Glinow 2013, p. 264)