This slide is to wrap up soft skill for project management. Project Manager should have both hard skill which is knowledge of theory, tools and technique and soft skill. Soft skill will help project manager can manage project smoothly and highly effective.
5 Tips to Keep Your Resume Out of The Black HoleHannah Morgan
There is nothing more frustrating than applying for a job on-line and never hearing from the company. Your job search doesn’t have to be this way. Learn what you can do to beat the competition, locate hidden jobs, and shorten your job search. You’ll leave this presentation ready to tackle your next job by using these five secrets.
• How to work the Applicant Tracking System
• Why you should always use the two-step method to apply for jobs
• How to be pro-active, not reactive
• Why you can’t dismiss social media
• Tools to give you direct access to company insiders
Hannah Morgan, Job Search and Social Media Strategist
CareerSherpa.net
Presented at Finger Lakes Job Fair April 2014
En nuestra lista puede encontrar información de precios,promociones de todos nuestros productos,actualizada según la fecha del documento.
Vigencia hasta 24 de Agosto de 2012
http://www.compugreiff.com
5 Tips to Keep Your Resume Out of The Black HoleHannah Morgan
There is nothing more frustrating than applying for a job on-line and never hearing from the company. Your job search doesn’t have to be this way. Learn what you can do to beat the competition, locate hidden jobs, and shorten your job search. You’ll leave this presentation ready to tackle your next job by using these five secrets.
• How to work the Applicant Tracking System
• Why you should always use the two-step method to apply for jobs
• How to be pro-active, not reactive
• Why you can’t dismiss social media
• Tools to give you direct access to company insiders
Hannah Morgan, Job Search and Social Media Strategist
CareerSherpa.net
Presented at Finger Lakes Job Fair April 2014
En nuestra lista puede encontrar información de precios,promociones de todos nuestros productos,actualizada según la fecha del documento.
Vigencia hasta 24 de Agosto de 2012
http://www.compugreiff.com
การให้คุณค่ากับบุคลากร Baldrige awareness series 4 valuing workforce membe...maruay songtanin
การให้คุณค่ากับบุคลากร
Valuing Workforce Members and Partners
Create meaningful work
Provide clear organizational direction
Ensure performance accountability
Provide a safe, trusting, and cooperative environment
2. DEFINITIONS
•PROJECT HUMAN MANAGEMENT (9THKNOWLEDGE AREAS IN PMBOK) INCLUDES THE PROCESSES THAT ORGANIZE, MANAGE, AND LEAD THE PROJECT TEAM. THE PROJECT TEAM IS COMPRISED OF THE PEOPLE WITH ASSIGNED ROLES AND RESPONSIBILITIES FOR COMPLETING THE PROJECT.
•WHILE THE SPECIFIC ROLES AND RESPONSIBILITIES FOR THE PROJECT TEAM MEMBER ARE ASSIGNED, THE INVOLVEMENT OF ALL TEAM MEMBERS IN PROJECT PLANNING AND DECISION MAKING CAN BE BENEFICIAL. EARLY INVOLVEMENT AND PARTICIPATION OF TEAM MEMBERS ADDS THEIR EXPERTISE DURING THE PLANNING AND STRENGTHENS THEIR COMMITMENT TO THE PROJECT.
3. PMBOK HUMAN RESOURCE MANAGEMENT
•PMBOK DEFINES HUMAN RESOURCE MANAGEMENT PROCESSES AS FOLLOWS:
•DEVELOP HUMAN RESOURCE PLAN
•ACQUIRE PROJECT TEAM
•DEVELOP PROJECT TEAM
•MANAGE PROJECT TEAM
4. DEFINITIONS
Source: MICT Project Management Training course : 12 Jun 2012 –16 August 2012 by Dr.BogdanLent
10. COMPLEX PROJECT COACHING
LEVEL OF SUCCESS IN A PROJECT = APTITUDE*ATTITUDE*AVAILABLE RESOURCES
WHERE:
•APTITUDE: THE INTELLECTUAL CAPITAL BUILD OF CAPABILITIES AND CAPACITY OF AN INDIVIDUAL TO COMPLETE THE TASK AT HAND
•ATTITUDE: INTRINSIC MOTIVATION (SEE 04:00), CONFIDENCE AND FOCUS ON TASK ACCOMPLISHMENT
•AVAILABLE RESOURCES: TOOLS, EQUIPMENT, TIME TO PERFORM THE TASK.
12. BEST PRACTICE
R. DENNIS GIBBS HAD IDENTIFIED BEST PRACTICE FOR STAFFING THE OUTSOURCING ORGANIZATION’S PROJECT MANAGEMENT OFFICE AS FOLLOWS
Project Manager
Internal Project Champion
PMO Project Architecture
IT Manager
Lead User Representative
Contracting Officer
20. INTERNAL PROJECT CHAMPION-หน้าที่ รับผิดชอบ
1.สนับสนุน สร้างความกระตือรือร้น และแรงจูงใจให้กับ END USER ในการเข้าร่วมกิจกรรมในช่วงการสารวจความต้องการ ซอฟต์แวร์
2.สนับสนุนให้ END USER ได้ทดลองใช้ซอฟต์แวร์ สร้าง สภาพแวดล้อมให้ END USER อยากใช้ซอฟต์แวร์
3.สร้างการรับรู้และการยอมรับซอฟต์แวร์ในฝั่ง END USER
24. HUMAN RESOURCE MANAGEMENT
•THE GOAL OF HUMAN RESOURCE MANAGEMENT IS THE BEST POSSIBLE CHOICE OF ROLE OWNER, CONTINUOUS MONITORING OF HIS PERFORMANCE AND PERSONAL NEEDS AND, IF JUSTIFIED, INITIATION OF THE APPROPRIATE PERSONAL DEVELOPMENTPROGRAM AND RESULTS ASSESSMENT.
25. Source: MICT Project Management Training course : 12 Jun 2012 –16 August 2012 by Dr.Bogdan Lent
26. ROLE OWNER ASSIGNMENT–FORMAL ROLE FULFILLMENT
RequirementsCriteria
Of 100 value
Candidate A
Candidate B
Scale
0 to 100
0.0 to 1.0
0.0 to 1.0
คุ้นเคยกับงาน
10
0.8
0.5
มีประสบการณ์ในการทางานโครงการ
8
0.1
0.5
มีความคิดสร้างสรรค์
12
0.5
0.4
มีความพร้อมที่จะให้ความร่วมมือ
15
0.2
0.2
พร้อมที่จะทางานล่วงเวลา
10
0.3
0.8
มีความสามารถในการเจรจาต่อรอง
20
0.4
0.1
ความสามารถในการคิดแบบองค์รวม
20
0.8
0.6
Etc.
38. HRM CONCLUSION
•DEFINE THE FORMAL REQUIREMENTS
•DETERMINE THE DESIRED MBTI PROFILE EVALUATE
•EVALUATE INFORMAL ROLE PROFILE RANGE
•CLASSIFY THE CANDIDATES ALONG ALL REQUIREMENTS
•WHAT IS THE ETHICS OF A CANDIDATE?
•WHAT ARE NEEDS OF CANDIDATE
Requirements match vs Needs?
40. TEAM MANAGEMENT
THE GOAL OF THE PROCESS OF TEAM MANAGEMENT TM IS TO MAXIMIZE THE EFFECTIVENESS OF A GROUP MEASURED ACCORDING TO THE FOLLOWING CRITERIA:
• TEAM PERFORMANCE,
• SATISFACTION OF TEAM MEMBERS,
• SATISFACTION OF CLIENTS,
• IMPROVEMENT OF A PROCESS,
• ATMOSPHERE OF WORK IN A GROUP,
• TEAM INTEGRATION.
41. TEAM HAS….
•COMMON GOAL
•LIMITED NUMBER OF MEMBERS
•MATCHING AND EXTENDING EACH OTHER’S SKILLS
•CLEAR AND UNDERSTANDABLE FOR ALL ROLES
•COMMON WORKING METHOD
•MUTUAL COMMITMENTS
•INTERDEPENDENCIES
•EACH TEAM MEMBER DOES HIS BEST TO CONTRIBUTE
•SHARE RESPONSIBILITY
44. TEAM BUILDINGPROCESS
Forming
Storming
Norming
Performing
Me: How do I match this team
We: Why does he join us?
Me: Which role do I play in this team?
We: Why do we storm about, who is doing what, and what are his responsibilities?
Me: What do others expect from me?
We: Can we fix our roles and tasks?
Me: How can I do my job the best
way?
Team: Are we performing?
45. TEAM COHESIVENESS
•TEAM COHESIVENESS = WISH TO MAINTAIN STRONG TIES AMONG TEAM MEMBERS. IT EXPRESSES THE DEGREE TO WHICH TEAM MEMBERS FIND THE BELONGING THE TEAM ATTRACTIVE.
48. CONFLICT MANAGEMENT
THE GOAL OF CONFLICT MANAGEMENT IS AS EARLY AS POSSIBLE RECOGNITION OF CONFLICTS AND CONFLICTS POTENTIAL; PROPER REACTION ON THE CONFLICTS THROUGH THE APPLICATION OF PROVEN METHODS AND ELABORATION OF PREVENTIVE MEASURES AGAINST THEIR REAPPEARANCE.
49. CONFLICT SYMPTOMS
SIGNS OF CONFLICTS IN A GROUP:
•IMPATIENCE IN A GROUP
•IDEAS ARE CRITICIZED BEFORE THEIR PRESENTATION IS FINISHED
•TEAM MEMBERS CAN NOT AGREE ON THE GOALS AND INTENTIONS
•THE ARGUMENTS ARE VERY EMOTIONAL AND VOLATILE
•TEAM MEMBERS ARE NOT WILLING TO ENTER A COMPROMISE AND BUILD PARTIES
•NEGATIVE OPINIONS ON OTHERS AND THEIR ACHIEVEMENTS
•NO COMMON AGREEMENT ON A TEAM POSITION ON SOME ITEMS
•TEAM MEMBERS CLAIM THE OTHER SIDE DOES NOT WILL TO UNDERSTAND THEM
•THE OPINIONS OF OTHERS ARE INTENTIONALLY DIFFERENTLY PASSED FURTHER
•THERE IS NO TRUST ATMOSPHERE IN THE GROUP
50. CONFLICT CONTRIBUTION
•POSITIVE CONFLICT CONTRIBUTION
•INCREASED CREATIVITY
•FORCES PEOPLE TO CLARIFY THEIR VIEWS
•PRODUCE CONSTRUCTIVE SOCIAL CHANGE
•GIVES PEOPLE THE OPPORTUNITY TO TEST THEIR CAPACITIES
•CONTRIBUTE TO TEAM COHESIVENESS
•NEGATIVE CONFLICT CONTRIBUTION
•DESTRUCTIVE OF COMMUNICATION
•BREAKDOWN THE RELATIONSHIPS
•POLARIZATION OF VIEWS INTO STATIC POSITIONS
•BREAKDOWN OF COLLABORATIVE VENTURES
•GROUPTHINK
•VIOLENCE
55. COMMUNICATION MANAGEMENT
•THE GOAL OF COMMUNICATION MANAGEMENT IS TO ASSURE EFFECTIVE AND EFFICIENT INFORMATION FLOW WITHIN INTERNAL AND EXTERNAL STRUCTURES OF A PROJECT WITH THE SOLE GOAL OF SUPPORTING THE SUCCESSFUL PROJECT REALIZATION. IT COMPRISES BOTH THE PLAIN INFORMATION FLOW AS WELL AS MARKETING.
56. COMMUNICATION COMPONENTS
•COMMUNICATING PERSONS (SENDER AND RECEIVER)
•PMTEAM MEMBERS
•TEAM MEMBERS TEAM MEMBERS
•PM STAKEHOLDERS
•TEAM MEMBERS STAKEHOLDERS
•INFORMATION/CONTENT E.G. PROJECT INFORMATION: GOALS, PROJECT ORGANIZATION, PROGRESS, PROBLEMS AND SOLUTIONS, CHANGES, RISKS, ETC.
•CANAL E.G. EMAIL, FB, FACE TO FACE MEETING, PHONE, REPORT
57. TRANSACTION ANALYSIS
TA IS A THEORY OF INTEGRATING PEOPLE. IT COMBINES THE ABILITIES OF BEHAVIOR ANALYSIS WITH PSYCHOLOGICAL WAY OF THINKING. IT IS ORIENTED ON HUMAN PERCEPTION AS SEEN IN SOCIAL PSYCHOLOGY.
61. HIDDEN TRANSACTIONS
•THE RESULTS OF COMMUNICATION DEPENDS STRONGER ON HIDDEN (PSYCHOLOGICAL) RATHER THAN OPEN (SOCIAL) LEVEL.
•THE RESULTS ARE ALSO DETERMINED RATHER BY THE RELATION BETWEEN THE COMMUNICATING PERSONS, THAN BY THE CONTENTS OF A DIALOG
62. ACTIVE LISTENING
What is with him?
What’s going on?
What he thinks about me? How he treats me
What does he want from me?
Active listening is a method to verify the correct perception of content and of emotions of the interlocutors‘ statements.
63. ACTIVE LISTENING IS…
•CONCENTRATION
•OBSERVATION OF INTERLOCUTOR‘S BEHAVIOUR
•CONFIRMATION OF THE INFORMATION’S PERCEPTION
•AVOIDANCE OF ANY PREDETERMINED POSITION
64. ACTIVE LISTENING DEMANDS
•TAKING OF THE INTERLOCUTOR SERIOUSLY
•RESPECTFUL APPROACH TOWARDS INTERLOCUTOR
•ATTENTIVE LISTENING
•WILLINGNESS TO UNDERSTAND
•EMPHASIS FOR THE INTERLOCUTOR SITUATION
•PUTTING ONESELF IN INTERLOCUTOR’S SHOES
65. ACTIVE LISTENING
FOR THE SPEAKER
•VERIFICATION IF THE INFORMATION HAS BEEN CORRECTLY AND FULLY UNDERSTOOD
•VERIFICATION IF THE EMOTIONS HAVE BEEN CORRECTLY AND FULLY UNDERSTOOD
•VERIFICATION OF THE IMPACT ON THE INTERLOCUTOR, WHICH THE SPEAKER HIMSELF AND THE INFORMATION HAVE
FOR THE LISTENER
•VERIFICATION IF THE INFORMATION HAS BEEN CORRECTLY AND FULLY UNDERSTOOD
•VERIFICATION IF THE EMOTIONS HAVE BEEN CORRECTLY AND FULLY UNDERSTOOD
•CLARIFICATION AND UNDERSTANDING OF THE SPEAKER’S REACTIONS
66. LEVELS OF LISTENING
In listening, there are six levels a listener may go
through or prefer to settle with. They are as follows:
1. Ignoring
- the speaker is communicating but the receiver, who may be
preoccupied with many other concerns, completely denies or
ignores him.
2. Pretending
-– the speaker is communicating while the other party stares
at him blankly. This is listening on the eye level for the sake of
courtesy.
67. LEVELS OF LISTENING
3. SELECTIVE LISTENING
– the speaker is communicating but the other party chooses
whatever he or she wants to listen to. It may be a joke, an
anecdote or a story in the middle of a speech. This is listening on
the eye and ear levels.
4. Attentive listening
-the listener looks at the speaker, hears his/her voice, and
follows his/her thoughts with his/her mind. He or She
concentrates on what he/she hears. This is listening with the
eyes, the ears, and the mind.
68. LEVELS OF LISTENING
5. Sympathetic listening
– aside from seeing, hearing, and understanding the message, the
affection or emotion is involved. This is listening at the levels of
the eyes, the ears, the mind and the heart.
6. Emphatic listening
– It involves the eyes, the ears, the mind, the heart, and the action or the
listener’s active response or solution.
69. FACTORS IMPACT EFFECTIVENESS OF COMMUNICATION
1.COMMUNICATING PERSONS
•KNOWLEDGE E.G.
•EDUCATION
•TRAINING
•EXPERIENCE E.G.
•YEARS OF WORKING
•WORKING IN WHAT AREA
•ENVIRONMENT E.G.
•WORKING ENVIRONMENT
•ORGANIZATION CULTURE
•THAI CULTURE
•ATTITUDE
•PERCEPTION
•PERSONALITY (ACTIVE LISTENING/HIDDEN TRANSACTION)
70. FACTORS IMPACT EFFECTIVENESS OF COMMUNICATION
2.INFORMATION/CONTENT
•SHOULD GET THE OTHER PARTY’S ATTENTION
•BACKGROUND OF COMMUNICATING PERSONS DETERMINE THE FORMAT OF CONTENT
•THE CONTENT SHOULD BE UNDERSTANDABLE FOR BOTH PARTIES
71. FACTORS IMPACT EFFECTIVENESS OF COMMUNICATION
•CANAL
•SELECT THE APPROPRIATE MEDIA OF COMMUNICATION
•MAKE SURE THAT EVERY ONE IN THE TEAM CAN GET THE INFORMATION FROM THE CHOSEN MEDIA
•ORGANIZATION CULTURE, LIFESTYLE DETERMINE EFFECTIVENESS OF COMMUNICATION MEDIA
72. TEAM COMMUNICATION NEEDS
WHAT WE NEED IN TEAM COMMUNICATION IS
•ADULT TO ADULT DIALOGUE
•ACTIVE LISTENING OR EMPATHIC LISTENING
75. การบริหารจัดการ และ การนา ต่างกันอย่างไร MANAGEMENT VERSUS LEADERSHIP
•MANAGEMENT DEALS WITH SPEED AND EFFICIENCY.
•MANAGEMENT DEALS WITH ESTABLISHING STRUCTURE AND SYSTEMS TO GET THE RESULTS.
•IT FOCUSES ON EFFICIENCY, COST- BENEFIT ANALYSES, LOGISTICS, METHODS, PROCEDURES, AND POLICIES.
•MANAGEMENT FOCUSES ON THE BOTTOM LINE.
•MANAGEMENT ORGANIZES RESOURCES TO SERVE SELECTED OBJECTIVES TO PRODUCE THE BOTTOM LINE.
•LEADERSHIP DEALS WITH VISIONAND EFFECTIVENESS.
•LEADERSHIP KEEPS THE MISSION IN SIGHT.
•LEADERSHIP FOCUSES ON THE RESULTS.
•LEADERSHIP FOCUSES ON THE TOP LINE.
•LEADERSHIP DRIVES ITS POWER FROM VALUES AND CORRECT PRINCIPLES.
77. หลักของ 7 อุปนิสัย (STEVEN COVEY)
1. ต้องเป็นฝ่ายเริ่มต้นทาก่อน(BE PROACTIVE)
2. เริ่มต้นด้วยจุดมุ่งหมายในใจ(BEGIN WITH THE END IN MIND)
3. ทาตามลาดับความสาคัญ(PUT FIRST THINGS FIRST.)
4. คิดแบบ ชนะ/ชนะ(THINK WIN-WIN)
5. เข้าใจคนอื่นก่อนจะให้คนอื่นเข้าใจเรา (SEEK FIRST TO UNDERSTAND, THEN TO BE UNDERSTOOD.)
6. ประสานพลังสร้างสิ่งใหม่(SYNERGIZE)
7. ลับเลื่อยให้คมอยู่เสมอ(SHARPEN THE SAW)