Download to read offline
![Service orientation
8. Service orientation
Defined as the ability to ‘actively loo[k] for ways to help
people,’ having strong service orientation skills is all about
shining a spotlight on consumers, and anticipating what their
needs will be in the future.
As the WEF report points out, businesses in the energy,
financial services and IT industries are ‘increasingly finding
themselves confronted with new consumer concerns about
issues such as carbon footprints, food safety, labour standards
and privacy.’
slide70
Negotiation
9. Negotiation
With robots infiltrating the workforce and job automation
flagged to become increasingly commonplace, social skills will
be more important than ever in the future.
Why? Because we’re far better at social interaction and
negotiations than robots are (for the time being, anyway).
Even people in purely technical occupations will soon be
expected to show greater interpersonal skills, and being able to
negotiate with your colleagues, managers, clients and teams will
be high up on the list of desirable skills.](https://image.slidesharecdn.com/stageiprojectinitiationprojectplanningprojectexecution-221209054958-a80f2eae/75/Stage-IProject-InitiationProject-PlanningProject-Execution-docx-39-2048.jpg)
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Stage IProject InitiationProject PlanningProject Execution.docx
- 1. Stage I Project Initiation ProjectPlanning Project Execution 1 Lecture Notes on Chapter 3 The Project Manager 2 Objectives of the Lecture Notes Recognize challenges facing the project manager. Distinguish between functional and Project managers. Verify responsibilities of project manager.
- 2. Identify attributes ofeffective project manager slide3 The Project Manager The project manager can be chosen and assigned as soon as the project is selected for funding, This simplifies several start up activities The project manager can be chosen later, This makes things difficult Senior management briefs the project manager Project manager begins with a budget and schedule As people are added these are refined slide4 5 Functional Management
- 3. Vice President forMarketing Agency Director Sales Marketing Research Marketing Service Group Administration Functional Management Department heads are usually functional specialists They have the required technical skills to evaluate all members of their organization Functional managers: Decide who performs each task Decide how the task is performed Exercise a great deal of control over every aspect of the work that gets performed within their area slide6
- 4. Project Management 7 Project manager Finance Procurement Planning Engineering Quality Manufacturing Contracts Procurement:is the acquisition of goods, services or works from an outside or external source. Project Managers Project managers are usually generalists It would be very unusual for a project manager to have all the technical skills that are used on their projects Project managers: Rarely decide who performs each task Lack the technical skills to evaluate much of the work performed on a particular project Exercise control very little over most aspects of the work that gets performed on the project
- 5. slide8 Functional Manager VS ProjectManager slide9Functional managerProject managerDecides who performs each taskDecides how the task is performedcontrols every aspect of the work Rarely decides who performs each taskDoes not evaluate work performed on a particular projectExercise little control on work aspects of the project Comparing Functional & Project Managers 3-10Functional ManagersProject Managersneed technical skillsneed negotiation skillsshould be more skilled at analysisshould be more skilled at synthesisuse the analytic approachuse systems approachresponsible for a small arearesponsible for the big pictureact as managersact as
- 6. facilitatorsresponsible for asmall arearesponsible for the big pictureact as direct, technical supervisorsact as facilitators and generalists Comparing Functional & Project Managers Functional managers need technical skills; project managers need negotiation skills Functional managers should be more skilled at analysis; project managers should be more skilled at synthesis Integrating individual tasks within the project into a unified effort that is greater than the total of individual task effort slide11 Wikipedia: Synthesis 1. to form (a material or abstract entity) by combining parts or ele ments. 2. to combine (constituent elements) into a single or unified chemi cal entity.
- 7. Functional managers usethe analytic approach; project managers use systems approach Functional managers are responsible for a small area; project managers are responsible for the big picture Functional managers act as managers; project managers act as facilitators slide12 Comparing Functional & Project Managers Question Identify the attribute that is NOT normally associated with the job of functional manager. a) The functional manager is usually a generalist in the area being managed. b) The functional manager is responsible for deciding what resources will be devoted to accomplishing the task. c) The functional manager is administratively responsible for deciding how something will be done. d) The functional manager is responsible for deciding who will do the work.
- 8. Ans: a slide13 Three MajorQuestions facing Project Managers What needs to be done? When must it be done? How to obtain resources required to do the job? slide14 Project Manager Responsibilities The parent company The project and the client The project team slide15
- 9. Question The ideal projectmanager should be __________. a) a direct, technical supervisor knowledgeable in the technology of the process being used b) both generalist/facilitator and have a high level of technical competence in the science of the project c) a facilitator and specialist with technical credibility d) a technical specialist competent in principles of robust design Ans: b slide16 The Parent Company Proper usage of resources
- 10. Timely and accuratereport Keep project sponsor informed slide17 The Project and the Client Preserve the integrity of the project This may be difficult with all sides wanting changes Keep the client informed of major changes slide18 The Project Team Very few people will work for the project manager The “team” will disband at the end of the project
- 11. The project managermust look out for everyone’s future This is in the best interest of the project, otherwise as the project winds down, everyone will be looking after themselves slide19 Project Management Career Paths Might work on several projects simultaneously Small short-term projects train new project managers Start on small projects and work up to large projects Experience as a project manager is often seen as a desirable step on the corporate ladder slide20
- 12. Project Manager Salaries Accordingto the Project Management Institute’s PMI collected data from over 13,000 project managers in the United States. Out of those surveyed, the median salary reported was $108,000 per year. The survey also found that the Project Manager Professional (PMP) credential can increase the project manager salary by up to $10,000 a year, raising the median annual project manager salary in the United States to over $100,000. slide21 Salary & Experience slide22
- 13. Engineering Project Managersalary The average Engineering Project Manager salary in the United States is $134,708 as of September 01, 2018, but the range typically falls between $117,186 and $151,543. Salary ranges can vary widely depending on many important factors, including education, certifications, additional skills, the number of years you have spent in your profession. slide23 Question When managing a project, the project manager is responsible for __________. a) auditing the project b) executing the project c) budgeting the project d) designing the project Ans: c slide24
- 14. Special Demands onProject Manager Acquiring adequate resources Acquiring and motivating personnel Dealing with obstacles Making project goal trade-offs Maintaining a balanced outlook Breadth of communication Negotiation slide25 Acquiring Adequate Resources Project budgets are usually inadequate Resource trade-offs must be considered Crises occur that require special resources Availability of resources is seen as a “win-lose” proposition slide26
- 15. Acquiring and MotivatingPersonnel Most project workers are borrowed from functional managers The project manager negotiates for the desired worker but The project manager wants the best qualified individual The functional manager decides who to assign slide27 Acquiring and Motivating Personnel The functional manager also decides: The skill level to assign The pay and promotion of the worker Worker will most likely return to the functional manager once the project is finished Once workers are assigned to a project, the project manager must motivate them The project manager has little or no control over pay and promotion
- 16. slide28 Most Important Charactersfor Team Members High-quality technical skills Political, and general, sensitivity Strong problem solving orientation Strong goal orientation High self-esteem slide29 Dealing with Obstacles Every project is unique The project manager should be ready to face a series of crises A big problem is “scope creep”
- 17. Scope Creep refersto uncontrolled changes in the project scope when the project is not properly defined slide30 Dealing with Obstacles Early problems are associated with resources Later problems are associated with: Last-minute schedule and technical changes The happenings to a team when the project is completed slide31 Making Project Goal Trade-Offs Project managers must make trade-offs between the project goals of:
- 18. Cost Time Scope Ancillary ( Auxiliary)goals Multiple projects Project goals and organizational goals Project, firm, career slide32 Maintaining a Balanced Outlook Hard to tell where a project is headed Outlook can change over the life of a project Technical problems cause waves of pessimism and optimism Mood swings can hurt performance Maintaining a positive outlook is a delicate job slide33
- 19. Question The project managermust make trade-offs between project progress and process. Conceptually, this involves trade-offs between the __________ functions. a) technical and managerial b) schedule and cost c) performance and schedule d) cost and performance Ans: a slide34 Breadth of Communication Why projects exist Some projects fail Support of the top management is needed A strong information network is needed Must be flexible slide35
- 20. Question The project managershould be more skilled at a) general management b) technology c) synthesis d) analysis Ans: c slide36 Negotiations Acquiring adequate resources Motivating personnel Dealing with obstacles Making project goal trade-offs Handing failure Maintaining communication slide37
- 21. Attributes of EffectiveProject Managers Credibility Sensitivity Leadership, ethics, and management style Ability to handle stress slide38 Credibility Technical credibility Administrative credibility slide39
- 22. Sensitivity Political sensitivity Interpersonal sensitivity Technicallysensitivity slide40 Leadership, Ethics, and Management Style Leadership Strong sense of ethics A management style that fits the project slide41
- 23. Ability to HandleStress No consistent procedures Too much to do High need to achieve Organizations in change slide42 Problems of Cultural Differences Project managers must adapt to the social and cultural environment in which they are working This is especially true when the project is in another country Problems can arise in international projects, when a culture’s opinion of some group is different from that of the firm
- 24. slide43 Aspects of Culture Technology Institutions Language Art Socialbehavior slide44 Culture and the Project Time Staffing projects Knowledge of people
- 25. slide45 Let Us Practice Theproject manager needs __________ credibility. a) technical and personal b) administrative and personal c) technical and administrative d) technical and financial Ans: c slide46 Let Us Practice According to the authors the key to coping with the uncertainty that happens at the end of a project, an obstacle that the project
- 26. manager must overcomeis __________. a) discipline b) communication c) planning d) supervision Ans: b slide47 Let Us Practice Project managers must have __________, which refers to possessing enough technical abilities to direct the project. a) technical credibility b) managerial credibility c) negotiation skill d) drive to complete the task Ans: a slide48
- 27. Let Us Practice Resourcesinitially budgeted for a project are frequently __________ for the task, partly because of natural optimism by the proposer about how many resources are needed. a) sufficient b) delayed c) insufficient d) hindrances Ans: c slide49 Let Us Practice Most of the time spent by a project manager is spent __________. a) attending technical workshops b) overseeing the workforce c) filing paperwork d) communicating Ans: d
- 28. slide50 Let Us Practice Whichof the following is NOT typically recommended to be considered when hiring new team members? a) high-quality technical skills b) political, and general, sensitivity c) strong goal orientation d) low self-esteem Ans: a slide51 Let Us Practice The project manager should be more skilled at __________, whereas the functional manager should be more skilled at __________.
- 29. Ans: synthesis; analysis slide52Analysisrefers to the ability to break down material into its component parts so that its organizational structure may be understood. Synthesis refers to the ability to put parts together to form a new whole. Let Us Practice During the buildup stage of a project lifecycle, __________ is the dominant goal of many project managers. Ans: schedule slide53 Let Us Practice __________ results when the demands made on an individual
- 30. are greater thanthe person's ability to cope with them, particularly when the person has a high need for achievement. Ans: stress slide54 Let Us Practice The structure of a society is determined by its __________. Ans: institutions slide55 Let Us Practice slide56 In Latin America, the __________ system leads a manager to give preference
- 31. to relatives andfriends when hiring. Ans: compadre relationship between the parents and godparents of a child is an important bond that originates when a child is baptized in Iberian and Latin American families. Let Us Write With respect to acquiring resources, there is a high potential for conflict between the functional manager and the project manager. Describe a major source of that conflict and suggest how it can be properly managed. slide57 Essay The project manager often will seek individuals with scarce but
- 32. necessary skills. Moreover,the project manager will seek those individuals who are top producers. However, these are the very people the functional manager would like to retain to perform the work of the function. In order to manage this conflict, the use of an objective standard to set priorities is recommended. Instead of seeking to optimize the project or the function, the project manager and the functional manager should collaborate to solve the problem in a manner that maximizes organizational success for the business as a whole. slide58 Let Us Write At the inception of a project, crises tend to be associated with resources. Explain why this scenario could be common in some organizations. slide59
- 33. Essay Uniqueness is acharacteristics shared by projects. Once the technical plans to accomplish the project have been translated into a budget and schedule, managerial reviews will often seek to gain cuts in budget and/or schedule. Each time this happens, the cuts will have to be translated into changes in technical plans. slide60 "The Emperor's New Clothes“ * An Emperor demanded extremely unique suite of clothes. two weavers who promised a new suit of clothes that they say is invisible to those who are unfit for their positions, stupid, or incompetent. in reality, they make no clothes at all, making everyone believe the clothes are visible to them. The emperor parades before his subjects in his new "clothes", no one dares to say that they do not see any suit of clothes on him for fear that they will be seen as stupid. Finally, a child cries out, "But he isn't wearing anything at all!" slide61 * is a short tale written by Danish author Hans Christian Anderson
- 34. Top 10 skillsneeded by 2020.* 1. Complex problem-solving 2. Critical thinking 3. Creativity 4. People management 5. Coordinating with others 6. Emotional intelligence 7. Judgement and decision-making 8. Service orientation 9. Negotiation 10. Cognitive flexibility *the World Economic Forum “the Future of Jobs” slide62
- 35. Complex problem-solving 1. Complexproblem-solving Topping the list as the most desired skill to have by 2020 is complex problem-solving ability — defined by the report as the capacity ‘to solve novel, ill-defined problems in complex, real- world settings.’ slide63 Critical thinking 2. Critical thinking Being a critical thinker will still be a valued skillset in the next four years, according to the survey. But what does critical thinking actually involve? The answer is: logic and reasoning. Critical thinking involves being able to use logic and reasoning to interrogate an issue or problem, consider various solutions to the problem, and weigh up the pros and cons of each approach. slide64
- 36. Creativity 3. Creativity As theWorld Economic Forum senior writer, Alex Gray explains, ‘With the avalanche of new products, new technologies and new ways of working, employees are going to have to become more creative in order to benefit from these changes.’ slide65 4. People management 4. People management Irrespective of how many jobs get automated and how advanced artificial intelligence becomes, employees will always be a company’s most prized resource. Human beings are more creative, better at reading each other, and able to piggyback off each other’s ideas and energy. But being human also means that we get sick, we get demotivated, and we get distracted.
- 37. slide66 Coordinating with others 5.Coordinating with others Social skills dominate the list again at number 5, and point to the emerging trend of companies putting more emphasis on strong interpersonal skills, and employees who play well with others. Collaboration is crucial in any work environment and this is something that thankfully humans are still better at than robots! slide67 Emotional intelligence 6. Emotional intelligence The overwhelming response from HR officers and company strategists was that when it comes to desirable skillsets,
- 38. ‘overall, social skills—suchas persuasion, emotional intelligence and teaching others — will be in higher demand across industries’ of the future. slide68 Judgement and decision-making 7. Judgement and decision-making The ability to make sound judgement calls and the knack for strong decision-making skills is forecast to move up the list to nab the seventh spot by 2020. This isn’t surprising considering the sheer volume of data that organisations can now amass, and the growing need for employees who can sift through the numbers, find actionable insights, and use big data to inform business strategy and decisions. slide69
- 39. Service orientation 8. Serviceorientation Defined as the ability to ‘actively loo[k] for ways to help people,’ having strong service orientation skills is all about shining a spotlight on consumers, and anticipating what their needs will be in the future. As the WEF report points out, businesses in the energy, financial services and IT industries are ‘increasingly finding themselves confronted with new consumer concerns about issues such as carbon footprints, food safety, labour standards and privacy.’ slide70 Negotiation 9. Negotiation With robots infiltrating the workforce and job automation flagged to become increasingly commonplace, social skills will be more important than ever in the future. Why? Because we’re far better at social interaction and negotiations than robots are (for the time being, anyway). Even people in purely technical occupations will soon be expected to show greater interpersonal skills, and being able to negotiate with your colleagues, managers, clients and teams will be high up on the list of desirable skills.
- 40. slide71 Cognitive* flexibility 10. Cognitiveflexibility Cognitive flexibility is all about being a mental gymnast. If you think of your brain as a gymnast’s floor, and imagine all the different apparatuses (e.g. the rings, parallel bars, and balance beam) as the different ways of thinking (e.g. the creative brain, mathematical brain, critical thinking brain etc.) — cognitive flexibility is how quickly (and easily) you can swing, leap and twirl back and forth between different systems of thought. * Intellectual, Reasoning, Thinking slide72