Assistant Professor Dr. Aurangzeb Zulfiqar Khan Department of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 1 PART III: THE PROJECT LIFE-CYCLE

Assistant Professor Dr. Aurangzeb Zulfiqar Khan Department of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 2 Project Implementation Project Implementation (or Execution) follows up on the phases of project planning and initiation. Project Implementation integrates human resources and other project resource inputs (financial, physical, informational etc.) to carry out the project management plan which is the main deliverable of project planning phase.

Assistant Professor Dr. Aurangzeb Zulfiqar Khan Department of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 3 Project Implementation In the project implementation phase, usually the bulk of project resources and time are utilized on the activities required in order to produce project deliverables. Project implementation does not always proceed smoothly accor- ding to the project management plan! Many issues and complications can arise which need to be effectively addressed in order for the project to be undertaken successfully.

Assistant Professor Dr. Aurangzeb Zulfiqar Khan Department of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 4 Project Implementation (PMI Standard)

Assistant Professor Dr. Aurangzeb Zulfiqar Khan Department of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 5

Assistant Professor Dr. Aurangzeb Zulfiqar Khan Department of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 6

Assistant Professor Dr. Aurangzeb Zulfiqar Khan Department of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 7  Stakeholders  Risks  Change Management  Monitoring, Evaluation, Control  Costs (actual > budgeted)  Time (actual > allocated)  Resource Availability  Performance  Conflicts  Quality Issues  Ethics  External Considerations Common Issues in Project Implementation Projects can be very complex undertakings and their implementation may be influenced to a substan- tive degree by a number of diverse considerations. Implementing projects has a lot to do with effectively managing complexity. This complexity changes in the course of a project‘s imple- mentation.

Assistant Professor Dr. Aurangzeb Zulfiqar Khan Department of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 8 Ethics & Project Implementation In its 71-page study Building Towers, Cheating Workers the US-based Human Rights Watch has documented numerous cases of maltreatment and abuses of project construction workers in the United Arab Emirates. The issue of maltreatment of project construction wor- kers in the United Arab Emirates has also been independantly investigated and substantiated by other organizations and individuals.

Assistant Professor Dr. Aurangzeb Zulfiqar Khan Department of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 9 Class Assignment Construct a “fishbone diagramme” to determine the possible causes for ‘issues’ which may arise in the course of a project’s implementation.

Assistant Professor Dr. Aurangzeb Zulfiqar Khan Department of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 10 Boss-Centred Leadership Subordinate-Centred Leadership Use of Authority by the Manager Area of Freedom for Subordinates Manager Makes decision and announces it Manager Sells decision Manager Presents Ideas and Invites questions Manager presents tentative decision subject to change Manager presents problem, gets suggestions, makes decision Manager defines limits, asks group to make decision Manager permits Subordinates to function within limits defined by superior Mansgement Styles

Assistant Professor Dr. Aurangzeb Zulfiqar Khan Department of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 11 Interpersonal Skills Take Risks and show Courage Ability to Motivate Tenacity Communication Skills Mentoring and Guidance ability Knowledge and Competency Make work appear enjoyable Have a Vision See Systems Context and strategic context of the project Ability to inspire Trust and Confidence Promote Empowerment Ability to keep abreast of all project-related developments Characteristics of „Good“ Project Managers

Assistant Professor Dr. Aurangzeb Zulfiqar Khan Department of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 12 Strategist Visionary Recruiter Negotiator Decision-MakerIntegratorInfluencor Mentor Coach Counsellor Diplomat Conflict Manager ExpeditorDesigner The Many Hats of a Project Manager

Assistant Professor Dr. Aurangzeb Zulfiqar Khan Department of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 13 Teambuilding – The process of taking a collection of individuals with different backgrounds, needs, competen- cies, skills and experience and transforming them into an integrated and effective work unit Today’s project environments are often characterised by enormous complexity, dynamism, multinationalism, technological sophisticatedness, cost-intensiveness and risk and uncertainty. Project teams, in which considerations of flexibility, multidisciplinarity, innovativeness and a high level of individual commitment and motivation are accorded high value, are an appropriate way to deal with such environments Project Teams and Teamwork

Assistant Professor Dr. Aurangzeb Zulfiqar Khan Department of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 14 Innovative High-Quality On-Budget On-Time High Response Rate Conflict Management Self-Directed Change-Oriented High Morale and Team Spirit Enjoy Work High Need for Achievements Miminal Reliance On Procedures Quality-Oriented Effective Cross-Functional Interfaces & Alliances Effective Communications Committed Risk-Sharing Innovative Behaviour Membership Self-Development Charachteristics of High-Performing Teams

Assistant Professor Dr. Aurangzeb Zulfiqar Khan Department of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 15 (A) Work & Team Structure –Team participates in project definition and work plans evolve dynamically –Team structure and responsibilities evolve and change as needed –Broad information sharing –Team leadership evolves on the basis of expertise, trust and respect –Minimal dependence on bureaucracy, procedures and politics Factors Which Determine Project Team Performance

Assistant Professor Dr. Aurangzeb Zulfiqar Khan Department of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 16 (B) Communication & Control –Effective cross-functional channels and linkages –Ability to seek out and process information –Effective group decision-making and consensus –Clear sense of purpose and direction –Self-Control, accountability and ownership –Control is stimulated by visibility, recognition, accomplishments, autonomy Factors Which Determine Project Team Performance

Assistant Professor Dr. Aurangzeb Zulfiqar Khan Department of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 17 (C) Team Leadership –Minimal hierarchy in member status and position –Internal team leadership based on situational expertise, trust and need –Clear management goals, direction and support –Inspires and encourages Factors Which Determine Project Team Performance

Assistant Professor Dr. Aurangzeb Zulfiqar Khan Department of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 18 (D) Attitudes & Values –Members are committed to established objectives and plans –Shared goals, values and project ownership –High involvement, energy, work interest, need for achievement and pride, self-motivated –Capacity for conflict resolution and resource- sharing –Team building and self-development –Risk-sharing,mutual trust and support Factors Which Determine Project Team Performance

Assistant Professor Dr. Aurangzeb Zulfiqar Khan Department of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 19 Innovative behaviour Flexibility and willingness to change High morale and team spirit High commitment to established project goals Continuous improvement of work process, efficiency and quality Ability to stretch beyond agreed-on principles Factors Which Determine Project Team Performance

Assistant Professor Dr. Aurangzeb Zulfiqar Khan Department of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 20 Managerial Leadership Drivers Barriers Team Characte- ristics and Team Performance Internal Organizational Environment Internal Organizational Environment External Business Environment Model for Analyzing Team Performance

Assistant Professor Dr. Aurangzeb Zulfiqar Khan Department of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 21 Clear project plans and objectives Good interpersonal relations and shared values Good project leadership and credibility Professional growth potential Professionally interesting and stimulating work Project visibility and high priority Proper technical direction and team leadership Qualified, competent team personnel Recognition of sense of accomplishment Management involvement and support Project Team Performance – The Drivers

Assistant Professor Dr. Aurangzeb Zulfiqar Khan Department of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 22 Communication problems Conflict among team members or between team and support organizations Different outlooks, objectives and priorities perceived by team members Poor qualification of team or project leader Poor trust, respect and credibility of team leader Insufficient resources Insufficient rewards Lack of project challenge and interest Lack of senior management support, interest and involvement Lack of team definition, role conflict and confusion Lack of team member commitment Project Team Performance – The Barriers

Assistant Professor Dr. Aurangzeb Zulfiqar Khan Department of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 23 Project Team Performance – The Barriers Poor project team / personnel selection Shifting goals and priorities Unclear team leadership and power struggle Unstable project environment, poor job security and anxieties

Assistant Professor Dr. Aurangzeb Zulfiqar Khan Department of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 24 Negotiate the work assignment Communicate organizational goals and objectives Plan the project effectively Staff and organize the project team Define the project organization, interfaces and reporting relations Build a high-performance image Define work process and team structure Build enthusiasm and excitement Ensure senior management support Define effective communication channels and methods Build commitment Conduct team-building sessions Ensure project leadership Effective Team Management – Some Recommendations

Assistant Professor Dr. Aurangzeb Zulfiqar Khan Department of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 25 Create proper rewards systems Manage conflict and problems Ensure personal drive and involvement Effective Team Management – Some Recommendations