1. Manajemen Industri teknologi informasi
Lesson 4

2. Leadership Being an Effective Project Manager
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3. Managing versus Leading a Project
Managing: Coping with Complexity
Leading: Coping with Change
Formulate plans and objectives
Monitor results
Take corrective action
Expedite activities
Solve technical problems
Serve as peacemaker
Make tradeoffs among time, costs, and project scope
Recognize the need to change to keep the project on track
Initiate change
Provide direction and motivation
Innovate and adapt as necessary
Integrate assigned resources
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4. Managing Project Stakeholders
Project Management Maxims:
You can’t do it all and get it all done.
Projects usually involve a vast web of relationships.
Hands-on work is not the same as leading.
More pressure and more involvement can reduce your effectiveness as a leader.
What’s important to you likely isn’t as important to someone else.
Different groups have different stakes (responsibilities, agendas, and priorities) in the outcome of a project.
Remember: project management is tough, exciting, and rewarding—endeavor to persevere.
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5. Network of Stakeholders
FIGURE 10.1
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6. Influence as Exchange The Law of Reciprocity Quid pro Quo
One good deed deserves another, and likewise, one bad deed deserves another.
Quid pro Quo
Mutual exchanges of resources and services (“back- scratching”) build relationships.
Influence “Currencies” (Cohen and Bradford)
Cooperative relationships are built on the exchange of organizational “currencies” (favors).
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7. Commonly Traded Organizational Currencies
Task-related currencies
Resources Lending or giving money, budget increases, personnel, etc.
Assistance Helping with existing projects or undertaking unwanted tasks.
Cooperation Giving task support, providing quicker response time, or aiding implementation.
Information Providing organizational as well as technical knowledge.
Position-related currencies
Advancement Giving a task or assignment that can result in promotion.
Recognition Acknowledging effort, accomplishments, or abilities.
Visibility Providing a chance to be known by higher-ups or significant other sin the organization.
Network/contacts Providing opportunities for linking with others.
TABLE 10.1
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8. Commonly Traded Organizational Currencies (cont’d)
Inspiration-related currencies
Vision Being involved in a task that has larger significance for the unit, organization, customer, or society.
Excellence Having a chance to do important things really well.
Ethical correctness Doing what is “right” by a higher standard than efficiency.
Relationship-related currencies
Acceptance Providing closeness and friendship.
Personal support Giving personal and emotional backing.
Understanding Listening to others’ concerns and issues.
Personal-related currencies
Challenge/learning Sharing tasks that increase skills and abilities.
Ownership Letting others have ownership and influence.
Gratitude Expressing appreciation.
TABLE 10.1 (cont’d)
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9. Social Network Building
Mapping Dependencies
Project team perspective:
Whose cooperation will be needed?
Whose agreement or approval will we need?
Whose opposition would keep us from accomplishing the project?
Stakeholders’ perspective:
What differences exist between the team and those on whom the team will depend?
How do the stakeholders view the project?
What is the status of our relationships with the stakeholders?
What sources of influence does the team have relative to the stakeholders?
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10. Dependencies for Financial Software Installation Project
FIGURE 10.2
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11. Management by Wandering Around (MBWA)
A management style that involves managers spending the majority of time outside of their offices in face-to-face interactions with employees building cooperative relationships.
Characteristics of Effective Project Managers
Initiate contact with key players
Anticipate potential problems
Provide encouragement
Reinforce the objectives and vision of the project
Intervene to resolve conflicts and prevent stalemates
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12. Managing Upward Relations
Project Success = Top Management Support
Appropriate budgets
Responsiveness to unexpected needs
A clear signal to the organization of the importance of cooperation
Motivating the Project Team
Influence top management in favor of the team:
Rescind unreasonable demands
Provide additional resources
Recognize the accomplishments of team members
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13. The Significance of a Project Sponsor
FIGURE 10.3
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14. Leading by Example
FIGURE 10.4
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15. Ethics and Project Management
Ethical Dilemmas
Situations where it is difficult to determine whether conduct is right or wrong
Padding of cost and time estimations
Exaggerating pay-offs of project proposals
Falsely assuring customers that everything is on track
Being pressured to alter status reports
Falsifying cost accounts
Compromising safety standards to accelerate progress
Approving shoddy work
Code of conduct
Professional standards and personal integrity
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16. Contradictions of Project Management
Innovate and maintain stability
See the big picture while getting your hands dirty
Encourage individuals but stress the team
Hands-off/hands-on
Flexible but firm
Team versus organizational loyalties
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17. Qualities of an Effective Project Manager
Systems thinker
Personal integrity
Proactive
High emotional intelligence
General business perspective
Effective time management
Skillful politician
Optimist
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18. Suggestions for Project Managers
Build relationships before you need them.
Trust is sustained through frequent face-to-face contact.
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19. Outsourcing Managing Interorganizational Relations
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20. Outsourcing: Reclining Chair Project
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21. Outsourcing Project Work
Advantages:
Cost reduction
Faster completion
Higher level of expertise
Flexibility
Disadvantages
Coordination breakdowns
Loss of control
Conflict
Internal morale issues
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22. Best Practices in Outsourcing Project Work
Treat Outsourcers as Partners!
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23. Key Practices in Partnering Relationships versus Traditional Practices
Mutual trust forms the basis for strong working relationships.
Shared goals and objectives ensure common direction.
Joint project team exists with high level of interaction.
Open communications avoid misdirection and bolster effective working relationships.
Long-term commitment provides the opportunity to attain continuous improvement.
Suspicion and distrust; each party is wary of the other.
Each party’s goals and objectives, while similar, are geared to what is best for them.
Independent project teams; teams are spatially separated with managed interactions.
Communications are structured and guarded.
Single project contracting is normal.
TABLE 12.1
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24. Key Practices in Partnering Relationships versus Traditional Practices (cont’d)
Objective critique is geared to candid assessment of performance.
Access to each other’s organization resources is available.
Total company involvement requires commitment from CEO to team members.
Integration of administrative systems equipment takes place.
Risk is shared jointly among the partners, encouraging innovation and continuous improvement.
Objectivity is limited due to fear of reprisal and lack of continuous improvement opportunity.
Access is limited with structured procedures and self-preservation taking priority over total optimization.
Involvement is normally limited to project-level personnel.
Duplication and/or translation takes place with attendant costs and delays.
Risk is transferred to the other party.
TABLE 12.1 (cont’d)
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25. Project Partnering Charter
FIGURE 12.2
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26. Partnering Advantages of Long-Term Partnerships
Reduced administrative costs
More efficient utilization of resources
Improved communication
Improved performance
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27. The Art of Negotiating Project Management Is NOT a Contest.
Everyone is on the same side—OURS.
Everyone is bound by the success of the project.
Everyone has to continue to work together.
Principled Negotiations
Separate the people from the problem.
Focus on interests, not positions.
Invent options for mutual gain.
When possible, use objective criteria.
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28. The Art of Negotiating (cont’d)
Dealing with Unreasonable People
If pushed, don’t push back.
Ask questions instead of making statements.
Use silence as a response to unreasonable demands.
Ask for advice and encourage others to criticize your ideas and positions.
Use Fisher and Ury’s best alternative to a negotiated agreement (BATNA) concept to work toward a win/win scenario.
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29. Managing Customer Relations
Customer Satisfaction
The negative effect of dissatisfied customers on a firm’s reputation is far greater than the positive effect of satisfied customers.
Every customer has a unique set of performance expectations and met-performance perceptions.
Satisfaction is a perceptual relationship:
Perceived performance Expected performance
Project managers must be skilled at managing both customer expectations and perceptions.
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30. Managing Customer Relations (cont’d)
Managing Customer Expectations
Don’t oversell the project; better to undersell.
Develop a well-defined project scope statement.
Share significant problems and risks.
Keep everyone informed about the project’s progress.
Involve customers early on decisions about project development changes.
Handle customer relationships and problems in an expeditious, competent, and professional manner.
Speak with one voice.
Speak the language of the customer.
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31. Contract Management
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32. Types of Contracts Fixed-price (FP) Contract or Lump-Sum Agreement
The contractor with the lowest bid agrees to perform all work specified in the contract at a fixed price.
The disadvantage for owners is that it is more difficult and more costly to prepare.
The primary disadvantage for contractors is the risk of underestimating project costs.
Contract adjustments
Redetermination provisions
Performance incentives
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33. Types of Contracts (cont’d)
Cost-Plus Contracts
The contractor is reimbursed for all direct allowable costs (materials, labor, travel) plus an additional prior- negotiated fee (set as a percentage of the total costs) to cover overhead and profit.
Risk to client is in relying on the contractor’s best efforts to contain costs.
Controls on contractors
Performance and schedule incentives
Costs-sharing clauses
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34. Contract Type versus Risk
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35. Contract Changes Contract Change Control System
Defines the process by which a contract’s authorized scope (costs and activities) may be modified:
Paperwork
Tracking systems
Dispute resolution procedures
Approval levels necessary for authorizing changes
Best practice is the inclusion of change control system provisions in the original contract.
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36. End of this Chapter
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