1. 1 University of Wales Bachelor of Science (Industrial Engineering and Management) Year 3 Copyright © 2012 MDIS. All rights reserved.Section 15

2. 2 Project Management Copyright © 2012 MDIS. All rights reserved.Section 15

3. 3 PROJECT MANAGEMENT SKILLS Copyright © 2012 MDIS. All rights reserved.Section 15

4. 4 Copyright © 2012 MDIS. All rights reserved.Section 15 Source: Gray & Larson (2008)

5. 5 Managing vs Leading a Project Copyright © 2012 MDIS. All rights reserved. Leading: Coping with Change  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 Managing: Coping with Complexity  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 Section 15

6. 6 Project Stakeholders Copyright © 2012 MDIS. All rights reserved.  Project Team  Other Project Managers  Administrative Support Personnel  Functional Managers  Top Management  Project Sponsors  Contractors  Government Agencies  Other Organisations  Customers Section 15

7. 7 Influence as Exchange Copyright © 2012 MDIS. All rights reserved.  Task-Related Currencies  Position-Related Currencies  Inspiration-Related Currencies  Relationship-Related Currencies  Personal-Related Currencies Section 15

8. 8 Social Network Building Copyright © 2012 MDIS. All rights reserved.  Mapping Dependencies  Management by Wandering Around (MBWA)  Managing Upward Relations  Leading by Example Section 15

9. 9 Leading by Example Copyright © 2012 MDIS. All rights reserved. Source: Gray & Larson (2008) Section 15

10. 10 Ethics and Project Management Copyright © 2012 MDIS. All rights reserved.  Ethical Dilemmas  Situations where it is difficult to determine whether conduct is right or wrong  Code of conduct Section 15

11. 11 Building Trust Copyright © 2012 MDIS. All rights reserved. Building Trust: The Key to Exercising Influence  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 Section 15

12. 12 Effective Project Manager Copyright © 2012 MDIS. All rights reserved. Qualities of an Effective Project Manager  Systems thinker  Personal integrity  Proactive  High emotional intelligence (EQ)  General business perspective  Effective time management  Skillful politician  Optimist Section 15

13. 13 Copyright © 2012 MDIS. All rights reserved. Source: Gray & Larson (2008) Section 15

14. 14 High-Performing Teams Copyright © 2012 MDIS. All rights reserved. Synergy Characteristics of High-Performing Teams  Share a sense of common purpose  Make effective use of individual talents and expertise  Have balanced and shared roles  Maintain a problem solving focus  Accept differences of opinion and expression  Encourage risk taking and creativity  Sets high personal performance standards  Identify with the team Section 15

15. 15 The Team Development Model Copyright © 2012 MDIS. All rights reserved. Source: Gray & Larson (2008) Section 15

16. 16 Situational Factors Copyright © 2012 MDIS. All rights reserved. Situational Factors Affecting Team Development Source: Gray & Larson (2008) Section 15

17. 17 High-Performance Project Teams Copyright © 2012 MDIS. All rights reserved. Building High-Performance Project Teams  Recruiting Project Members  Conducting Project Meetings  Establishing a Team Identity  Creating a Shared Vision  Managing Project Reward Systems  Orchestrating the Decision-Making Process  Managing Conflict within the Project  Rejuvenating the Project Team Section 15

18. 18 Managing Virtual Project Teams Copyright © 2012 MDIS. All rights reserved. Developing trust and effective patterns of communication.  Keep team members informed on how the overall project is going.  Don’t let team members vanish.  Establish a code of conduct to avoid delays.  Establish clear norms and protocols for surfacing assumptions and conflicts.  Share the pain in terms of multiple time zones. Section 15

19. 19 Project Team Pitfalls Copyright © 2012 MDIS. All rights reserved. Developing trust and effective patterns of communication.  Groupthink  Bureaucratic Bypass Syndrome  Team Spirit Becomes Team Infatuation  Going Native Section 15

20. 20 Review Questions Copyright © 2012 MDIS. All rights reserved.  What differences would you expect to see between the kinds of influence currencies that a project manager in a functional matrix would use and the influence a project manager of a dedicated project team would use?  When would it be appropriate to hold a formal team-building session on a project? What are the unique challenges of managing a virtual project team?  What can a project manager do to avoid some of the pitfalls of a highly cohesive project team? Source: Gray & Larson (2008) Section 15