1. 5-1 Project Management from Simple to Complex

2. 5-2 This work is licensed under the Creative Commons Attribution-Noncommercial-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-nc-sa/3.0/or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA

3. 5-3 Chapter 5 Working with People on Projects

4. 5-4 Learning Objectives Describe emotional intelligence Describe personality types and tools used to describe them Describe the relationships between leadership styles and personality type Describe people skills that are necessary for negotiation and conflict resolution Describe how work is delegated Describe individual goals that are related to personality types

5. 5-5 Learning Objectives Describe the value of trust and how it relates to contracts and complex projects Identify four types of trust Describe how a project manager can build trust Identify three common meeting types and then describe how they differ Identity types of teams Describe the HUMM method of measuring project performance

6. 5-6 Learning Objectives Describe the importance of developing a project story Describe how project culture is developed and enforced Describe how differences in culture between stakeholders can influence the project Describe the role of innovation on projects

7. 5-7 Emotional Intelligence The ability to sense, understand, and effectively apply the power and acumens of emotions Emotional intelligence includes: – Self-awareness – Self-regulation – Empathy – Relationship management

8. 5-8 Personality Types Personality types refer to the difference among people Knowledge of personality types helps in understanding: – Personal tendencies and strengths in different situations – The contributions of various team members – The various needs of the client Tool for helping people assess personality types — DISC and MBTI

9. 5-9 Personality Types DISC – Dominance — Control, power, and assertiveness – Influence — Social situations and communication – Steadiness — Patience, persistence, and thoughtfulness – Conscientiousness — Structure and organization

10. 5-10 Personality Types The Myers-Briggs Type Indicator (MBTI) identifies sixteen personality types based on four preferences derived from the questionnaire – Extroversion (E)-Introversion (I) – Sensing (S)-Intuition (N) – Thinking (T)-Feeling (F) – Judging (J)-Perceiving (P) There is no best type

11. 5-11 Leadership Styles A function of both the personal characteristics of the leader and the environment in which the leadership must occur – Autocratic or democratic – Pathfinders, problem solvers, or implementers – Transactional or transformational – Contingency theory

12. 5-12 Leadership Styles Match the leadership style to the complexity profile of the project Each project phase may require a different leadership approach Balance the benefit of matching the right leadership approach with the cost of disrupting the project

13. 5-13 Negotiation and Conflict Resolution All project problems are connected to skills needed by the project manager: – Breakdown in communication — Lack of communication skills – Uncommitted team members — Lack of team-building skills – Role confusion — Lack of organizational skills

14. 5-14 Negotiation and Conflict Resolution The ability to listen actively – Place yourself in the speaker’s position – Understand the communication from the speaker’s point of view – Listen to body language and environmental cues – Strive not just to hear, but to understand

15. 5-15 Negotiation and Conflict Resolution The ability to negotiate effectively – Separate people from the problem – Focus on common interests – Generate options that advance shared interests – Develop results based on standard criteria

16. 5-16 Negotiation and Conflict Resolution The ability to resolve conflicts – Avoiding – Forcing – Collaborating – Compromising – Accommodating

17. 5-17 Delegation Delegation involves: – Understanding the knowledge, skills, and abilities needed to manage work – Matching the team members with the right skills to do the work Finding the right balance of delegation is important – Too much delegation may result in delays or increased cost to the project – Too little may cause delays due to the lack of action or timely decisions

18. 5-18 Setting Individual Goals Individual goals can be set for: – Improving ability to deal with projects and project phases that are not natural personality strengths – Improving conflict resolution styles

19. 5-19 Trust It is the foundation for all relationships within a project It is the filter through which we screen information that is received and shared Contracts are not conducive to establishing a trusting project culture – Smaller, less complex projects can operate with a legal contract – Larger, more complex projects rely on relationships of mutual trust

20. 5-20 Trust Four kinds of trust – Objective credibility – Attribution of benevolence – Nonmanipulative trust – High cost of lying

21. 5-21 Trust Establish trust by: – Assigning a project manager with a high trust reputation – Allowing for informal communication – Establishing a high cost of lying – Communicating the expectation of honesty – Creating an atmosphere of trust

22. 5-22 Common Meeting Types Action item meetings develop a common understanding of: – Short-term priorities of the project – Individual roles – Expectations for specific activities

23. 5-23 Common Meeting Types Management meetings are oriented toward: – Developing plans – Tracking progress of existing plans – Making adjustments to plans in response to new information

24. 5-24 Common Meeting Types Leadership meetings are used to: – Reflect on the project – Explore the larger issues of the project – Back away from the day-to-day problem solving

25. 5-25 Types of Teams Functional teams – Team approach related to the project functions Cross-functional teams – Address issues and work processes that include two or more functional teams Problem-solving teams – Address specific issues that arise during the life of the project

26. 5-26 Qualitative Assessment of Project Performance The Humm Factor – A survey that is developed during the early phases of the project – Qualitative responses are converted to a score from 1 to 10 – The survey is distributed depending on the complexity profile of the project – Responses are tracked by individual and by total project – The project team looks for trends that indicate an issue may be emerging

27. 5-27 Developing a Project Story A project story: – Is a short explanation given by project members when asked about the project – Often expresses important aspects of the project – Can create a positive picture of the project or one that is less appealing Creation of the project story is an active process

28. 5-28 Developing a Project Story Advantages of a positive project story: – Invites people and helps with the recruitment of talent to the project – Helps when services are needed from functional departments within the company – Helps in developing management support for the project

29. 5-29 Project Culture The shared norms, beliefs, values, and assumptions of the project team Culture is developed through the communication of: – The priority – The given status – The alignment of official and operational rules

30. 5-30 Culture of Stakeholders Project management must cope with cultural differences of project stakeholders Aspects of cultural difference that can affect a project: – Communications – Negotiations – Decision making

31. 5-31 Innovation on Projects Innovation on projects is influenced by the nature of the project It is a creative process that requires both fun and focus Innovation is important to develop methods of: – Lowering costs – Shortening the schedule