1. 1 Chapter 5 Formulating Solutions: - Project and People Skills

2. 2 Today’s Menu Project Management Project Management Work Breakdown Structure Work Breakdown Structure Critical Path Method Critical Path Method Writing a Design Proposal Essential Elements Essential Elements Examples Examples Collaboration Collaboration Ensuring Full Participation Ensuring Full Participation Conflict Management Styles Conflict Management Styles Avoiding Groupthink Avoiding Groupthink

3. 3  Gantt Chart is a simple method used to present a schedule. It requires: Identifying tasks Identifying the time sequence Estimated Task duration Constructing the chart 5.1.1 Preparing and Using Gantt Charts 5.1 Project Management

4. Example 4

5. 5 5.1.2 Program Evaluation and Review Technique and Critical Path Method  PERT and CPM are equivalents methods used for complex planning and program control  Constraints procedure: Preparing a work breakdown structure (WBS)Preparing a work breakdown structure (WBS) Creating an activity network and identifying the critical path (CP)Creating an activity network and identifying the critical path (CP) Determining the earliest start time for each activity (from Left  Right)Determining the earliest start time for each activity (from Left  Right) Calculating the latest possible start times for each activity (from Right  Left)Calculating the latest possible start times for each activity (from Right  Left) Calculating slack timesCalculating slack times

6. 6 WBS – does not include dependencies

7. 7 CPM – partially detailed

8. Example 2 8

9. 9 5.2 Communication 5.2.1 Writing Proposals  The goal is to sell a design solution to a perspective client  Table 5.5 demonstrates the contents of a design proposal  The ownership of the design proposal matters  Allowing slack time is very important  Budget preparation is integral to the process  Graphics and Videos are very helpful in illustrating ideas

10. 10.. on time and within budget?

11. 11

12. 12 5.3 Collaboration  Guidelines for Ensuring Open Participation  Rotate key positions  Collectively agree meeting agenda  Make explicit evaluation criteria  Ensure full participation  Open democratic decision making  Establish roles 5.3.1 Ensuring full and Open Participation

13. 13 5.3.1 Ensuring full and Open Participation  Dominating Behavior & what to Do about it  If you interrupt, restate frequently and forcefully and criticize other speakers  dominating  What you need is:  Resist the urge to interrupt  Limit frequency and lower tone  Depersonalize differences  Refrain from hasty judgment  Treat others  Wait for others to finish  Restate what others have said  Identify points of agreement & disagreement (why?)  Refrain from 1:1 debates

14. 14.. What NOT to say and do

15. 15 5.3.2 Reaching Consensus & Building Commitment

16. 16  A realistic definition of consensus focuses on the process:  The team encouraged me to explain my idea;  The pros and cons of the idea were discussed openly and impersonally;  The evaluation criteria were a collective effort;  The team reached a real/nominal consensus via a democratic procedure. 5.3.2 Reaching Consensus & Building Commitment

17. 17 5.3.3 Managing Conflict  Table 5.11 suggests steps to take if the team is avoiding conflict  Table 5.12 suggests steps to take if the team is too accommodating  Table 5.13 proposes steps to take if the team is fighting  Table 5.14 proposes steps to take if the team is too quick to compromise  Table 5.15 illustrates the signs of a collaborating team (the perfect outcome)

18. 18

19. 19 IF avoiding THEN

20. 20 IF too accommodating THEN

21. 21 IF fighting THEN

22. 22 Signs of Perfect Collaboration

23. 23 Signs of Groupthink 5.3.4 Avoiding Groupthink- signs

24. 24 5.3.4 Avoiding Groupthink- causes  It is the reverse side of conflict  It could be caused by: Highly cohesive membersHighly cohesive members Team isolation from external informationTeam isolation from external information A leader or junta controlling the discussionA leader or junta controlling the discussion Perceiving an external threatPerceiving an external threat Being cocky as if no wrong would be doneBeing cocky as if no wrong would be done

25. 25 Avoiding Groupthink 5.3.4 Avoiding Groupthink- solutions

26. 26 In summary, Tools such as WBS and CPM help you manage your project to ensure timely delivery Tools such as WBS and CPM help you manage your project to ensure timely delivery Good proposal writing is a necessary part of securing projects and selling solutions Good proposal writing is a necessary part of securing projects and selling solutions Identifying and dealing with conflict and groupthink produces more efficient and open teams Identifying and dealing with conflict and groupthink produces more efficient and open teams