15 - Leading Projects, People and Teams Flashcards
What leadership styles are you aware of?
Democratic - (welcome the feedback, employees invited to discuss pros and cons of plans and ideas, healthy communications between staff and mgt, employers listen)
Autocratic - (Firm but fair, gives clear direction, motivates by persuasion and feedback on task performance, leaders do not generally take feedback from subordinates)
Laissez-fair - (superiors are hands off and allow members to make decisions, trust and reliance, employees usually take decisions and manage work on their own with supervisor oversight
What motivational theories are you aware of?
- Hertzbergs theory
- McGregors theory
- Maslows heirarchy of needs
Contractor selection - talk me through how you scored the contractors performance
Considered response provided.
Scored each question out of 10, (score for each question was weighted), and recorded on marking sheet based on elemental marking sheet.
i.e. 10 - complies and exceeds requirements, innovative, comprehensive, examples.
1 - fails to meet requirements of question, very limited response.
Provided comments as to why score was recorded to allow contractor feedback.
Contractor selection - give an example of good performance
The highest I scored a question was a 9.
The contractor provided a detailed response, with examples, referencing previous projects. Consideration and commitment was demonstrated for client values.
Proactively identified solutions to minimise and mitigate risk, i.e. delays
Contractor selection - give me an example of poor performance
Not answering the questions, provided generic answers
Unrealistic expectations/impractical responses i.e. regarding resourcing
No clarification or examples
Heavily relied on visuals in their presentation without explaining
Lack of understanding of my client and their customer base
How do you create a climate necessary for the creation of a high performing team?
- Set up/establish clear lines of communication
- Diversity
- Training and development opportunities/ empowering culture
- Clear objectives and responsibilities
- Regular feedback - allow team to understand what they are doing well, understand how they contribute and provide space for support
- Project tracking
- Celebrate success
- Encourage trust and resepct
How do you maintain this in practice?
Follow on from: How do you create a climate necessary for the creation of a high performing team?
- Create clear communication streams
- Reoccuring and regular meetings
- PDR’s
- KPIs
- Feedback wins and room for improvement
How do you maintain this in practice?
Follow on from: How do you create a climate necessary for the creation of a high performing team?
- Create clear communication streams
- Reoccuring and regular meetings
- PDR’s
- KPIs
- Feedback wins and room for improvement
What skills do you use to organise yourself and others?
- Clear deadlines
- Strategic planning
- Ensure all upfront information is produced before releasing new projects
- Clear requirements
- Diary/time management
- Meetings/communication
Explain HR management legislation you have come across in your role?
Employment Rights Act 1996 applicable
set out the rights of employees in situations such as dismissal, unfair dismissal, parental leave, and redundancy.
Give me an example of advice you gave on performance improvement based upon contractual KPIs?
- Advising client and contractor to place greater empthasis and spend more time on preconstruction to allow correct resourcing, ordering etc due to long TIU being incurred due to delayed orders, too many open projects
Give me an inadequate measure for managing risk that you identified?
Asbestos management - lack of consideration from contractors for properties at risk of asbestos presence, relying on management surveys. Instructing R&D’s to protect workers and residents.
Working at height - not mentioned/considered in CPP and RAMS for a roof renewal.
What advice did you give in this instance?
Follow on: Give me an inadequate measure for managing risk that you identified?
Works should not start until H&S measures properly planned and considered incl:
- Asbestos management - full R&D surveys to be undertaken before works commencement, and survey to be issued to all duty holders
- Working at height - advised contractor to revisit H&S docs, and consider precautions such as:
- erection and dismantling by competent persons
- scaffold handover and inspections
- operatives trained on WAH
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How have you lead or managed people, consultants, contractors or subcontractors and reported on their performance?
- Project based focus - myself as main point of the structure.
- Clear lines of responsibility, communication and delegation, reporting, scope of service
- Prestart and progress meetings to align everyone to a common objective, report and feedback
- Frequent check-ins to discuss progress
- KPIs and meetings to review, measure and improve performance
- Close-out meeting/lesson learned.
How have you reviewed and analysed any skill gaps and made recommendations?
Under my clients JCT MTC both contractors assigned PD roles
I identified that the staff members producing CPP and H&S files were inadequate to satisfy CDM which raised concerns.
I discussed with the relevent staff members who identified they had not received much training on PD dutes.
I liaised with Contracts Managers to ensure training provided, and designate PD with competence. All H&S docs by other members of staff to be quality checked.
Quarterly review meetings with contractors to feedback to provide support and discuss any improvement
