Performance Domain Models Flashcards
Situational Leadership II
Situational Leadership - Ken Blanchard’s measures project team member development using competence and commitment. TEAM PROJECT
OSCAR
Karen Whittleworth and Andrew Gilbert coaching and mentoring 5 factors.
TEAM PROJECT
OSCAR Acronym
Situational Leadership - Outcome, Situation, Choices, Actions, Review
Cross-cultural Communication
Communication - Browaeys and Price - incorporate the idea that the message itself and how it is transmitted is influence by the sender’s current knowledge, experiences, language, thinking and communication styles as well as stereotypes and relationship to the receiver.
TEAM STAKEHOLDER PLANNING PROJECT
Effectiveness of Communication Channels
Communication - Alisatir Cockburn - Describes the communication channels along the axes of effectiveness and the amount of leaning that can be transmitted through the medium.
TEAM STAKEHOLDER PLANNING PROJECT
Gulf of Execution and Evaluation
Communication - Donald Norman - a degree to which an item corresponds with what a person expects it to do. Car park example.
STAKEHOLDER DELIVERY
Hygiene and Motivational Factors
Motivational method - Frederick Herzberg - Job dissatisfaction and satisfaction stem from motivational factors including achievement, growth and advancement. TEAM
PLANNING PROJECT
Intrinsic versus extrinsic motivation
Motivational method - Daniel Pink - Intrinsic factors for complicated and challenging work, such as much of the work on projects, are far longer lasting then extrinsic. TEAM
PLANNING PROJECT
3 Types of Intrinsic Motivators
Autonomy Mastery Purpose
Theory of Needs
Motivational method - David McClellan - Needs are driven by achievement, power and affiliation. the strength depends on the person experience and culture.
TEAM PLANNING PROJECT
Theory X, Theory Y, and Theory Z
Motivational method - Douglas McGregor -
X - Sole purpose of motivation is income / salary
Y - Intrinsic motivation
Z - Abraham Maslow - Motivated by self-realization, values and a higher calling , cultivates insight and meaning
TEAM PLANNING PROJECT
Managing Change in Organization
Change Models - 5 Items iterative elements:
1. Formulate Change
2. Plan Change
3. Implement Change
4. Manage Change
5. Sustain Change
STAKEHOLDER PLANNING PROJECT
ADKAR
Change Models - Jegg Hiatt - 5 Steps for adapting to change
1. Awareness
2. Desire
3. Knowledge
4. Ability
5. Reinforcement
STAKEHOLDER PLANNING PROJECT
8-step Process for Leading Change
Change Models - John Kotter - 8 Step change for transforming organizations.
1. Create Urgency
2. Form a powerful coalition
3. Create a vison for change
4. Communicate the vision
5. Remove obstacles
6. Create short-term wins
7. Build on the change
8. Anchor the change in corporate culture
STAKEHOLDER PLANNING PROJECT
Transition
Change Models - William Bridges -an understanding of what occurs to individuals psychological when an organizational change takes place.
1. Ending, losing, and letting go
2. The neutral Zone
3. The new Beginning
STAKEHOLDER PLANNING PROJECT
Cynefin Framework
Complexity Models - Dave Snowden - Framework used to diagnose cause and effect relationships as a decision making aid. 5 problems
1. Obvious cause and effect
2. Complicated relationships
3. Complex relationships - unknown unknows
4.. Chaotic environments
5. Disordered relationships
DEV PLANNING PROJECT DELIVERY UNCERTAINTY
Stacey Matrix
Complexity Models - Ralph Stacey -Similar to Cynefin, but looks at 2 dimensions to determine the relative complexity.
1. Relative uncertainty of the requirements of the deliverable
2. Relative uncertainty of the technology that will be used
DEV PLANNING PROJECT DELIVERY UNCERTAINTY
Tucker Ladder
Project Team Development - Bruce Tuckerman - 5 Stages
1. Forming
2. Storming
3. Norming
4. Performing
5. Adjourning
TEAM PROJECT
Drexler/Sibbet Team Performance
Project Team Development - Allan Drexler & David Sibbet -
1. Orientation -Why
2. Trust building - Who
3. Goal Clarification - What
4. Commitment -How
5. Implementation
6. High Performance
7. Renewal
1 - 4 creation of project 5 - 7 cover team sustainability
TEAM PROJECT
Conflict
Other - Can be healthy and productive when handled well.
1. Confronting/problem solving
2. Collaborating
3. Compromising
4. Smoothing/accommodating
5. Forcing
6. Withdrawal/avoid
TEAM STAKEHOLDER PROJECT
Negotiation
Other - Steve Covery’s principal THINK Win-Win
1. Win-Win
2. Win-Lose/lose-win
3. Lose-Lose
4. Character
5. Trust
6. Approach
STAKEHOLDER PLANNING PROJECT DELIVERY
Planning
Other - Barry Boehm - model used to compare the time and effort invested in developing plans to reduce risk, including the delay and other costs of over planning.
DEV PLANNING PROJECT
Process Groups
Other - PM processes can be organized into logical groups of project management inputs, tools and techniques and outputs that are tailored to meet the needs of the organization, stakeholders and the project.
1. Initiating
2. Planning
3. Executing
4. Monitoring and Controlling
5. Closing
PLANNING PROJECT DELEVERY MEASURMENT
Salience
Other - Ronald K Mitchel - It means prominent, noticeable or perceived as important
About the Stakeholders:
1. Power to influence
2. Legitimacy of relationship with the project
3. Urgency of the stakeholders engagement
STAKEHOLDER PLANNING PROJECT
