Workshop 5 Flashcards
Define Human Resource Management
Managing people-related activities within an organisation to meet its strategic goals
What are the spectrum of structures in organisational structures?
There is a spectrum of structure which varies according to how power is shared out between the functional and project management parts of the organisation.
Describe the Organisational Continuum
Imagine a rectangle with a line going from the top left to the bottom right. On the left side of the rectangle represents Line Manager Authority, on the right side of the rectangle represents the Project Manager Authority.
The rectangle is split into 5 sections - from left to right:
- Functional
- Weak Matrix
- Balanced Matrix
- Strong Matrix
- Project
One side of the organisational continuum indicates that a functional organisation, the functional manager has full authority, i.e. they have control over everything that takes place within that department.
The other side of the continuum indicates that in a project organisation, the project manager has full authority. The project manager has control over everything that happens in the project.
Outline Functional Matrix Organisation
- Traditional departments headed by functional managers
- All departmental staff report to that manager
- Any projects that are required are co-ordinated at a senior level
- Project management approach is immature and confidence in running projects is limited
- All experience is associated with routine operations and optimisation of process and outputs.
- External customers see no single project manager.
Outline Balanced matrix organisation
- This matrix provides a balance of authority between
the departmental head (s) and the project manager(s) - Projects are resourced by drawing full or part time staff
from departments - Teams may be co-located
- Good for organisations that do lots of projects and
routine operations - Project Managers have authority for the project
- Departmental managers have authority for the project.
- Project managers may be located within departments
or in a project office.
Outline Project Matrix Organisation
- Staff members work in dedicated full time project teams which are commensurate to the size of the project.
- The project manager has full authority
- This type of organisation is common for very large projects or organisations whose primary business is project-related
What are the types of matrix structures
Weak matrix
- As functional organisations undertake more projects and experience and confidence builds, authority can be delegated downwards. This often leads to the appointment of a project co-ordinator within a department. However, authority remains weak from a project perspective.
Balanced Matrix
- The business of many organisations is likely to be a mixture of projects and business-as-usual. The balanced matrix recognises the need for a dedicated project manager but falls some way short of delegating full authority for the project to this individual
Strong Matrix
- As projects increasingly contribute to the revenue stream of the organisation, more resources can be invested in project teams. This is often reflected in the setting up of a projects department or project office. The projects department is responsible for providing full/part time project managers for projects. Team members continue to be drawn from functional departments.
Strengths and weaknesses of Functional organisation
Strengths
- Develops strong specialist skills
- Facilitates efficient resource usage
- Departmental lines of communication are clear.
- Good is project is contained within one function
- Compromise solution for organisations that do not undertake many projects
Weaknesses
- Tends to concentrate on specialist goals
- Inadequate integration - lack of motivation?
- Inhibits development of general management skills
- Slow response/rate of change
- Little customer focus - single point of contact?
Strength and Weaknesses of Matric organisation
Strength
- Balance between projects and business as usual.
- Integration of projects within functional departments.
- Specialist knowledge is developed and not lost
- Global priorities are visible
- Flexible and efficient use of resources
Weaknesses
- Individuals have two or more bosses
- Project managers feel they have inadequate authority
- Organisation structure is more complex
- Functional and project resource problems
- Conflict and stress are likely
Strengths and weaknesses of Projectised organisation (task force)
Strength
- Strong commitment to the project - single purpose and a high degree of autonomy.
- Integration of multiple disciplines
- Develops general management skills
- Clear management definition - team members know where they stand
- Can operate with informal communications
- Precise budget including transparent PM costs.
Weaknesses
- Highly visible - may upset establish organisation.
- Duplication and inefficient resource usage therefore increased cost
- Reduced job security and unclear career paths
- Constant change
- May be prone to symptoms of ‘groupthink’
- Sharing of lessons - learned can be problematic
- Team can become distracted near end of project.
Define Procurement
is the process by which products and services are acquired from an external provider for incorporation into the project, programme or portfolio
Outline Procurement Strategy
Addresses the needs of the project whilst respecting any organisational constraints and/or strategic objectives that may be relevant.
The project manager needs to think about:
- Using competition when practicable to ensure best value for money
- Market conditions and number of potential suppliers
- Only using fixed price when there is a clear scope
- EU rules, OJEU objectives include
- A more transparent and objective procurement
process whilst encouraging competition amongst
bidders
- Public Procurement Directives that are intended to
ensure fair and non-discriminatory international
competition for contract greater than defined
threshold values
- Deciding on the best procurement route or approach
- Make, Buy, Hire, Lease, Joint Venture, Private Public
Partnership
- Availability of funds
- Supplier interfaces
- Needing ‘taut’ contracting terms and conditions
- Risk - The following areas of risk might have an impact
on any project objective:
- Quality - use inspections and expediating; enforce
the contract
- Health and Safety
- Intellectual Property Rights
- Financial stability of each party
- Type of Contract and transfer of risk
- Pricing Strategies
- Contractor selection process
Define Sustainability as part of Procurement
An environmental, social and economically integrated approach to development that meets present needs without compromising the environment for future generations
Outline Provider selection and management as part of Procurement
The process of identifying, selecting, appointing and supervising providers through the project life cycle. Provider or supplier selection involves the preparation of contract documents through formal tender and proposal documents. and the subsequent submission of bids by potential suppliers. The typical steps involved in obtaining the goods and services that are needed on a project are:
- Research
- Pre-qualification
- Tendering
- Award
- Management and contract
- Closure of the contract
Activities as referred to in the APM BoK 6th edition
A. Research
The project manager will need to identify what goods or services are needed for the project and which providers have the required capability. It is important to develop a clear and unambiguous understanding of the project procurement requirement and how and by whom it will be approved.
- Create as full a definition of the procurement exercise as possible. This may include generation of a statement of work, specifications, etc.
- Developing schedule and cost estimates
- Obtaining authorisation to proceed
Statement of work: An annex to the main body of a contract that defines the detail of deliverables, timescales and management procedures.
B. Pre-qualification
Establishes which of the potential bidders are able and willing to carry out the work required.
Advertise/Issue Intent: Potential suppliers are invited to bid for the goods/services required in response to an advertisement or some other form of notification.
The following factors should be considered
- Nature of supplier organisation
- Financial position
- Experience
- Management arrangements and personnel
- Past performance
C. Tendering
The advertisement/notification should make it clear what the business need is so that suppliers can determine whether they have the appropriate skills and resources needed to satisfy the requirement. Evaluation criteria may also be published.
The selection of providers must be based on objective criteria thereby ensuring a transparent and non-discriminatory process.
The selection criteria might include:
Quality - does the supplier have the technical know-how required to complete the work?
Price - Does the offering provide value-for-money
Capacity - Does the supplier have access to the necessary resources in order to fulfil the terms of the agreement?
Reliability - Is the supplier commercially secure in terms of their financial controls and/or trading position?
Compatibility - Are the supplier’s management approach and policies consistent with those of the buyer?
D. Contract award
The contract should be subjected to rigorous internal review to confirm compliance with appropriate technical standards/guidance.
Acceptance criteria, timescales and payment details should be clearly defined, understood and agreed with all parties.
The process leading to contract award is likely to include:
- Negotiation of terms and conditions with the winning supplier.
- Debrief of other suppliers - demonstrating that the process was objective and fair.
- Contract offer, acceptance and commencement
E. Management of the contract
The relationship between customer and supplier needs to be actively managed. In particular the contract documentation should be maintained especially where any changes to services, requirements, procedures or contracts are concerned. Changes and/or issues pertaining to the relationship or contract must be communicated to the relevant stakeholders on both sides.
Expediting is a term that refers to the pro-active management of the contractual relationship to ensure that the time, cost, quality and other performance criteria are kept on track and under control during the life of the contract.
Considerations in this regard include management attention to:
- Customer/suppler communication and escalation channels
- Progress chasing
- Acceptance arrangements
- Regular assessment of supplier performance against agreed criteria.
F. Contract Closure
Once the work covered by the contract has been completed to the satisfaction of all parties, the contract will be closed. Elements of this may occur within the Handover and Closure phase.
Outline Contractual Relationships as part of Procurement
Various types of contractual relationships exist and these should be aligned to the objectives and context of each individual project.
The types of contractual relationships are as follows;
- Comprehensive - This approach is sometimes known as a ‘turnkey’ contract where one part assumes responsibility for everything involved in the development and implementation of a specific solution. The assumption is typically that a single supplier has direct access to all the resources required to undertake the project.
- Parallel - The customer manages the relationships between all the various specialist suppliers. This allows the customer to have more control of performance and/or cost but can involve significant management of the interfaces.
- Sub-contract - Suppliers may employ several sub-contractors, particularly where the project requires the input of specialised goods and services. These can be ‘Back to Back’ and/or conditional. Although the ‘prime-supplier’ takes responsibility for management of the interfaces, the customer should ensure that quality is maintained on out-sources work packages.
- Sequential - The sequential use of two or more contractors during a project. This approach is often used when a project is too complex to be covered by a fully defined contract at the outset of the project. The customer must understand the risk involved in this approach as it is not possible to define the overall project cost before engagement begins.
- Partner/alliance - The customer and the supplier work together to manage their contract and plan to avoid and control problems and risks. The strengths and weaknesses of this approach are very similar to those associate with ‘Pain-share/Gain-share’ payment terms
Outline Terms of Payment as part of Procurement
Both the customer and the provider need to be comfortable that the chosen payment method motivates each party to satisfy the project objectives.
Considerations when selecting payment methods will include:
- The ability and/or requirement to start work as soon as possible
- How well defined do requirements need to be before contract is agreed
- Who owns the risk(s)
- What level of supplier management is required (effort/knowledge)
- How easy is it to manage/implement scope changes
- How might quality be impacted by specific payment terms.
Many different types of supplier payment are possible. These typically fall into three main categories:
Fixed Price
Total price for a well-defined product.
Advantages
- Financial commitment is known up-front.
- Required minimum administration from a buyer’s perspective.
- The supplier carries the greater financial risk
Disadvantages
- Contract profit is not visible to customer.
- Must specify exact requirements before project starts.
- Requires detailed scope definition.
- Bis process can take time.
- Where cost is fixed, quality may suffer.
Types of Fixed Price
FFP - Firm and Fixed Price (Price set a project start and not subject to change unless scope changes. Very common)
FP-CPA - Fixed Price + Cost Price Adjustment (Price set but may be adjusted if economic conditions chance (e.g. inflation))
FPIF - Fixed Price + Incentive Fee (Fee may be adjusted if supplier meets agreed performance metrics)
Cost Reimbursable
Supplier is reimbursed for the costs they incur in performing the work plus a lump sum or percentage fee.
Advantages
- Can appoint supplier earlier than on Fixed Price contracts.
- Supplier profit is visible (not true on Time and Materials).
- Easier for customer to influence project direction.
- Easier to manage if time or quality is main objective.
- Most Flexibility to customer
Disadvantage
- No incentive for supplier to minimise costs.
- Significant administration of contract required.
- Less mature approach to project management may exist on supplier side.
Types of Cost Reimbursement
CPPC - Cost Plus Percentage of Costs (Supplier is reimbursed for all allowable costs plus an agreed percentage)
CPFF - Cost Plus Fixed Fee (Supplier is reimbursed for all allowable costs plus an agreed fixed fee payment)
CPIF - Cost Plus Incentive Fee (Supplier is reimbursed for all allowable costs plus a predetermined incentive fee for achieving certain targets, for example; cost savings may be shared between the supplier and the customer)
Time and Materials
T&M - Time and Materials (Supplier is reimbursed for provision of services)
Unit Rate - Supplier is reimbursed for provision of agreed deliverables
Incentive Terms
Pre-defined incentive fee is paid depending on achievement of key objectives (pain-share/gain share).
Term commonly used when describing incentive payment terms but can take various forms, including a partnership agreement between customer and supplier.
Advantages
- Can work well whatever the relative priority of quality, cost and time objectives
- Both parties share risks and benefits.
- Contract profit is visible to both parties.
- All parties work towards success.
Disadvantages
- Incentives do not always drive the appropriate behaviours
- Needs a big investment initially to build a stable and trusting relationship.
- Not suitable unless a long-term relationship is envisaged - based on realisation of mutual benefits
- Relies on clear roles and responsibilities between both organisations to manage issues like cost control.
In addition to the payment terms described above, contracts may be subject to other stipulations based on supplier performance e.g.
- Retention
Retention money provides the customer with a limited fund to pay for the correction of identified defects in the project deliverables
- Liquidated damages
This is a stipulation in a contract of a monetary amount that must be paid by the contractor if the contractor or any subsequent modification. Payments are in lieu of a demonstrably genuine pre-estimate of the damages related to the failure.
- Variations
Where external change has an impact on the project objectives, variations might be agreed to account for time, budget and performance considerations. If not managed correctly, variations can be a major threat to project success and/or the customer-supplier relationship
Define Teamwork
A group of people working in collaboration or by cooperation towards a common goal
What can go wrong with teams?
- Communication Problems
- Competition over leadership
- Conflict among team members with differing outlooks, objectives
- Difficult leaders
- Insufficient resources and rewards or lack of interest
- Lack of senior management support
- Lack of commitment
- Shifting goals and priorities
- Unstable environment
What are the characteristics of effective teams
- Shared aims - members believe in the collective goals of the project
- Trust - there is a climate of trust and members are encourages to openly discuss ideas and issues without fear of retribution
- Communication - communication channels are defined allowing information to be shared freely amongst team members
- Shared skills - Complimentary skills exist within the team, allowing members to interact and decisions to be made quickly and in an informed manner
- Good relationship with other teams - the team acknowledges the need to work with other parts of the organisation and fosters a mutually beneficial working relationship
- Effective leadership - the project manager is seen as a credible and effective leader; team members are also encourages to assume leadership of the team when appropriate to do so
- Self-regulating - the team is self-managing, self-organising and self-regulating and holds themselves mutually accountable for their actions.
What will an effective project manager do in a team?
- Clarify goals through discussion and set SMART objectives
- Specific
- Measurable
- Agreed
- Realistic
- Time-bounded
- Define roles, responsibilities, reporting relationships
- Establish appropriate client - supplier links
- Encourage a sense of team identify and belonging
- Provide recognition early on and celebrate success!!
What are the differences between groups and teams
T = team G = group
Skills-set and interests
T - Team members are selected on the basis of their individual and typically complimentary skills. Often teams are cross-functional in nature, operating in a matrix structure, which makes the careful selection of team members all the more crucial to its overall effectiveness.
G - Groups often have a commonality amongst the membership that is not found in teams. Commonality of interest might lead to less conflict than that normally witnessed within a team although this may be untrue if the group needs to reach a consensus decision.
Ease of creation
T - Team members each bring their own set of skills, ideas and aspirations to the team. It is far likely that the development of the team will be a more dynamic process than the setting up a group
G - Due to the similarities that exist between group members they are typically easier and quicker to form than teams. A higher level of stability is also likely within groups with this stability again being easier to achieve.
Level of interaction
T - The team’s strength lies in its ability to interact effectively. Each specific role is likely to have an impact on another team member. A higher level of social interaction is also likely in teams
G - Group members may operate in a relatively isolated fashion, taking guidance from the group’s leader as and when required.
Accountability
T - The output of a team is likely to be highly dependent on the collective efforts of the members. Members are likely to play a greater role in the adopted approach and decisions of the team. A team member is who is absent is likely to have far greater impact than an absent group member.
G - Shared accountability is not a prerequisite for the majority of groups where accountability and ownership of action is often left to the individual. For the majority of group members, their individual actions are unlikely to have significant impact on the rest of the group.
Size
T - Teams are likely to be smaller in size than groups. Individual buy-in is crucial in teams and this will be more difficult to achieve if the size is too great.
G - Groups can grow very large indeed. When there is no great need for collective decision making and working processes are largely defined, buy-in from individual members is not normally necessary
What are Tuckman’s Stages of Development?
Forming At this stage, the set of individuals has not yet become a team. Individuals explore each other's attitudes and backgrounds. Members are also keen to establish their individual identities and make a personal impression on others. Common behaviours - Hesitancy - Confusion - Anxiety - Lack of purpose
Storming This is a conflict stage in the team's life and it can easily become uncomfortable. Members bargain with one another as they attempt to sort out what each of them wants individually, compared to what the collective wants. It is likely that interpersonal hostility may be generated as differences in individual goals are revealed and the early relationships established in the forming stage may be disrupted. Common behaviours - Leadership challenged - Opinions polarised - Conflict - Cliques form
Norming The team usually develops a way of achieving its objectives together. The questions of who will do what and how are addressed. Working rules are established in terms of norms of behaviour and role allocation. A framework is therefore created through which each member can relate to the others. Common behaviours - Open communication - Common values - Harmonisation - Cohesion
Performing The performing stage is concerned with actually getting the job done. A fully mature team has been created, which can now get on with its prescribed work. Not all teams develop to this stage with some becoming stalled in an earlier stage. Also, any change or disruption to the cycle will cause the team to have to re-form and re-build their levels of collaborative performance. Common behaviours - Flexibility - Collaboration - Insight and motivation - Shared responsibility
Adjourning Adjourning involves dissolution. It has to do with the termination of roles, the completion of tasks and reduction of dependency. The transient nature of project teams makes them particularly prone to repeated cycles of adjourning and re-forming. There may be a sense of loss and anxiety at having to break-up or the departure of a colleague. The process can be stressful, particularly if the dissolution is unplanned. When a project has been relatively successful with few problems, conflict and in-fighting, team members may have that feel-good about themselves and the project as it draws to a close. They may also exhibit a decline in motivation as the project winds down and a feeling of loss and anxiety, particularly about their future. Common behaviours - Loss of anxiety - Decline in motivation - Stress - Feel good factor.
Describe Groupthink
is a danger for groups and teams that have continues to perform effectively for some time. Executive groups, management boards and specialist technical teams are vulnerable as they can also be isolated from mainstream activities.
Groupthink develops when the closeness of the group or team makes consensus-seeking the dominant force. A successful team or group is a very comfortable place to be. Hence it is easy for them to move to a state where members, as a result of long adaption to group norms, strive to not upset their ‘togetherness’. In this state, proposing alternative ways of doing things can somehow be seen as deviant and threatening behaviour.
This can be dangerous for the survival of the group or team. Those that do not change their composition, methods and aims to suit environmental changes, soon find themselves overtaken by events.
Outline Team roles
DS = Description/Strength AW = Allowable Weakness NW = Non-Allowable Weakness
Implementer
DS = Disciplines, Reliable, Practical
AW = Inflexible, slow to respond
NW = Obstructing change
Co-ordinator
DS = Mature, Confident, Clarifies goals
AW = Manipulative, Lazy
NW = Take credit for team effort
Shaper
DS = Challenging, Full of drive, Dynamic
AW = Provokes others, Hurts Feelings
NW = No apologies, No humour
Plant
DS = Creative, Unorthodox
AW = Ignores details, Preoccupied
NW = Ownership vs Cooperation
Resource Investigator
DS = Develops contacts, Enthusiastic
AW = Overoptimistic, Loses Interest
NW = Letting clients down
Monitor Evaluator
DS = Sober, Strategic, Sees options
AW = Lacks Drive, Overly Critical
NW = Cynicism, Without Logic
Team Worker
DS = Cooperative, Mild, Diplomatic
AW = Indecisive, Easily Influenced
NW = Avoiding pressure situations
Completer finisher
DS = Painstaking, Conscientious
AW = Inclined to worry, Not-picker
NW = Obsessive Behaviour
Specialist
DS = Single minded, Rare knowledge
AW = Overlooks big picture
NW = Ignoring important information
What does the project manager need to do to ensure the project team members support and what are the results?
- Develops team members professionally/personally
- Provides an interesting and stimulating work environment
- Fosters excellent communications and interpersonal relationships throughout the project
- Taps into a complementary mix of skills and experience leading to creative ideas.
Results
- Greater commitment to project aims and objectives
- Better prospects of achieving project success.
Outline Maslows Hierarchy of needs
Maslow’s Hierarchy of Needs states that we must satisfy each need in turn, starting with the first, which deals with the most obvious needs for survival itself.
Physiological - The basic needs for air, food, water, sleep etc. When these are not satisfied we may feel sickness, irritation, pain, discomfort, etc. Once these needs are met we may think about other things.
Safety - These needs are mostly psychological in nature. We need the security of a home and family. They may include security, personal safety, predictability and order.
Social - Humans have a desire to belong to groups: clubs, work groups, religious groups, family, gangs, etc. We need to feel a bond with others, to be accepted by others. We need to be needed.
Esteem - There are two types of esteem needs. First is self-esteem which results from competence or mastery of a task. Second, there’s the attention and recognition that comes from others. This is similar to the previous level; however, wanting admiration has to do with the need for power.
Self-actualisation - The need for self-actualisation is the desire to become more and more what one is, to become everything that one is capable of becoming. People who have everything can maximise their potential. They can seek knowledge, peace, aesthetic experiences, self-fulfilment, etc.
Outline Herzberg’s theory of motivation
Herzberg identified two independent categories of need which influence behaviour in different ways:
Motivators:
These factors cater for the higher level needs and should help to positively influence behaviour, often relating to the need for personal development. Examples of motivators include achievement, recognition, increased responsibility and career advancement.
Hygiene Factors:
The need to avoid unpleasantness and discomfort. These factors influence the degree of dissatisfaction of a worker without necessarily increasing their motivation. Examples of hygiene factors include company policies, direct supervision, personal-life and interestingly….salary
It is important to note that:
- Motivators can increase satisfaction and hence motivate
- Hygiene factors cannot motivate, but in their absence, may de-motivate
Outline Vroom’s expectancy theory
Vrooms Theory is based on the premise that individuals have certain expectations about the consequences of their own behaviour. Where an individual perceives a clear link between increased effort and improved performance, followed by achievement of a values outcome, it is likely that this effort will be maintained.
Two types of outcome may be achieved:
Intrinsic: These outcomes are not given to team members by a third party. They are self-attained and may include factors such as achievement of the task itself or enhanced ability.
Extrinsic: These are provided to the individual by another party and may include outcomes such as praise or tangible reward. Where the outcome is clearly aligned to an increase in performance then job-satisfaction is likely to be maintained or increased.
It is important that the project manager ensures that individual team members have the opportunity to achieve the desired level of performance by making sure that:
- Objectives are clearly set
- Appropriate feedback and guidance is offered
- Necessary resources are made available
- The team member has the appropriate level of competence to carry out the assigned work
Define Leadership
The ability to establish vision and direction, to influence and align others towards a common purpose and to empower and inspire people to achieve success.
What is Management and Leadership?
Management is; how we do it
- Always required, particularly in business-as-usual contexts and focuses more on evolutionary change or continual improvement
- Focussed on the ‘how’ and the ‘when’
- Concerned with speed, efficiency and quality
- Most effective when controlling tasks against specifications or plans
- Focussed on tasks, delivery and process
Leadership is; why we do it
- Particularly required in the context of change. It clarifies the ‘as is’ (current situation), the vision of the future and thrives in the tension between the two
- Inclined to clarify the ‘what; and the ‘why’
- More concerned with direction, effectiveness and purpose
- Most effective when influencing people by communicating in face-to-face situations
- Focussed on meaning, purpose and realised value.
Outline Will/Skill - Successful Leadership
Project managers must consider the most appropriate leadership style for each situation that they may be faced with. This will typically depend on contextual factors such as:
- The nature of the task and/or project
- The resultant impact if the execution of a task is unsuccessful and
- The team that is being managed
Skill level refers to the experience, training and understanding of the task allocated to the team member.
Will level refers to the desire of to achieve, possibly based on incentives being offered and the level of security or confidence of the team member.
High Will, High Skill = Delegate
High Will, Low Skill = Guide
Low Will, High Skill = Excite
Low Will, Low Skill = Direct
What are the guidelines on which approach and when to use the approach in Will/Skill Leadership
Direct (Low Skill, Low Will)
Use when the team member:
- Is new to the task, project or role
- Has low confidence
- Has tried before and failed
How to use:
- Build the will - provide clear briefing and specific instructions. Develop a vision of future performance. Identify what motivates them
- Build the skill - Structure tasks for ‘quick wins’ - provide mentoring and training
- Sustain the will - provide frequent feedback - acknowledge good work, nurture team member through praise.
Guide - High Will/Low Skill
Use when the team member:
- Is an enthusiastic beginner, new to a particular task, project or role
How to use:
- Use a combination of directing (telling) and guiding/coaching (inquire/ask/use open ended questioning) to build their skill.
- Invest time - answer questions and explain
- Create a risk free environment to allow for early mistakes and learning
- Relax control as progress and development is shown.
Excite - High Skill/Low Will Use when the team member: - Is a skilled, experienced person who has hit a plateau - Needs a new challenge - Is being affected by some other factor How to use - Identify the reason for low willingness and low motivation - consider the assigned task, management style or personal factors. - Monitor and provide (regular) feedback
Delegate - High Will/High Skill
Use when the team member
- Is a skilled worker looking for more opportunities to grow and develop.
How to use
- Provide freedom to complete the work - set the objective, not the method.
- Praise (do not ignore)
- Encourage the team member to take responsibility - involve them in decision-making. Offer your opinions sparingly, and only if there is a very good reason for doing so.
- Take appropriate risks - give more demanding (stretching) tasks and do not over manage the team member.
Define Delegation
The practice of giving a person or group the authority to perform the responsibilities of, or act on behalf of, another.
What are the characteristics of effective leadership
Effective leaders often display common characteristics that help to define their leadership style.
Communicator:
Having the ability to define and communicate a vision in a manner that meets the needs of each stakeholder.
Charismatic:
Often closely linked to communication skills, charismatic project managers are able to appeal to stakeholders and present compelling arguments.
Attitude (Can-do):
Positive project managers help create a similar attitude within their team, thereby helping them to achieve challenging goals.
Fairness:
Respect for differing views and opinions and integrity is important if the project manager is to gain the trust of team members and other stakeholders.
Persuasive:
Project managers will need to influence stakeholders by presenting compelling arguments
Inventive:
Creative solutions will often be required to resolve project issues in a timely manner
Adaptable:
A flexible and pragmatic approach will often be required to ensure that solutions are reached which accommodate the varying interests of project stakeholders
Common-sense:
Sensible solutions are required to satisfy the triple constraints of the project; the best technical solution may not be the optimum approach if the other project constraints are disregarded.
Open-minded:
Project managers must be open to new ideas and opinions in order that effective strategies are adopted to satisfy project objectives.
Vision:
Project managers must have the ability to define and communicate the project goals in a manner that encourages stakeholders and team members to follow their lead.
Outline situational leadership
- Supportive (Relationship) behaviour on the left of the graph with high at the top and low at the bottom.
- Directive (task) behaviour on the bottom of the graph with low to the left and high to the right.
Arch starting at the bottom, going to the top, then back down.
From left to right - Delegating - Be trusted to do work
- Participation - Complete trust
- Selling - Begin trust from manager
- Telling - usually micromanaged
Mature to Immature
M4, M3, M2, M1
Define Project Plan execution
Project Plan execution Is very simply the implementation of the activities as defined in the Project Plan
Outline Governance and progress monitoring
The Sponsor should ensure that the governance and oversight continue to be appropriate throughout the life of a programme or project. It is essential that the relevant stakeholders are kept informed of key developments and project progress on a timely basis. This is intended to enable informed decision making and sign-off by the ‘right’ people/groups. The PM should make full use of the communications plan in this respect and it will entail:
- Having the processes in place to understand
- Achievement against timeline and expectation
- Spend and forecast against budget
- Human resource utilisation and forecasts
- When/how to escalate issues
The approach to this is typically based on:
- Setting limits of authority/escalation rules
- Meetings
- Reporting the information e.g.
- Traffic lights (Red-Amber-Green/RAG) reporting
- Exception reporting as appropriate
- Taking action based on the information reported
What are the 2 definition of Reports?
- The presentation of information in an appropriate format
2.
A written record or summary, a detailed account or statement, or a verbal account
