1 Human- Side of Project Management Dr. Khaled Bubshait

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Human- Side of Human- Side of Project ManagementProject Management

Dr. Khaled BubshaitDr. Khaled Bubshait

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Dr. Khaled Ahmed Bubshait

Khaled Bubshait is an associate Professor of project/operations Management at King Fahd University of Petroleum and Minerals. He was the former Director of the Economic and Management Center at the Research Institute at KFUPM, Dhahran, Saudi Arabia. He received his undergraduate degree B.S in applied Civil Engineering (1976) , his MBA from KFUPM(1978), and his PhD from Georgia State University, USA (1984). He published several articles in the area of project Management, operations Management, Total Quality Management, Business Incubator and SME Strategies . Also he led the project team for establishing a National Training Plan for the Kingdom of Saudi Arabia. He is also in the Editorial Board of the Business Process Reengineering & Management Journal and the Benchmarking Journal. And Dr. Bubshait was the former president pf the American Cost Engineer Arabian Gulf Section Tel . 055842500

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PRESENTATION OUTLINES

• The Challenge of Project Management• The Project Leader• Development of Project

Teams• The Hidden-Side of Project Management• The Human Impact on Project• Recommendations

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PROJECTPROJECT

A Combination of human and non-A Combination of human and non-human resources pulled together in human resources pulled together in a temporary organization to a temporary organization to achieve specific objectives within achieve specific objectives within cost, schedule and quality cost, schedule and quality parametersparameters

ss

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Project Project ManagementManagement

A set of principles, methods and techniques for effectively planning organizing and controlling projects.

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The Triple The Triple ConstraintConstraint

BudgetBudgetScheduleSchedule

QualityQuality

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The Triple The Triple ConstraintConstraint

BudgetBudgetScheduleSchedule

QualityQuality

SafteySaftey

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WHY THE HUMAN SIDE?“open systems”

DIFFICULT TO CONTROL

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THE HUMAN IN THE HUMAN IN PROJECT MANAGEMENTPROJECT MANAGEMENT

PROJECT LEADER

PROJECT TEAM

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project project leaderleader

clientclient

Project Project TeamTeam

corporatecorporateManagementManagement

PublicPublicGroupsGroups

regulatoryregulatoryAgenciesAgencies

FunctionalFunctionalorganizationorganization

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PROJECT LEADER SKILLS

• LEADERSHIP

• HUMAN SKILL

• TECHNICAL EXPERTISE

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LEADERSHIP SKILLS

• HONESTY• INTEGRITY• ENERGY• ENTHUSIASM• COURAGE• OPTIMISM• CHARISMA

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LEADER STYLES

• TRANSFORMATIONAL

• DIRECTIVE

• CONSIDERATION

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LEADERSHIP STYLE & PROJECT TYPES

S T Y L E A L L

P R O JE C T

R & D D E V E L O P -

M E N T

T R A N S F O R -

M A T IO N

.3 3 .3 7 .2 5

D IR E C T IV E .2 5 .0 3 .3 5

C O N S ID E R -

A T IO N

.2 6 .2 0 .1 6

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DIFFERENCES BETWEEN THE BOSS & THE

LEADER

LEADERBOSS

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BOSS COMPARED TO LEADER

DRIVES HISPEOPLE

INSPIRES PEOPLE

BOSSBOSS ††††††††††† †††††††††††LEADERLEADER

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BOSSBOSS ††††††††††† †††††††††††LEADERLEADER


DEPENDS ON AUTHORITY(FORMAL)

DEPEND ON GOOD WILL(INFORMAL

RELATIONSHIP)

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BOSSBOSS ††††††††††† ††††††††††† LEADERLEADER


EVOKESFEAR

RADIATESLOVE

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SAY

ISAY

WE

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KNOWSKNOWS

HOW IT ISHOW IT IS

DONEDONE

((NO DEEP UNDERSTANDINGNO DEEP UNDERSTANDING))

KNOWS HOW TO

DO IT

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SHOW WHO IS WRONG(BLAME)

SHOW WHAT ISWRONG

(IDENTIFY PROBLEM)

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DEMANDS DEMANDS

RESPECTRESPECT

(ASKING)(ASKING)

COMMANDS RESPECT(EARNS)

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PROJECTPROJECTTEAM TEAM

DEVELOPMENTDEVELOPMENT

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CHARACTERISTICCHARACTERISTICOF EFFECTIVE TEAMSOF EFFECTIVE TEAMS

HIGH PERFORMANCE OBJECTIVE S ARE CLEARLY DEFINED OBJECTIVES COINCIDE WITH

REQUIREMENTS MEMBERS ARE HIGHLY INTERDEPENDENT

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DIFFERENCE OF OPINION ENCOURAGED HIGH TRUST LEVEL HIGH INTEREST IN TEAM PROCESSES HIGH ENERGY LEVELS AND ENTHUSIASM RESPECT FOR EVERYONE

CHARACTERISTICCHARACTERISTICOF EFFECTIVE TEAMSOF EFFECTIVE TEAMS

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TO BUILD EFFECTIVE TO BUILD EFFECTIVE PROJECT TEAMPROJECT TEAM

DEVELOP A REALISTIC PRIORITY LEVEL. (CHOICES)

SHARE EXPECTATIONS

ESTABLISH OPERATING GUIDELINE

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BARRIERS TO BARRIERS TO TEAM DEVELOPMENTTEAM DEVELOPMENT

DIFFERING OUTLOOKS, PRIORITIES, INTEREST, JUDGMENT OF TEAM MEMBERS

ROLE CONFLICTS

OBJECTIVES / OUTCOME NOT CLEAR

DYNAMIC PROJECT ENVIRONMENT LACK OF TEAM DEFINITION & STRUCTURE

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HIDDEN SIDE OF

PROJECT MANAGEMENT

FRUSTRATION

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HIDDEN SIDE OF

PROJECT MANAGEMENT

FEAR & APPREHENSIONS

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HIDDEN SIDE OFHIDDEN SIDE OF

PROJECT MANAGEMENTPROJECT MANAGEMENT

MISREADING THE EVENTS WITHIN TEAMS

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HIDDEN SIDE OFHIDDEN SIDE OF PROJECT MANAGEMENT PROJECT MANAGEMENT

PERCEPTION OF ISSUES

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COMMUNICATION

HIDDEN SIDE OF HIDDEN SIDE OF PROJECT MANAGEMENT PROJECT MANAGEMENT

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HIDDEN SIDE OFHIDDEN SIDE OF PROJECTPROJECT MANAGEMENT MANAGEMENT

LOW COMMITMENT/MOTIVATION

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HIDDEN SIDE OF HIDDEN SIDE OF PROJECT PROJECT

MANAGEMENT MANAGEMENT

SUBTLE SABOTAGE

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THE HUMAN IMPACT THE HUMAN IMPACT ON PROJECTSON PROJECTS

PROJECT PRODUCTIVITY

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PROJECT QUALITY

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THE HUMAN THE HUMAN IMPACT IMPACT

ON PROJECTSON PROJECTS

PROJECT SCHEDULE

ESTABLISH PREPAREPLAN OFACTION

SCREENINGREQUEST

PRE CONTRACTING ACTIVITIESFINALIZE

BID SLATEMGMT.

APPROVAL

CONTRACTORSDEVELOP

RESPONSE

BID SLATEMGMT.

APPROVAL1/2 1/2 3 2 1

PREPAREMGMT.

SUBMITTAL

MGMT.REVIEW

SUBMIT

1 1

1

25 2 4 2

PREPARECONTRACTDRAFT

REVISECONTRACTDRAFT

REVIEW CONTRACTDRAFT

PREPAREJOB EX.MEETING

RELEASEBID

PACKAGE

JOBEX.

MEETING

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PROJECT COST

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RECOMMENDATIONSRECOMMENDATIONS

FOCUS ON HUMAN-SIDE OF PROJECT MANAGEMENT

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RECOMMENDATIONRECOMMENDATIONSS

ADOPT THE RIGHT LEADERSHIPSTYLE

FOR THE RIGHT PROJECT

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ENCOURAGE TEAM PROCESS & DIFFERENCE OF OPINIONS

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MAINTAIN INTEGRITY&

COMMAND RESPECT

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STOP CONTROLLING PEOPLE, START LEADING THEM

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FOCUS ON BUILDING TRUST

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PROJECT LEADER

BOSS

Documents

1 Human- Side of Project Management Dr. Khaled Bubshait