Gower Handbook

ofPeople in Project

Management

Edited by

DENNIS LOCK

and

LINDSAY SCOTT

GOWER

Contents

List of Figures xxi Notes on the Contributors xxvii Preface xxxix

PART 1 MANAGEMENT AND ORGANISATION

Chapter 1 People and Project Management 3 Donnie MacNicol Management Challenges Specific to Projects 4 Impact of People in Project Management 5 A Model for Analysing and Improving Relationships between People and Projects 6 Wider Management Perspectives 10 Summary 11 Conclusion: Guidance from this Handbook 11

Chapter 2 Successes and Failures of People in Projects 13 Todd Williams Defining Project Success - and Some Statistics 13 Factors that Contribute to Project Failure 15 Processes and Procedures 17 Leading the Project 18 Company Management Actions and Reactions 18 Prioritisation of People, Procedures, and Technology 19 Improving Project Success Rates 20 Leadership and Direction 21 The Effect of a Bad Personality on the Team 22 Listening to Your Stakeholders 22 Difficult Decisions 24 Team Building 26 Conclusion 27 References and Further Reading 27

Chapter 3 Project Life Cycles 29 Dennis Lock Some Fundamental Features of Project Life Cycles 29 Life Cycle Implications for People Before Project Authorisation 32

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Management of People in Relation to the l.ife Cyclo I'hases ot a Project after Authorisation 34 Transfer of Responsibilities Düring the Project l.ife Cycle 36 Difficulties Caused by Life Cycles that Do not Run to Plan 37 Conclusion 38 References and Further Reading 38

Chapter 4 Project Sponsors 39 Karsten Isenbeck and Joel Friedman Introduction 39 Motivations and Expectations of Project Sponsors 39 Project Sponsor Competencies 43 Research Findings 48 Conclusions 50 References and Further Reading 50

Chapter 5 Corporate Managers' Support for the Project Manager 53 Dennis Lock Costs and Benefits of Project Management 53 How Much Project Management Do we Need? 55 Active Support from Senior Management for Project Management 57 References and Further Reading 60

Chapter 6 Project Management in the Private Sector 61 Susan de Sousa Introduction 61 Organisation Structures of Private Sector Projects 63 Senior Project Stakeholders 63 Project Management Methodology 63 Support from Senior Management 66 Business Change Projects 66 Sharing Best Practice 67 Politics 67 Contractors and Outsourcing 68 The Project Manager in the Private Sector 69 Conclusion 70

Chapter 7 People in Public Sector Projects 71 Jon Hyde and David Sawyer Public Sector Organisations 71 Organisation Structures of Public Sector Projects 72 Project Management Methods and Frameworks 73 Politics 75 Budgetary Issues 77 Austerity Measures 78 Use of Contractors 78

Contents vii

Commercial Awareness 79 Project Managers in the Public Sector 79 Pay, Conditions of Service and Motivation 81 Conclusion 82 References and Further Reading 82

Chapter 8 Project Management in the Third Sector 85 John Cropper An Introductory Cautionary Tale 85 Nature of Third Sector Projects 86 Funding Third Sector Projects 89 Special Challenges for Third Sector Project Managers 90 Summary of Project Management Standards and Practice in Third Sector Projects 92

Chapter 9 Introduction to Project Organisation Structures 95 Dennis Lock Introduction to Organisation Structures 95 Coordination Matrix Project Organisations 100 Project Team Organisations 102 Further Reading 104

Chapter 10 Managing in Matrix and More Complex Organisations 105 Dennis Lock Characteristics of Matrix Organisations 105 Resolving Conflicting Commands in Matrix Organisations 109 Hybrid Organisations 111 Organisation of Management Change Projects 112 Contract Matrix Organisations 114 More Complex Organisation Forms 116 References and Further Reading 116

Chapter 11 International Projects 117 Jean Binder Introduction 117 Traditional, Distributed, International and Virtual Projects 117 To Be or Not to Be ... Global? 121 Examples of Global Projects 122 How to Manage Global Projects 124 CoIIaborative Tools and Techniques 130 Summary 132 References and Further Reading 132

Chapter 12 Managing People in Virtual Project Organisations 133 Penny Pullan Examples of Virtual Project Teams 134

viii Gower Handbook of People in Project Management

Virtual Project Teams 135 Virtual Project Meetings 13g Summary 139 References and Further Reading 140

Chapter 13 The Creative Organisation 141 GeofCox Innovation 141 Ready-Aim-Fire 142 Fire-Fire-Fire 143 Ready-Ready-Ready 145 Ready-Fire-Aim 146 Releasing Creativity 147 Ready-Aim-Fire in Teams 149 Conclusion 149 References and Further Reading 150

PART 2 PEOPLE IN AND AROUND THE PROJECT ENVIRONMENT

Chapter 14 Project Stakeholders 153 Guy Giffin Introduction 153 Stakeholder Management: an Integral Discipline of Project Management 155 Defining Project Success 156 Inadequate Knowledge and Tools 157 Science and Art 159 Planning and Modelling 160 Concluding Case Example 160 References and Further Reading 161

Chapter 15 People in Senior Project Roles 163 George Jucan Introduction 163 Project Management Roles at the Governance Level 164 Project Management Roles at the Operational Level 168 Conclusion 174

Chapter 16 People in Supporting Roles 175 George Jucan Introduction 175 PMO Roles 175 Organisation Roles 184 Conclusion 188

Contents ix

Chapter 17 The Project Office Environment 189 Dennis Lock Management Responsibility for the Office Environment 189 Legislation 190 Planning the Office Layout 191 A Suggested Office Layout for the Project Management Function 194 The Visual Environment 197 The Climatic Environment 199 Catering for the Needs of the Individual 200 Conclusion 201 References and Further Reading 201

Chapter 18 The Construction Working Environment 203 Steve Lewis Introduction 203 Geographie Location and Human Resource Availability 204 Environmental Psychology in Construction 206 Employee Well-being, Motivation and Working Conditions 207 Health and Safety Requirements 208 Responsibilities 212 Concluding Summary 213 References and Further Reading 214

Chapter 19 The Workplace of the Future 215 Colin Stuart Introduction 215 Darwinism and the Evolution of the Office 216 The Perfect Storm 219 The Paradigm Shift 222 The Future? 225 Acknowledgements 226 References and Further Reading 227

PART 3 IMPROVING PROJECT TEAMS AND THEIR PEOPLE

Chapter 20 Identifying and Building Key Relationships 231 Neil Walker Introduction 231 The Challenge of Relationship Management 231 Why Relationships Require Active Management 232 Identifying Project Relationships within the Organisation 233 Identifying Stakeholders 234 Stakeholder Analysis 236 Engaging with Stakeholders 237

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Building and Maintaining Relationships 238 Arrival of New Stakeholders 241 Conclusion 242

Chapter 21 Creating and Changing a Project Team 243 Andy Jordan Introduction 243 Building a Team 243 Developing the Team 245 Changing a Team 247 References and Further Reading 250

Chapter 22 Building Relationships through Influencing 251 Mark Rodgers The Intellect of Influence 251 True Project Leadership 252 Typical Routes to Power 253 Building the Engine of Influence 255 Rules of the Relationship Road 259 Influencing Upward 261 Conclusion 262 References and Further Reading 262

Chapter 23 Managing Conflict in Projects 263 Peter Simon and Fred Murray Webster Introduction 263 Conflict or Opportunity? 263 Basic Concepts 265 Choice of Conflict Response 267 Supporting Conflict Management Skills 270 Managing Conflict through Mediation 274 Controlling Yourself 276 Conflict Sites in Projects 276 Maturity in Project Conflict Management 278 Conclusion 280 References and Further Reading 280

Chapter 24 Cross-cultural Relationships 281 Jean Binder Defining Culture 281 Culture and Project Management 282 The Impact of the Dimensions on Global Project Management 288 Avoiding Generalisations 291 Building on the Richness of a Multicultural Team: Crossvergence and Hybridisation 292 Conclusion 293 References and Further Reading 293

Contents xi

Chapter 25 Project Communications 295 jo Ann Sweeney Communicating Project Information 295 Developing Personal Communication Skills 295 Top Communication Skills for Project Managers 296 Communications with Stakeholders 300 Identifying your Target Audiences 300 The Project Communications Route Map 304 Creating a Balanced Portfolio of Communication Channels 309 Allocating Responsibilities among Team Members 311 Matrix of Monitoring Mechanisms 312 Summary 313 References and Further Reading 314

Chapter 26 Behavioural Traits 315 A Research Paper by Dr Paul Giammalvo Introduction 315 Methodology 316 Findings 318 Using the Behavioural Profiles in Practice 321 From Theory to Reality 322 Conclusions 327 Acknowledgements 327

Chapter 27 Ethics in Project Management 329 William A. Moylan Ethical Base for Project-driven Organisations 329 Infusing Ethics into Professional Project Management 331 Ethics in Team Building 332 Executive Support for Ethical Project Management 332 Ethical Analysis of Stakeholders' Needs 333 A Model for Ethical Project Leadership 335 Professional Codes of Ethics for Project Leaders 336 Ethics in Construction Projects 337 Conclusions 341 References and Further Reading 342

Chapter 28 Leadership 345 Alfonso Bucero Historical Background 345 Leadership Attitüde 346 Leadership Styles 346 Leading Yourself 347 Leading Upwards 351 Project Management Charisma 352 Effective Leaders - Based on the Results of a Seminar 354 Personal, Practical Advice 358

xii Gower Handbook of People in Project Management

Concluding Summary 360 References and Further Reading 360

Chapter 29 Conducting One's Seif in Project Management 361 Dennis Lock Knowing your Organisational Environment 361 Learning about your Project 362 Kick-starting Your Project 364 Establishing Relationships 367 Management Style 368 The Commercial Aspects of your Project 369 Project Methodology 370 Temptations 372 Managing Stress and Your Personal Health 374 Your Career 375 References and Further Reading 376

Chapter 30 Managing Daily Routines: A Day in the Life of a Project Manager 377 Sam Barnes Introduction 377 One Day in the Life of a Project Manager 378 To-do Lists 378 One Day in the Life of a Project Manager: Resumed 380 References and Further Reading 388

Chapter 31 Management Theorists of the Twentieth Century 389 Dennis Lock Introduction 389 Pareto: An Early Economist with an Interest in Demographie» 390 The First Industrial Observers 390 An Increasing Interest in People Rather than Tasks 391 Greater Interest in Personality and Self-motivation 392 Henri Fayol 396 Spanners 397 Peter Drucker, John Humble and Management by Objectives 398 The Quality Gurus 399 Conclusion 400 References and Further Reading 400

Chapter 32 Team Development 403 Elisabeth Goodman Introduction 403 Stages of Team Development 403 Accelerating the Transition to High Project Team Performance 404 Preferences and Behaviours of Individual Team Members 406

Contents xiii

Drawing on MBTI Differences in a Positive Way for the Team and its Work 408 Beibin Roles in a Project Team 410 Learning Techniques 412 Conclusion 414 References and Further Reading 414

Chapter 33 Motivating People in Projects 417 Bernado Tirado Profiling Team Members 417 Motivational Theories 420 Applying Motivational Theories 423 Conclusion 426 References and Further Reading 426

Chapter 34 Conduct of Meetings 427 Dennis Lock Administration of Meetings 427 Purposes of Project Meetings 431 References and Further Reading 435

PART 4 DEVELOPING THE INDIVIDUAL

Chapter 35 Learning and Training: Part 1 439 Dave Davis Learning and Wisdom 439 Training and Intelligence 440 Learning for Leadership 442 Cognitive Response 444 Learning and Learning Curves 444 Knowing Yourself 447 Mindset for Training 450 References and Further Reading 451

Chapter 36 Learning and Training: Part 2 453 Dave Davis Knowledge, Skills and Abilities 453 Facilitated versus Solitary Training 454 Training Techniques 456 Personal Margins 461 References and Further Reading 461

Chapter 37 Self-development 463 Edward Wallington Introduction 463

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Definition of Self-development 464 Importance of Self-development 465 How to Approach Self-development 467 A Five-point Plan for Self-development 468 Self-development Log 470 Self-development Options 471 ROI 472 Conclusion 473 References and Further Reading 473

Chapter 38 Developing Competency 475 Dennis Lock and John Cornish The Nature of Competency 475 Developing Competency within a Defined Role 476 The Employer's Role in Developing Competency 478 Assessing and Improving Competency after the Initial Learning Period 480 The Individual's Role in Developing Competency 481 Action Learning as a Competency Development Technique 483 Conclusion 484 References and Further Reading 485

Chapter 39 Developing Project Management Capability 487 Tim Ellis Introduction 487 CoP Forms and Approaches 488 Role of a CoP Facilitator 488 Case Examples Both Within and Across Organisations 490 Checklist: Three Questions to Ensure that your CoP is I'ullv Effective 492 How Individuais and Organisations Benefit from CoPs 494 Acknowledgements 495 References and Further Reading 495

Chapter 40 Coaching and Mentoring 497 Kevin Dolling and Paul Girling Origins of Coaching and Mentoring 497 How About an 'ology? 498 Definitions of Coaching and Mentoring 499 Supportive Environment 501 Key Skills and Qualities for a Supporter 507 Does the Business Case for Coaching and Mentoring Stack Up? 508 Summary: A Chemistry Lesson 509 References and Further Reading 510

Contents xv

PART 5 PROJECT STAFFING AND HRM ISSUES

Chapter 41 Scheduling People for a Single Project 513 Dennis Lock Making a Start 513 Which Project Resources Need to Be Scheduled? 514 Setting up the Resource Files and Entering the Scheduling Data 515 Establishing Priorities 518 Threshold Resources 520 Using the Resource Schedules 520 Conclusion 522 References and Further Reading 522

Chapter 42 Resource Planning for People in a Projects Company 523 Dennis Lock Scheduling People for all Current Projects 523 Frequency of Schedule Updating 525 What-if? Testing 526 Contribution of the Multiproject Schedule to Corporate Human Resource Planning 527 Extending Human Resource Planning beyond Existing Projects 529 Conclusion 531 References and Further Reading 531

Chapter 43 Recruitment 533 Lindsay Scott Introduction 533 Project Recruitment Stage 1: Initiation 534 Project Recruitment Stage 2: Planning the Process 537 Project Recruitment Stage 3: Selection 542 Project Recruitment Stage 4: Delivery 548 Project Recruitment Stage 5: Support 554 References and Further Reading 555

Chapter 44 Legal Issues 557 Peter Harrington Legal Issues in General and International^ 557 Discrimination 558 Equal Opportunities 561 Job Descriptions, Sifting and Interviewing 562 Pre-employment Checks, Right to Work and Visas 562 Contractual Status 563 Contracts 564 Equal Pay 565

xvi Gower Handbook of People in Project Management

Minimum Wage and Maximum Working Hours 565 Trades Unions and Right of Representation 566 Remedies 566 References and Further Reading 567

Chapter 45 Pay and Rewards for Project Management Work 569 Lindsay Scott Studies into how Pay is Determined 569 Remuneration 571 Factors Affecting Base Pay 574 The Economy and the Marketplace 581 References and Further Reading 582

Chapter 46 Performance Appraisals 585 Dennis Lock and Lindsay Scott Performance Appraisals: Formal and Informal 585 Types of Performance Appraisals 586 Appraisal Frequency 587 Preparation and Planning 588 Special Circumstances for Project Managers in Performance Reviews 591 References and Further Reading 591

Chapter 47 Employment Termination: Letting People Go 593 Lindsay Scott Introduction 593 The Individual's Reaction to Being Told 593 Unacceptable Performance 594 Gross Misconduct 598 Redundancy 6(K) Constructive Dismissal 605 Unfair Dismissal 605 Discrimination and Harassment 607 Conclusion 608 References and Further Reading 609

Chapter 48 Advice for Project Managers on the Employment of Supplementary (Temporary) Workers 611 Dennis Lock and Lindsay Scott Fluctuating Staff Levels for Project-based Companies 611 Case Examples 613 Agency Charges 616 Accelerated Induction Processes 617 Time Sheets and Invoices 617 Con clusions 618

Contents xvii

PART 6 MORE SPECIALISED TOPICS

Chapter 49 Managing the People Side of Change Brian Richardson Introduction The Value of Change Management Overcoming Resistance to Change A Framework for Change Managing Change through the Project Management Life Cycle Conclusion References and Further Reading

Chapter SO Neuro Linguistic Programming Ranjit Sidhu Introduction and Definition Well-formed Outcomes Systems Thinking Filters and Interpretation Communication Questions of Language and Precision Thinking Styles Reframing Multiple Perspectives Rapport Putting it all Together References and Further Reading

621

621 621 622 629 633 643 643

645

645 645 647 648 649 650 652 653 654 655 656 658

Chapter 51 Positive Psychology 661 focelyn C. Davis Introduction 661 The Challenge 662 Our Response to the Challenge: Using Positive Psychology as the Foundation 662 The 'People Portfolio' 665 Overview of the Managing Teams Course 667 Teaching Protocol 672 Impact 674 References and Further Reading 674

Chapter 52 Industrial Psychology 677 Bernardo Tirado Personality Types 677 Applying the Five Dimensions of Personality to Project Management 679 Attitüde Towards Work 680 Power and Authority 682

xviii Gower Handbook of People in Project Management

Leadership 683 Group Dynamics 684 The Influence of Groups on Individual Performance 686 The Work of Kevin Leman 688 Conclusion 690 References and Further Reading 690

Chapter 53 Emotional Intelligence in Project Management 691 Deanne Earle Introduction 691 The Evolution of EI as a Recognised Subject for Study 692 Some Definitions and Comparisons 694 Investing in and Developing EI 695 Use and Benefits of EI 699 Conclusion: the Future of EI 700 References and Further Reading 701

Chapter 54 Managing Social Communications 703 Elizabeth Harrin Introducing Social Communications 703 The Social Project Manager 704 Challenges of Social Communications 705 Social Communications Policies 708 Moving Forward with Social Communications 709 References and Further Reading 711

Chapter 55 Empathy in Project Management 713 GeoffCrane Introduction 713 Understanding Empathy: A Definition 714 Understanding Empathy: A Deconstruction 716 The Johari Window 718 The Behavioural Change Stairway Model (BCSM) 721 Developing Empathy: Active Listening Techniques 722 Conclusion 726 References and Further Reading 726

Chapter 56 Creativity 727 Alicia Arnold Introduction 727 Definition of Creativity: Some Myths Dispelled 728 Definition of Creativity 730 Where Does Creativity Come from? 731 How to Identify Creative Strengths 732 How to Lead a Creative Team 736 Concluding Observations 741 References and Further Reading 742

Contents xix

Chapter 57 The Hero Project Managers /4S

Andy Jordan Introducing the Hero PMs ^45 Factors Leading to the Need for a Hero PM 746 A More Detailed Description of a Typical Hero PM and the Job Requirements 747 Eliminating Hero PMs 752 Conclusion 753

Chapter 58 Human Traits and Behaviours in Project Management 755 Kevin Dötting, Paul Girling and Joanna Reynolds Economic Environment 755 Allowing Individual Freedom 756 Constraint from Imposed Methodologies and Targets 757 Fulfilment 758 Project Success or Failure 760 Ethics and Decision Making in Project Management 762 I.essons from Carers 765 Conclusion: Humanability® 766 References and Further Reading 767

Chapter 59 Career Paths in Project Management 769 Jason Price Professionalism and Project Management 769 Skills Underpinning a Project Management Career Path 770 Navigating the Career Path 775 The Hierarchy of Career Progression 781 Preparing your Personal Career Plan 782 Acknowledgements 783 References and Further Reading 783

Chapter 60 Project Management Certification: Taking Charge Locally 785 Michael (Ireer Introduction 785 Competence v. Certification 785 How Certifications are Created and Sold 788 Should You Certify Yourself? 790 How to Create your own PM Certification 791 Conclusion 795 References and Further Reading 796

Chapter 61 Stress and Project Management: Maintaining High Performance 799 Stephen Flannes Introduction 799 Definition of Stress 800 Negative Performance Consequences of Acute or Chronic Stress 800

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How to Manage Stress and Maintain Pu>|eit iVrturin.iiu e 802 Managing the Systemic Stressors ot l'rojei tiseil Wink 808 Interpersonal Variables Contributing to Stress 809 Leveraging lndividual Personality hu tors 811 How to Make Substantive Personal ( (langes 813 Future Enterprise aiul Cultural Irends and the I xpeneiue ot Stress 814 Summary 814 References and Further Reading 815

Chapter 62 Teams and Spirituality in Project Management 817 Judi Neal and Ahm Ihtrpham Introduction 817 Alignment 818 Spiritual Leadership 820 Esprit de Corps 821 Communication 824 Creativity 826 Conclusion 827 References and Further Reading 828

Chapter 63 Education and Qualifications in Project Management 831 Lindsay Scott and Peter Simon Different Types of Training and Development 831 Examinations, Qualifications and Certilkations 832 Assessment of Capability (Assessment Centres aiul Assessment-based Qualifications) 834 Certificates, Diplomas and Degrees (Foundation, t'ndergraduate and Master's) 834 Choosing a Training Provider 835 Evaluation of Training and Development 836 Membership of Associations and Institutes 836 References and Further Reading 838

Bibliography Index

S41 SSI