IEEE 1058 SPMP l Project summary Purpose, scope and objectives Assumptions and constraints Project deliverables Schedule and budget summary Evolution of

IEEE 1058 SPMP

Project summary• Purpose, scope and objectives• Assumptions and constraints• Project deliverables• Schedule and budget summary• Evolution of the plan

References Definitions Project organization

• External interfaces• Internal structure• Roles and responsibilities

IEEE 1058 SPMP

Managerial process plans• Start-up plan

• Estimation plan• Staffing plan• Resource acquisition plan• Project staff training plan

• Work plan• Work activities• Schedule allocation• Resource allocation• Budget allocation

• Control plan• Requirements control plan• Schedule control plan• Budget control plan• Quality control plan• Reporting plan• Metrics collection plan

• Risk management plan• Closeout plan

IEEE 1058 SPMP

Technical process plans• Process model• Methods, tools and techniques• Infrastructure plan• Product acceptance plan

Supporting process plans• Configuration management plan• Verification and validation plan• Documentation plan• Quality assurance plan• Reviews and audits• Problem resolution plan• Subcontractor management plan• Process improvement plan

Additional plans

The SQAP is a sub-document of the SPMP

Theories of Management

ScientificM anagem ent

BureaucraticM anagem ent

Adm inistrativeM anagem ent

ClassicalT heories

BehaviouristT heories

Haw thorneStudies

Hum anRelations

BehaviouralScience

BehaviouralT heories

M anagem entScience

OperationsM anagem ent

M anagem entInform ation

System s

QuantitativeT heories

System sT heory

ContingencyT heory

Em ergingView s

Contem poraryT heories

M anagem entT heory


S c ien tificM an ag em en t

B u reau c ra ticM an ag em en t

A d m in is tra tiveM an ag em en t

C lass ica lTh eories

B eh aviou ris tTh eories

H aw th orn eS tu d ies

H u m anR e la tion s

B eh aviou ra lS c ien ce

B eh aviou ra lTh eories

M an ag em en tS c ien ce

O p era tion sM an ag em en t

M an ag em en tIn fo rm ation

S ys tem s

Q u an tita tiveTh eories

S ys tem sTh eory

C on tin g en cyTh eory

E m erg in gV iew s

C on tem p oraryTh eories

M an ag em en tTh eory

CLASSICALCLASSICAL

THEORIESTHEORIES

CLASSICALCLASSICAL

THEORIESTHEORIES

SCIENTIFICSCIENTIFIC

MANAGEMENTMANAGEMENT

SCIENTIFICSCIENTIFIC


Taylor’s 4 Principles ofScientific Management

Scientifically study each part of a task and develop the best method for performing the task

Carefully select workers and train them to perform the task by using the scientifically developed method

Taylor’s 4 Principles ofScientific Management

Cooperate fully with workers to ensure that they use the proper method

Divide work and responsibility so that management is responsible for planning work methods using scientific principles and workers are responsible for executing the work accordingly














S ys tem s


S ys tem sTh eory


E m erg in gV iew s



BEHAVIOURALBEHAVIOURAL

THEORIESTHEORIES


THEORIESTHEORIES

HAWTHORNEHAWTHORNE

STUDIESSTUDIES

HAWTHORNEHAWTHORNE

STUDIESSTUDIES

Behavioural Theories

Emphasise the importance of attempting to understand the

various factors that affect human behaviour in organisations.

The Hawthorne Studies

A group of studies conducted at the Hawthorne plant of the Western Electric

Company during the late 1920’s and early 1930’s

Hawthorne Studies

Researchers monitored the productivity of five women who assembled electrical relays for several years.














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THEORIESTHEORIES


THEORIESTHEORIES

HUMANHUMAN

RELATIONSRELATIONS

HUMANHUMAN

RELATIONSRELATIONS

MaslowsMaslowsHierarchyHierarchyof Needsof Needs

Basic NeedsBasic Needs

Safety & SecuritySafety & SecurityNeedsNeeds

SocialSocialNeedsNeeds

SelfSelfEsteemEsteem

SelfSelfActualisationActualisation

Theory X & Theory Y

Theory X The average person dislikes work and will try to

avoid it. Most people need to be coerced, controlled,

directed, and threatened with punishment to get them to work towards organisational goals.

The average person WANTS to be directed, shuns responsibility, has little ambition, and seeks security above all.

Theory X & Theory Y

Theory Y Most people do not inherently dislike work; it is

seen as natural as recreation and rest. People will exercise self-direction and self-control

to reach goals to which they are committed. Commitment to goals is a function of the rewards

available; particularly esteem and self-actualisation needs.

Theory X & Theory Y

Theory Y When conditions are favourable, the average

person learns not only to accept responsibility, but also to seek it.

Many people have the capacity to exercise a high degree of creativity and innovation in solving organisation problems.

The intellectual potential of most individuals is only partially utilised in most organisations.














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C on tem p ora ryTh eories


QUANTITATIVEQUANTITATIVE

THEORIESTHEORIES

QUANTITATIVEQUANTITATIVE

THEORIESTHEORIES


INFORMATIONINFORMATION

SYSTEMSSYSTEMS


INFORMATIONINFORMATION

SYSTEMSSYSTEMS

Management InformationSystems

Focuses on designing and implementing computer-based information systems for

use by management.

These systems turn raw data into information that is useful to various levels

of management.














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CONTEMPORARYCONTEMPORARY

THEORIESTHEORIES


THEORIESTHEORIES

SYSTEMSSYSTEMS

THEORYTHEORY

SYSTEMSSYSTEMS

THEORYTHEORY

Systems Theory

Based on the idea that organisations can be visualised as

systems

System

A set of interrelated parts that operate as a whole in pursuit of

common goals

Systems Theory

Developed through the sciences of

Biology and Physical Science

InputsInputsTransformationTransformation

ProcessesProcessesOutputsOutputs

Feedback from EnvironmentFeedback from Environment

ResourcesResources•HumanHuman•MaterialsMaterials•EquipmentEquipment•FinanceFinance•InformationInformation

AbilitiesAbilities•PlanningPlanning•OrganisingOrganising•LeadingLeading•ControlControl•TechnologyTechnology

OutcomesOutcomes•ProductsProducts•ServicesServices•Profit & LossesProfit & Losses•Employee Employee Growth & Growth & SatisfactionSatisfaction

Open vs. Closed Systems

Closed System

A system that does little or no interacting with its environment and

receives little feedback

Open System

A system that operates in continual interaction with its environment














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THEORIESTHEORIES


THEORIESTHEORIES

CONTINGENCYCONTINGENCY

THEORYTHEORY

CONTINGENCYCONTINGENCY

THEORYTHEORY

Contingency Theory

A viewpoint that argues that appropriate managerial action depends on the

circumstances of the situation.

In other words ………..

there is no single right way to managethere is no single right way to manage

Contingency Theory

UniversalUniversalManagementManagementPrincipalsPrincipals

Contingency ViewContingency ViewAppropriateAppropriatemanagerialmanagerialaction depends onaction depends onsituationsituation

Situation ASituation A

Situation BSituation B

Situation CSituation C

What should a Manager be?

A Leader

Leadership

Think of a person who you consider a leader

What traits (attributes, characteristics) can you identify as central to their leadership?

Leadership

Drive Leadership Motivation

IntegritySelf-confidence

Knowledge of the Business

Central to effective leadership is ………………..

INFLUENCE

…….. that is, the ability to influence other people

InfluenceInfluence

AuthorityAuthority

Control overControl overRewardsRewards

Control overControl overPunishmentsPunishments

AppealingAppealingPersonalPersonal

CharacteristicsCharacteristics

Expertise

Sources of PowerSources of Power

Legitimate InfluencePower that stems from a position’s placement

in the managerial hierarchy and the

authority vested in the position.

Reward Influence

Power that is based on the capacity to control and provide valued rewards to

others.

Coercive Influence

Power that depends on the

ability to punish others when they do not engage in

desired behaviour.

http://www.merlin.org/employment/images/contract.gif

Expert Influence

Power that is based on the possession of

expertise that is valued by others.

Information Influence

Power that results from access to and control over

the distribution of important information

about organisational operations and future

plans.

Referent Influence

Power that results from

being admired, personally

identified with, or liked by

others.

Management Styles

The type of power, and the way it is used, by a manager will be

greatly influenced the the type of management style he/she chooses

to use.

Early Theories Of Motivation (cont’d)

Motivation-Hygiene theory (Herzberg)• intrinsic factors are related to job satisfaction and extrinsic

factors are related to job dissatisfaction• Hygiene factors

Factors, such as working conditions and salary, that, when adequate, may eliminate job dissatisfaction but do not necessarily increase job satisfaction

• Motivators Factors, such as recognition and growth, that increase job

satisfaction

Herzberg’s Motivation-Hygiene Theory

EXHIBIT 10.4

Contrasting Views of Satisfaction-Dissatisfaction

EXHIBIT 10.5

Contemporary Theories Of Motivation

Three-needs theory (McClelland) • The needs for achievement, power, and affiliation are major

motives in work• Need for achievement (nAch): the drive to excel, to achieve in

relation to a set of standards, to strive to succeed.

• Need for power (nPow): The need to make others behave in a way that they would not have behaved otherwise.

• Need for affiliation (nAff): The desire for friendly and close interpersonal relationships.

Contemporary Theories Of Motivation (cont’d)

Equity theory (Adams)• Employees perceive what they get from a job situation

(outcomes) in relation to what they put into it (inputs) and then compare their input-outcome ratio with the input-outcome ratios of relevant others.

A CONCERN WITH FAIRNESS

Contemporary Theories Of Motivation: Equity Theory (cont’d) Referent

• In equity theory, the other persons, the systems, or the personal experiences against which individuals compare themselves to assess equity.

• The choice of a particular set of referents is related to the information available about referents as well as to the perceived relevance.

Equity Theory Relationships

EXHIBIT 10.6

EMPLOYEE’S ASSESSMENT

Inequity (underrewarded)

Equity

Inequity (overrewarded)

*Person A is the employee, and Person B is a relevant other or referent.

Equity Theory

When employees perceive an inequity they may:• Distort either their own or others’ inputs or outcomes.

• Behave so as to induce others to change their inputs or outcomes.

• Behave so as to change their own inputs or outcomes.

• Choose a different comparison referent.

• Quit their job.

Equity Theory Prepositions

If paid according to time, overrewarded employees will produce more than equitably paid employees.

If paid according to quantity of production, overrewarded employees will produce fewer but higher-quality units than equitably paid employees.

If paid according to time, underrewarded employees will produce less or poorer-quality output.

If paid according to quantity of production, under-rewarded employees will produce a large number of low-quality units in comparison with equitably paid employees.

EXHIBIT 10.7

Job Design And Motivation

Job characteristics model (JCM)• Hackman and Oldham’s job description model:

• The five core job dimensions are skill variety, task identity, task significance, autonomy, and feedback.

• Internal rewards are obtained when:• An employee learns (knowledge of results) through feedback) that

he or she personally (experienced responsibility through autonomy of work) has performed well on a task that he or she cares about (experienced meaningfulness through skill variety, task identity, and/or task significance).

Core Job Dimensions

Skill variety• The degree to which the job requires a variety of activities so

the worker can use a number of different skills and talents

Task identity• The degree to which the job requires completion of a whole and

identifiable piece of work

Task significance• The degree to which the job affects the lives or work of other

people

Core Job Dimensions (cont’d)

Autonomy• The degree to which the job provides freedom, independence,

and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out

Feedback• The degree to which carrying out the work activities required

by the job results in the individual’s obtaining direct and clear information about the effectiveness of his or her performance

The Job Characteristics Model

EXHIBIT 11.8Source: J. R. Hackman, “Work Design,” in J. R. Hackman and J. L. Suttle, eds., Improving Life at Work (Glenview, IL: Scott, Foresman, 1977), p.129.

Guidelines for Job Redesign

EXHIBIT 10.9Source: J. R. Hackman and J. L. Suttle eds., Improving Life at Work (Glenview. IL: Scott. Foresman. 1977). With permission of the authors.

Expectancy theory (Vroom)

A comprehensive theory of motivation that an individual tends to act in a certain way, in the expectation that the act will be followed by given outcome, and according to the attractiveness of that outcome to the individual.• The extent to which individuals are motivated to perform to get

a reward of value to them is based on their belief that their performance will result in the reward they want.

Expectancy theory (Vroom)

Emphasizes self interest in the alignment of rewards with employee wants.

Addresses why employees view certain outcomes (rewards) as attractive or unattractive.

Emphasizes the connections among expected behaviors, rewards, and organizational goals.

Is concerned with individual perceptions and the provision of feedback.

Expectancy Relationships (Linkages)

Effort–performance• The perceived probability that exerting a given amount of effort

will lead to performance

Performance–reward• The belief that performing at a particular level will lead to the

attainment of a desired outcome

Attractiveness • The importance placed on the potential outcome or reward that

can be achieved on the job.

Simplified Expectancy Theory

EXHIBIT 10.10

Training and development

Performance appraisal system

Human resources management

Integrating Theories of Motivation

EXHIBIT 10.11

Flexibility: The Key To Motivating A Diverse Workforce

Recognizing the different personal needs and goals of individuals

Providing a diversity of rewards to match the varied needs of employees

Being flexible in accommodating the cultural differences within a diverse workforce when attempting to motivate workers.

Motivation and Compensation

Pay-for-performance programs• Compensation plans such as piece-rate plans, profit sharing,

and the like that pay employees on the basis of performance measures not directly related to time spent on the job.

Compensation Alternatives

Competency-based compensation• A program that pays and rewards employees on the basis of

skills, knowledge, or behaviors they possess

Broad-banding• Pre-set pay level, based on the degree to which competencies

exist and allow an employee to contribute to the organization.

Stock options• A program that allows employees to purchase company stock at

a fixed price and profit when company performance increases its stock value.

Work-Life Balance: Alternative Work Schedules

Flextime• A scheduling option that allows employees select what their

work hours will be within some specified parameters.

Job sharing• A type part-time work that allows two or more workers to split

a traditional 40-hour-a-week job

Telecommuting• A system of working at home on a computer that is linked to

the office

Employee Empowerment: How Entrepreneurs Motivate Employees

Giving employees power by:• Allowing them to complete the whole job.

• Having employees work together across departments and functions in the organization.

• Using participative decision making in which employees provide input into decisions.

• Delegating decisions and duties, turning over the responsibility for carrying them out to employees.

• Redesigning their jobs so they have discretion over the way they do their work.

Generational Issues in Motivation

Why important to consider? How to develop cross-generational understanding

of motivational differences? Motivation considerations

• Use of time

• Work-Life Balance

• Identification with work

• Others?

Documents

IEEE 1058 SPMP l Project summary Purpose, scope and objectives Assumptions and constraints Project deliverables Schedule and budget summary Evolution of