MPM_ProjectManagementFundamentals12

8/7/2019 MPM_ProjectManagementFundamentals12

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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 1

PART III: THE PROJECT LIFE-CYCLE


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Project Implementation

Project Implementation (or

Execution) follows up on the

phases of project planning and

initiation.


integrates human resources and

other project resource inputs

(financial, physical, informational

etc.) to carry out the projectmanagement plan which is the

main deliverable of project

planning phase.


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In the project implementation

phase, usually the bulk of project

resources and time are utilized

on the activities required in order

to produce project deliverables.

Project implementation does not

always proceed smoothly accor-

ding to the project management

plan! Many issues and

complications can arise which

need to be effectively addressed

in order for the project to be

undertaken successfully.


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Project Implementation(PMI Standard)


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Stakeholders

Risks

Change Management

Monitoring, Evaluation, Control

Costs (actual > budgeted)

Time (actual > allocated)

Resource Availability

Performance

Conflicts

Quality Issues

Ethics

External Considerations

Common Issues in Project Implementation

Projects can be verycomplex undertakings and

their implementation may

be influenced to a substan-

tive degree by a number of

diverse considerations.

Implementing projects has

a lot to do with effectively

managing complexity. Thiscomplexity changes in the

course of a projects imple-

mentation.


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Ethics & Project Implementation

In its 71-page studyBuilding Towers, Cheating

Workers the US-based

Human Rights Watch has

documented numerous

cases of maltreatment and

abuses of projectconstruction workers in the

United Arab Emirates.

The issue of maltreatment

of project construction wor-

kers in the United Arab

Emirates has also been

independantly investigated

and substantiated by other

organizations and

individuals.


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Class Assignment

Construct a fishbone diagramme to determine

the possible causes for issues which may arise in

the course of a projects implementation.


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Boss-Centred Leadership Subordinate-Centred Leadership

Use ofAuthority

by the Manager Area ofFreedom

forSubordinates

Manager

Makes

decision and

announcesit

Manager

Sells

decision

Manager

Presents

Ideas and

Invites

questions

Managerpresents

tentative

decision

subject to

change

Manager

presents

problem, gets

suggestions,

makes

decision

Managerdefines

limits, asks

group to

make

decision

Manager

permits

Subordinates

tofunction

within limits

defined by

superior

Mansgement Styles


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I t rp rso l S ills

T Ris s d

show Cour g

Ability to Motiv t

T city

Communic tion S ills

M ntoring nd Guid ncbility

Knowl dg nd

Comp t ncy

M wor pp r

njoy bl

H v Vision

S Syst ms Cont xt

nd str t gic cont xt

ofthe project

Ability to inspire Trust nd

Confidence

Promote Empowerment

Ability to eep breastofall project-related

developments

Characteristics of Good Project Managers


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Teambuilding The process of taking a collection ofindividuals with different backgrounds, needs, competen-

cies, skills and experience and transforming them into an

integrated and effective work unit

Todays project environments are often characterised by

enormous complexity, dynamism, multinationalism,

technological sophisticatedness, cost-intensiveness and risk

and uncertainty. Project teams, in which considerations of

flexibility, multidisciplinarity, innovativeness and a high

level of individual commitment and motivation are accorded

high value, are an appropriate way to deal with such

environments

Project Teams and Teamwork


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Innovative

High-Quality

On-Budget

On-Time

High esponse ate

Conflict Management

Self-Directed

Change-Oriented

High Morale and TeamSpirit

Enjoy Work

High Need for

AchievementsMiminal eliance

On ProceduresQuality-Oriented

Effective Cross-FunctionalInterfaces & Alliances

Effective Communications

Committed

isk-Sharing

Innovative BehaviourMembership

Self-Development

Charachteristics of High-Performing Teams


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(A) Work & Team Structure

Team participates in project definition and

work plans evolve dynamically Team structure and responsibilities evolve andchange as needed

Broad information sharing

Team leadership evolves on the basis ofexpertise, trust and respect

Minimal dependence on bureaucracy,procedures and politics

Factors Which Determine Project Team Performance


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(B) Communication & Control

Effective cross-functional channels and

linkages Ability to seek out and process information

Effective group decision-making and consensus

Clear sense of purpose and direction

Self-Control, accountability and ownership Control is stimulated by visibility, recognition,

accomplishments, autonomy



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(C) Team Leadership

Minimal hierarchy in member status andposition

Internal team leadership based on situationalexpertise, trust and need

Clear management goals, direction andsupport

Inspires and encourages



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Innovative behaviour

Flexibility and willingness to change

High morale and team spirit

High commitment to established project goals Continuous improvement of work process, efficiency and

quality

Ability to stretch beyond agreed-on principles



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Managerial

Leadership

Drivers

Barriers

TeamCharacte-

ristics

and

Team

Performance

Internal

Organizational

Environment

Internal

Organizational

Environment

External

Business

Environment

Model for Analyzing Team Performance


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Clear project plans and objectives Good interpersonal relations and shared values

Good project leadership and credibility

Professional growth potential

Professionally interesting and stimulating work

Project visibility and high priority

Proper technical direction and team leadership

Qualified, competent team personnel

Recognition of sense of accomplishment

Management involvement and support

Project Team Performance The Drivers


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Communication problems Conflict among team members or between team and

support organizations

Different outlooks, objectives and priorities perceived byteam members

Poor qualification of team or project leader Poor trust, respect and credibility of team leader

Insufficient resources

Insufficient rewards

Lack of project challenge and interest

Lack of senior management support, interest andinvolvement

Lack of team definition, role conflict and confusion

Lack of team member commitment

Project Team Performance The Barriers


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Project Team Performance The Barriers

Poor project team / personnel selection Shifting goals and priorities

Unclear team leadership and power struggle

Unstable project environment, poor job security andanxieties


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Negotiate the work assignment Communicate organizational goals and objectives

Plan the project effectively

Staff and organize the project team

Define the project organization, interfaces and reporting

relations Build a high-performance image

Define work process and team structure

Build enthusiasm and excitement

Ensure senior management support

Define effective communication channels and methods

Build commitment

Conduct team-building sessions

Ensure project leadership

Effective Team Management

Some Recommendations


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Create proper rewards systems Manage conflict and problems

Ensure personal drive and involvement

Effective Team Management

Some Recommendations

Documents

MPM_ProjectManagementFundamentals12