IntroductionIntroduction Copyright, 2000 © Jerzy R. Nawrocki [email protected] Models and Analysis.
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© Jerzy Nawrocki, Project Management
Organization and Soft Skills 1
Project Management
Organization
and Soft Skills
Jerzy Nawrocki
Faculty of Computing
Poznan University of Technology
© Jerzy Nawrocki, 2013 Organization ... (2)
Project Management
PRINCE2 principles
B
E
S
T
R
A
P
usiness justification
xperience
tages
olerances
oles & responsibilities
daptation
roduct-orientation
Organization ... (3)
Project Management
Aim of the lecture
• How people are
organized on a project?
• How to delegate tasks
and support their
execution?
Organization ... (4)
Project Management
Agenda
• Roles in PRINCE2
• Roles in other
methodologies
• Delegating tasks
• Giving support
• Team building
Organization ... (5)
Project Management
Thre project interests
Organization ... (6)
Project Management
Project Board
Roles and responsibilities
B
E
S
T
R
A
P
Senior
User Executive
Senior
Supplier
Project Manager
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Organization and Soft Skills 2
Organization ... (7)
Project Management
The four levels of management in PRINCE2
Organization ... (8)
Project Management
Organization ... (9)
Project Management
A good Project Board should be like PACA
owerful
ble to delegate
redible
vailable
P
A
C
A
Organization ... (10)
Project Management
Key competencies of Project Manager
Organization ... (11)
Project Management
Agenda
• Roles in PRINCE2
• Roles in other
methodologies
• Delegating tasks
• Giving support
• Team building
Organization ... (12)
Project Management
XP Team
Customer
Coach
Tracker
Tester
Developers
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Organization and Soft Skills 3
Organization ... (13)
Project Management
RUP Team
Project Manager
Tester
Developer
Analyst
Architect Organization ... (14)
Project Management
XP
Prince2
XPrince Team
Kierownik Zespołu Kierownik Zespołu Programmers
Analyst Architect
Project Board
Senior
User
Executive
Senior
Supplier
Project Manager
Organization ... (15)
Project Management
Agenda
• Roles in PRINCE2
• Roles in other
methodologies
• Delegating tasks
• Giving support
• Team building
Organization ... (16)
Project Management
Key competencies of Project Manager
Organization ... (17)
Project Management
Management Styles
• Democratic, people-oriented
• Autocratic, result-oriented
Prince Jozef Poniatowski Organization ... (18)
Project Management
„Seven habits of highly effective people”
Dr Stephen Covey 15 mln sold, 32 languages
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Organization and Soft Skills 4
Organization ... (19)
Project Management
„Seven habits of highly effective people”
Be proactive
Begin with the end in mind
Put first things first
Priv
ate
Think win / win
Seek first to understand ..
Synergize Pu
blic
Sharpen the saw
Organization ... (20)
Project Management
Maslow’s Piramid of Needs
Physiology (hunger, thirst, sleep, etc.)
Safety/Security/Shelter/Health
Belongingness/Love/Friendship
Self-esteem/Recognition/Achievement
Self actualization/Morality/Creativity Abraham Maslow
Organization ... (21)
Project Management
Herzberg’s 2-factor Theory
Hygiene factors
(e.g. status, job security, salary and fringe benefits)
Motivators
(e.g. challenging work, recognition, responsibility)
Frederick Herzberg
Organization ... (22)
Project Management
Demotivators
Too much
paper work! Too many
meetings!
Organization ... (23)
Project Management
Vroom’s Expectancy Theory
Valence – What reward means for him?
Expectancy – Does he believe he can do it?
Instrumentality – Does he believe I keep the promise?
Victor Vroom
Organization ... (24)
Project Management
Goal-setting Theory
Time proximity
Difficulty
Specificity
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Organization and Soft Skills 5
Organization ... (25)
Project Management
Goal Setting
Specific
Measurable
Atractive
Realistic
Timed
SMART
Organization ... (26)
Project Management
Goal Setting
SMART
Specific and measurable
Motivating
Attainable
Relevant
Tracktable
Organization ... (27)
Project Management
Stewardship delegation
• Desired results
• Guidelines
• Resources
• Accountability
• Consequences
Organization ... (28)
Project Management
Agenda
• Roles in PRINCE2
• Roles in other
methodologies
• Delegating tasks
• Giving support
• Team building
Organization ... (29)
Project Management
Vroom’s Expectancy Theory
Valence – What reward means for him?
Expectancy – Does he believe he can do it?
Instrumentality – Does he believe I keep the promise?
Victor Vroom
Moti-
vation
Skills
Organization ... (30)
Project Management
Motivation Dynamics
Time
Motivation
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Organization and Soft Skills 6
Organization ... (31)
Project Management
Skills and Knowledge
Time
Skills
Organization ... (32)
Project Management
Management Dynamics
Directive Motivating Detached
Motivation
Skills
Time
Organization ... (33)
Project Management
Praising
Catch people doing things right.
Praise them.
Do it frequently.
Organization ... (34)
Project Management
Vroom’s Expectancy Theory
Valence – What reward means for him?
Expectancy – Does he believe he can do it?
Instrumentality – Does he believe I keep the promise?
Victor Vroom
Organization ... (35)
Project Management
Reprimanding
Critisize the behaviour, not the
person.
Talk about the facts. Gossips and
impressions must be checked.
Concentrate on most important
aspects of the problem.
1. Present the problem.
2. Say what you feel.
3. Break for a moment.
4. Express your positive attitude
towards the person.
Organization ... (36)
Project Management
Agenda
• Roles in PRINCE2
• Roles in other
methodologies
• Delegating tasks
• Giving support
• Team building
© Jerzy Nawrocki, Project Management
Organization and Soft Skills 7
Organization ... (37)
Project Management
„Seven habits of highly effective people”
Be proactive
Begin with the end in mind
Put first things first
Priv
ate
Think win / win
Seek first to understand ..
Synergize Pu
blic
Sharpen the saw
Organization ... (38)
Project Management
Synergize
Synergy:
to build on strengths and
to compensate for weaknesses.
Organization ... (39)
Project Management
Belbin’s theory
Dr. Raymond Meredith Belbin
Born 1926
Psychologist (Univ. of Cambridge)
1981: Management Teams
Organization ... (40)
Project Management
Belbin’s theory
Dr. Raymond Meredith Belbin
Plant:
A creative, imaginative,
unorthodox team-member who
solves difficult problems.
(Architect?)
Organization ... (41)
Project Management
Belbin’s theory
Dr. Raymond Meredith Belbin
Resource Investigator:
The "Resource Investigator" is the
networker for the group. Whatever
the team needs, the Resource
Investigator is likely to have
someone in their address book
who can either provide it or know
someone else who can provide it.
(Project Manager?)
Organization ... (42)
Project Management
Belbin’s theory
Dr. Raymond Meredith Belbin
Chairman:
The "Chairman" ensures that all
members of the team are able to
contribute to discussions and
decisions of the team. Their
concern is for fairness and equity
among team members.
(Project Manager?)
© Jerzy Nawrocki, Project Management
Organization and Soft Skills 8
Organization ... (43)
Project Management
Belbin’s theory
Dr. Raymond Meredith Belbin
Shaper:
A dynamic team-member who
loves a challenge and thrives on
pressure. This member possesses
the drive and courage required to
overcome obstacles.
(Architect?)
Organization ... (44)
Project Management
Belbin’s theory
Dr. Raymond Meredith Belbin
Monitor-Evaluator:
A sober, strategic and discerning
member, who tries to see all
options and judge accurately.
(Project Manager / Architect?)
Organization ... (45)
Project Management
Belbin’s theory
Dr. Raymond Meredith Belbin
Team Worker:
The "Team Worker" is concerned
to ensure that interpersonal
relationships within the team are
maintained.
(Project Manager?)
Organization ... (46)
Project Management
Belbin’s theory
Dr. Raymond Meredith Belbin
Company Worker (1981) /
Implementer (1988):
The "Implementer" is the practical
thinker who can create systems
and processes that will produce
what the team wants.
(Developer? / Analyst?)
Organization ... (47)
Project Management
Belbin’s theory
Dr. Raymond Meredith Belbin
Completer Finisher:
The "Completer Finisher" is the
detail person within the team.
They have a great eye for spotting
flaws and gaps and for knowing
exactly where the team is in
relation to its schedule.
(Project Manager?, Tester?)
Organization ... (48)
Project Management
Belbin’s theory
Dr. Raymond Meredith Belbin
Specialist (1988):
Brings 'specialist' knowledge to
the team.
© Jerzy Nawrocki, Project Management
Organization and Soft Skills 9
Organization ... (49)
Project Management
Summary
Organization ... (50)
Project Management
XP
Prince2
XPrince Team
Kierownik Zespołu Kierownik Zespołu Programmers
Analyst Architect
Project Board
Senior
User
Executive
Senior
Supplier
Project Manager
Organization ... (51)
Project Management
Vroom’s Expectancy Theory
Valence – What reward means for him?
Expectancy – Does he believe he can do it?
Instrumentality – Does he believe I keep the promise?
Victor Vroom
Organization ... (52)
Project Management
Management Dynamics
Directive Motivating Detached
Motivation
Skills
Time
Organization ... (53)
Project Management
Reprimanding
Critisize the behaviour, not the
person.
Talk about the facts. Gossips and
impressions must be checked.
Concentrate on most important
aspects of the problem.
1. Present the problem.
2. Say what you feel.
3. Break for a moment.
4. Express your positive attitude
towards the person.
Organization ... (54)
Project Management
Literature
Chapters:
5
Appendix:
C