ACCA-Lecture6(ProjectManager&Stakeholders)
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Transcript of ACCA-Lecture6(ProjectManager&Stakeholders)
1
Project Manager and
Stakeholders
Lecture 6
Abdisalam Issa-SalweThames Valley University
Abdisalam Issa-Salwe, Thames Valley University2
Topic list About project? The project manager The project team Project stakeholders
Abdisalam Issa-Salwe, Thames Valley University3
What is a project? Any piece of work that is undertaken or
attempted; "he prepared for great undertakings" www.cogsci.princeton.edu/cgi-bin/webwn
a planned undertaking www.cogsci.princeton.edu/cgi-bin/webwn
"The concept of 'project' means different things to different users, or reflects different frames of reference. In finance and budgeting terms it is an investment with a specified economic return. In economic analysis a project is a potential income generating activity. In management terms the project notion often connotes a particular organisational unit.". www.dfid.gov.uk/aboutdfid/files/glossary_p.htm
Abdisalam Issa-Salwe, Thames Valley University4
Project management The application of knowledge, skills, tools and
techniques to a broad range of activities to meet the requirements of the particular project. Project management knowledge and practices are best described in terms of their component processes. www.asq.org/info/glossary/p.html
The set of people, tools, techniques, and processes used to define the project’s goal, plan all the work necessary to reach that goal, lead the project and support teams, monitor progress, and ensure that the project is completed in a satisfactory way. mfg.patentcafe.com/glossary.asp
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Project management (cont…) Project management is concerned with the overall
planning and co-ordination of a project from inception to completion aimed at meeting the client's requirements and ensuring completion on time, within cost and to required quality standards. www.ecbp.org/glossary.htm
Project management is the systematic planning, organizing and controlling of allocated resources to accomplish project cost, time and performance objectives. Project management is normally reserved for focused, non-repetitive, time-limited activities with some degree of risk and that are beyond the usual scope of program (operational) activities for which the organization is responsible. www.tbs-sct.gc.ca/pubs_pol/dcgpubs/TBM_122/abkglos-1_e.asp
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Project management (cont…) The objective of project
management is a successful project. A project will be deemed successful
if it is completed at the specified level of quality, on time (timescale) within budget.
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Project manager Project manger: The individual responsible
for managing a project. Project management process: The way in
which a project manger co-ordinates a project from initiation to completion, using project management and general management techniques, is
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Definition of project manager The individual responsible for managing a
project. This person would plan and organise activities required to develop deliverables requested by clients. www.aits.uillinois.edu/glossary/glossaryp.html
Systems analyst with a diverse set of skills--management, leadership, technical, conflict management, and customer relationship--who is responsible for initiating, planning, executing, and closing down a project. myphliputil.pearsoncmg.com/student/bp_hoffer_modernsad_3/glossary.html
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Definition of project manager (con…) A project manager oversees the
execution of entire project or publication, including hiring members of the production team, assigning tasks, organizing and scheduling the writing and production process, and attending to all administrative details. writerseditors.com/services.htm
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Project manager duties Some of the leadership tasks they will
be required to perform include choosing team members, assigning duties, motivating employees, setting standards, performing reviews and team member reassignments.
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Project manager duties (cont…) Outline planning Detailed planning: Teambuilding Communication Coordinating project activities Monitoring and control Problem solution Quality control
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Project manager duties (cont…) Outline planning
Develop project targets Diving the project into activities and
placing these activities into the right sequence
Development framework for the procedures and structures
Detailed planning: work breakdown structure, resource,
requirements
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Project manager duties (cont…) Teambuilding:
build cohesion and team spirit Communication:
Supervisor must know what is going on Ensure members are briefed
Coordinating project activities: Between the project team and users, and
other external parties
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Project manager duties (cont…) Monitoring and control:
The project manager should estimate the causes for each departure from the standard, and take corrective measures
Problem-solution Even with the best planning, unforeseen
problems may arise Quality control:
There is often a short-sighted trade-off between getting the project out on time and the project quality.
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Project manager skills Leadership and team building Organisational Communication Technical Personal
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Project manager skills (cont…) Leadership and team building
Being enthusiastic about the project Being positive Delegating tasks
Organisational: Ensuring all project documentation is clear
and distributed to all who require it Using project management tolls to analyse
and monitor project progress
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Project manager skills (cont…) Communication:
Listing to project team members Using persuasion to coerce reluctant team
members or stakeholders to support the project
Ensuring management is kept informed Technical:
Providing the technical expertise and experience needed to manage the project.
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Project manager skills (cont…) Personal
Being flexible Showing persistence Being creative Being patience
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Leadership style
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Project team Comprises the people who report
directly or indirectly to the project manager Project’s success depend to a large extent
on the team members select The team comprises individuals with
different skills and personalities Question when building a team:
What skills required Who has the particular talent Availability and affordability What level of supervision
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Factors which enhances project team Effective communication All member being aware of the team’s
purpose Collaboration and creativity Trusting, supportive atmosphere Innovative/creative behaviour Interdependence among the team Capacity of conflict resolution Enthusiasm Acceptance of change
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Managing conflict Conflict will occasionally occur
Positive: fresh ideas and energy being input to the project
Negative conflict: problems which may bring the project to a standstill
An open exchange of views between project personnel should be encouraged This will help ensure all possible courses of
action Manager to keep in touch with the
relationship of team members and act as a conciliator if necessary.
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Negotiation techniques Focus on the problem, not the
personalities Define the problem carefully Try to develop options that would
result in mutual gain Look for a wide variety of possible
solutions
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Resolution techniques Ideally the conflict will be resolved by
the parties involved agreeing on a course of action. If this does occurs, the project manager should: Work through using negotiation
techniques Attempt to establish a compromise Try to smooth out any differences Emphasise areas of agreement
If all attempts fails, the manager should make a decision.
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Controlling the team Two types of control strategies:
Behavioural control: deals with the behaviour of team members. Control is exercised through agreed procedures, policies and mythologies
Output control: attention is focused on results, more that the way these were achieved
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Controlling the team (cont…) Trust-control dilemma:
T + C = Y
T = the trust the superior has in the subordinate, the trust which the subordinate feels the superior has in him
C = the degree of control exercised by the superior over the subordinate
Y = a constant, unchanging value
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Controlling the team (cont…) Any increase in C leads to an equally
decrease in T. If the manager retains more ‘control’
or authority, the subordinate will immediately recognise that he/she is being trusted less
If the superior wishes to show more trust in the subordinate, this can only be done by reducing C , that is by delegating more authority.
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Controlling the team (cont…) Span of control
Span of control or span of management refers to the number of subordinates responsible to a person
Classical theorists There are physical and mental limitation to a
manager’s ability to control people, relationships and activities
There should be tight managerial control from the top of an organisation downward. The span of control should be restricted to allow maximum control.
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Controlling the team (cont…) The appropriate span of control will
depend on: Ability of the manger Ability of the team members Nature of the task The geographical dispersal
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Project stakeholders Identifying Stakeholders - a Primary and
an Ongoing Task "Satisfy stakeholders!" is the project
manager's mantra. For successful projects, it's not enough to deliver on the customer's demand; projects have to meet all stakeholder expectations. Identifying stakeholders is a primary task because all the important decisions during the initiation, planning and execution stages of the project are made by these stakeholders.
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Project stakeholders (cont…) Some primary project stakeholders:
the project manager, the risk manager the project team, the support team the sponsor, the customer.
In a larger sense, anyone who participates in the project or is impacted by its results is a stakeholder. Each stakeholder has an essential contribution to make and all stakeholder expectations need to be met.
Contribution made by different people to the project is the principal criteria for identifying stakeholders
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Support team
CustomersProject manager
Sponsors
Team Members
Risk manager
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Project stakeholders (cont…) Managing stakeholder dispute
Establish a framework to predict the potential for disputes. This involves risk management, since an unforeseen (risk) has the potential to create conflict, and dispute management
Dispute resolution processes: Resolution: is the solution of a conflict Settlement: is an arraignment which
brings an end to the conflict
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Project stakeholders (cont…) Conflict between project stakeholders
may be resolved by: Negotiation Partnering Mediation A third party neutral may judge or
intervene to impose a solution On very large projects, a Dispute
Review Board (DRB) may be formed
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