Project Management and Leadership Review

Project

Solve a task or objective

Temporary Organization

People working together

Parts of the Project Triangle

Objective, Time, Budget

SMART

Specific, measurable, accepted, realistic, and timed

Unique Task

Separates from repetitve tasks and defines a project; planned and managed outside the ordinary organization

Typology

Different types of projects

Client Based Projects

Project that iis Between Project Manager and client

Product Development Projects

Project that Addresses a gap

Change Project

Project that Involves systems, culture, and structures

Research Projects

Mainly open projects towards gaining new knowledge

Event Projects

Project with alot involved at the end and one chance

Different Types of Projects

Client Based, Research, Change, Research, and Event

Open Projects

Do not know what and not sure how

Closed Projects

Know end goal (what and how). Can be planned in detail

Semi-Closed Project

Know what and not how

Project Hierarchy

Project Owner, Project Manager, Execution team

Three Types of Needs

Explicit Needs, Implicit Needs, Unknown Needs

Satisfying Client

Fulfill explicit needs. Find unknown needs. If you do not fulfill implicit needs, the satisfaction is lowered.

Three Levels of the Project Model

Governing/Funding Level (PO), Managing and Organizing (Committe, PM, and PrM team), and Executing Level (designer, specialist, construction)

Steering Committee

Must have experience: competence + mandate; in the managing and organizing level

Resource Owner

Provides resources for porject; needs a good relationship between reosurce owners and project manager

Two Questions to Answer in the Pre-Study

If(feasibility) & What(definition)

Stakeholder Analysis

Properly deal with people who influence/can stop or start your project

Tollgates

Decision points decided by the governing group

Milestones

Mini Objectives mid task decided by the project manager.

Proeject Flow

Idea Analysis -> Pre-Study -> Planning -> Execution -> Closure

Four Main Documents

Project charter, project plan, result report, final report

POMR

Problem, Object, Methods, Resoruces

Synergy Effect

Better effects in a group

'Walnut' Model

Process and Content (2-Dimensional)

Group

Based on identities; shared identity but may not know everyone

Team

People with shared goal (must know every member)

Relations Equation

[(members - 1) x members]/2

Parts of the Team Performance Curve (TPC)

Psuedo, potential, real, high performance

Psuedoteam

None of the walnut. NegativesQ: uneven, unbalanced, lack of motivation, responsibility, and weak leadership and communication

Potential Team

Content side of the walnut. Negatives: Lack of structure and weak leadership

Real Time

All of the walnut.

Ingredients of a Good Team

Clear roles and responsibilities, small enough in numbers, team efficiency, goals and expectations

High Performance Team

Most efficient team with clear roles, appreciation of members, strong/close relationships (10% of all teams)

Product Breakdown Structure (PBS)

Used for planning and brainstorming. Helps see market, what customer is locking for, research topics

Work Breakdown Structure (WBS)

Planning activity involving the structure and content

Scope

Specific description of the expected final result. Impact and product goals

Levels of Stakeholders

Core, primary, secondary, tertiary

Parts of the SWOT Analysis

Strenghts, weakness, opportunities, threats

Parts of the Pre-Study

Identify idea and problem, clarify the scope, make a situational analysis, identify stakeholders and needs, clarify requirements of expected results, structure the content (WBS), calculate and assess resources needed for the project

Parts of the Stakeholder Graph

Axes: Impact and Interest. Squares: Satsify, Involve, Monitor, Inform

Product Requirements

Specifies the final product/delivered results

Project Requirements

Concerns the project process such as time, schedule, etc

MoSCoW Ranking

Must, should, could, won't

SWOT Internal Factors

Project Idea and Project Organization

SWOT External Factors

Outside the organization, society, competitors, politics

Project Paradox

Make big decisions early when we know little

Planning Chain Order

Check purpose and objectives, define the scope with WBS, check against the requirements, create a logical network, resource plan, create a schedule, estimate resource needs (duration and work hours), break down the work activities into packages, accrued estimate/budget

Logical Network/Planning Chain

Identify dependencies and milestones. place work packages in-line with dependencies

Program Evaluation and Review (PERT)

Analysis for uncertainties. Texp = (Tmax + 4Texp + Tmin)/6

Cirical Path

Longest time path with zero slack

Slack

How many days we can wait to start

Two Strategies

Top Down and Bottom Up

Parts of Communication Plan

Who, Why, What, How, When, Who

Leadership Styles

Autocratic, Benevolent Autocratic, Consulting Autocratic, Democratic, Delegation, Laissex Faire

Which leadership style is more effective long term?

Democratic

Which leadership style is more effective short term?

Benevolent Autocratic

Reinglemann Effect

Social Loafing

FIRO (Fundamental Interpersonal Relationship Orientation)

Inclusion, Control, Affection (or Openness)

Inclusion

Need to belong

Control

Need to have influence, responsibility, and lead

Affection (Openness)

Need for closeness and wamrth in relationships

Needs and Fears for Inclusion

Significant or Ignores

Needs and Fears for Control

Competent or Humiliated

Need sand Fears for Openness

Likable or Rejected

Social Meter

Aware of whats expected and not expected. Balance of what's stronger needs or fears

Compatibility

How individuals interpersonal needs align with

FIRO-Behavior

Expressed needs vs desired needs

What is successful leadership based on

Flexibility

Integrated Model of Group Development (Susan Wheelan)

Dependency and Inclusion, Counter Dependency and Fight, Trust and Structure, Work and Productivity

Dependency

Connection to previous activities or milestones

Work Effort

Actual time allocated to perform the activities

Gantt Chart

Time plan that describes the work packages that will be carried out

Float (Slack)

Difference between available and estimated time

Lead

Overlap between two activities

Lay

Planned delay

Phases of Project

Idea, Pre-Study, Planning, Execution, Closure, Impact

Mini-Risk Method

Rank Propbability and impact on a scale of 1 to 5. Risk Value = Probability x Impact

When should we take action and have a plan for risks?

When the risk value is over 12 (or impact over 5)

Leader

Most important role in project management

Role Categories

Interpersonal, Information, Decisional

Interpersonal Roles

Leader, Figurehead, Liason

Informational Roles

Spokesperson, Monitor, Disseminator

Decisional Roles

Entrepreneur, Negotiator, Resource Allocator, Crisis Dealer

Self-Awareness for PM

Lack of this is one fo the largest reasosn why an organization fails

Self-Awareness

Knowledge about oneself's goals, feelings, behaviors, thoughts, reactions, strengths, and weaknesses

Parts of the Jomari Window (clockwise from top right)

Arena, Blind Spot, Facade, Unknown

Management by Objectives

Make specific goals/objectives on a level basis. Delegates reponsibility

Management by Direct Control

This style may be necessary for jobs such as air traffic control

Management by Roles and Regulations

Can limit creativity but needed for judiciary type jobs

Simple Coordination

"Follow the leader"; one person starts, others follow pace

Mutual Coordination

Communication (verbal or nonverbal) back and forth

Political Frame

"Jungle"; Focus: Agenda and Power, Leadership: Influence

Structural Frame

"Machine"; Focus: Processess and Methods, Leadership: Organizer (manager)

Symbolic Frame

"Theater"; Focus: Inspire, Culture, Leadership: Role Model