Project Management
Raj Khandekar
Training and Development
• Training and Development both involve
learning.
• Training facilitates learning about procedures;
Development facilitates transformational
learning.
• A learning is cognitive, behavioral, and
emotional change through reflection on an
experience.
6/11/2014
© Raj Khandekar
2
Project Management
• A project is a time-bound set of activities
aimed at producing a specific product or
service with limited resources.
– “novel” or “routine”.
– Novel projects are complex and uncertain; Routine
projects become less complex due to learning.
– All strategic transformations occur through
projects.
6/11/2014
© Raj Khandekar
3
Project Manager as an “Intrapreneur”
or “General Manager”
• Projects are often partially defined (some goals to
be achieved).
• If the project is originally a brain-child of the PM,
it is “intrapreneurship”.
• Projects are typically assigned to a “Project
Manager” (PM) who must plan, execute, monitor
and control the project to its desired end.
• If the project was assigned to the PM, the PM is
the General Manager who must create and
manage an ad hoc team (or a mini organization)
to produce results.
6/11/2014
© Raj Khandekar
4
Managerial Skills
Robert Katz proposed that successful managers
and leaders use following skills:
• Conceptual skills
• Interpersonal skills
• Technical skills
6/11/2014
© Raj Khandekar
5
Technical Skills
• Skills required to perform material / information
processing activities (including decisions).
– Examples: scientific skills, engineering skills, accounting
knowledge/skills, finance knowledge / skills, Information
Systems creation/ maintenance etc.
6/11/2014
© Raj Khandekar
6
Interpersonal Skills
• Managing people
– Ability to manage one’s anxiety and growth while helping others
manage theirs.
– Ability to conceptualize on-going personal / interpersonal / group
processes;
– Ability to take interpersonal risks in resolving personal / interpersonal
and group issues;
– Well balanced sensitivity, flexibility, and tolerance of uncertainty.
6/11/2014
© Raj Khandekar
7
Conceptual skills
• Ability to visualize complex systems
– At different levels (personal to societal);
– Ability to interpret in real time decisions and actions in conceptual
terms
– Ability to instantaneously zoom in / out to different levels of the
company and see the strategic (transformational) significance of
actions / decisions;
6/11/2014
© Raj Khandekar
8
Problems and Issues
6/11/2014
© Raj Khandekar
9
Levels of Projects
• Problems get solved through projects, i.e. all
change occurs through projects that solve
problems
• Levels at which problems can occur and projects
must be engaged in to solve those problems:
–
–
–
–
–
6/11/2014
Individual
Relationship
Group / Team
Organizational (new organization)
National
© Raj Khandekar
10
PM as GM
• Planning, Organizing, Motivating and
Controlling to produce results.
• Planning requires visualization and
“conceptualization” of the activities leading up
to the results.
• Concepts and ideas to map your own
management of projects.
6/11/2014
© Raj Khandekar
11
Planning
• Projects Charters (or announcements): Project
Purpose, goals, scope of project, and the PM’s
authority. In academic institutions, this is
known as a “charge” from the sponsor(s).
• Purpose: What, who, when (how), and the
significance.
• Resources
• Culture and values (of participants and
stakeholders).
6/11/2014
© Raj Khandekar
12
Important Components of Projects
•
•
•
•
Owner(s) or Sponsor(s)
Goal(s) or Deliverable(s)
Beginning and Ending Deadline
Limited Resources (Financial, Physical /
technological, Human, and Emotional)
• Legitimacy (Stakeholder agreement on goals,
legality and ethicality of activities and
outcomes)
6/11/2014
© Raj Khandekar
13
Ten Commandments of Project Management
Source: http://www.lamarheller.com/projectmgmt/tencommandments.pdf
6/11/2014
14
“Trade Off ” Triangle”
http://ils.indiana.edu/faculty/hrosenba/www/L577/classes/proj_man/proj_man.ppt
PROJECT
RISK
SCOPE (Requirements)
6/11/2014
15
How are Scope, Schedule,
and Budget linked?
http://ils.indiana.edu/faculty/hrosenba/www/L577/classes/proj_man/proj_man.ppt
Which Comes First?
SCOPE
Prioritize, Optimize, Accept
6/11/2014
16
Organizing (1)
• Structuring the project
– Begin with the end, and work backwards.
– Work breakdown Structure:
• Identify major phases and milestones that signal
completion of the phase
• Identify activities in each phase along with a matrix of
people and equipment.
• Arrange the activities based on technological or
resource imperatives (parallel and sequential activities,
and resulting interdependence of people and
equipment)
6/11/2014
© Raj Khandekar
17
Organizing (3)
• Tasks needed to be done
• Start to finish relationships between tasks
6/11/2014
© Raj Khandekar
18
Organizing (3)
• Visual representation of work structure (Gantt
Chart)
• Roles of people in terms of their
responsibilities (Responsibility Matrix)
• Plan for Communication, Collaboration and
Monitoring.
6/11/2014
© Raj Khandekar
19
Example of Responsibility Matrix
Source: Eric Verzuh The Fast Forward MBA in Project Management, 4th Edition, Wiley, 2011
6/11/2014
20
Example of WBS in chart format
Source: Eric Verzuh The Fast Forward MBA in Project Management, 4th Edition, Wiley, 2011
6/11/2014
21
Example of WBS in Outline format
Source: Eric Verzuh The Fast Forward MBA in Project Management, 4th Edition, Wiley, 2011
6/11/2014
22
Task Relationships
Source: Eric Verzuh The Fast Forward MBA in Project Management, 4th Edition, Wiley, 2011
6/11/2014
23
Structuring the Project
Source: Eric Verzuh The Fast Forward MBA in Project Management, 4th Edition, Wiley, 2011
6/11/2014
24
Calculating a Schedule
Source: Eric Verzuh The Fast Forward MBA in Project Management, 4th Edition, Wiley, 2011
6/11/2014
25
Example of Gantt Chart 1
Source: Eric Verzuh The Fast Forward MBA in Project Management, 4th Edition, Wiley, 2011
6/11/2014
26
Example of Gantt Chart 2
Source: Eric Verzuh The Fast Forward MBA in Project Management, 4th Edition, Wiley, 2011
6/11/2014
27
Example of Gantt Chart 3
Source: Eric Verzuh The Fast Forward MBA in Project Management, 4th Edition, Wiley, 2011
6/11/2014
28
Execution and Motivation
• Proactive communication is extremely
important.
• SOS communication lines with the Sponsor /
other stakeholders for emergencies.
• Care and feeding of people: physically and
emotionally. Warm hearts are ready to run.
• Manage emotional issues and processes of
groups and individuals.
6/11/2014
© Raj Khandekar
29
Fundamental Personal Issues
• Who am I, and who should I be (who can I be, what
do “I” want to be)?
• Identity: Who I am (I am not) [and how I should / can
be]
• Self-Worth: I am (I am not) [and I should be]
“somebody” (worthy of admiration)
6/11/2014
© Raj Khandekar
30
Aspects of self-image
• Three major interrelated aspects of self:
– Competence
– Attractiveness
– Values
• Holistically, they constitute our identity and self-worth.
• Issues arise because an individual CANNOT know the truth of
whether he/she is competent / attractive / good (due to subjective
bias). Feedback from people about the individual’s attributes
provides confirmation or invalidation, and that keeps changing the
reality of that person.
• This phenomenon presents the PM with an opportunity to change
or reinforce an associate’s self-image, learning and attitude through
positive reinforcement – genuine words of feedback, support and
recognition.
6/11/2014
© Raj Khandekar
Personal Issue Resolution 1
• Competence = Ability to produce desired
results in one’s environment and life.
Confirmed through task completions.
• Personal Issues
– I am competent, I am not competent.
– Am I competent? Am I not competent?
– Am I as competent as I should be?
– Should I be more competent?
6/11/2014
© Raj Khandekar
32
Personal Issue Resolution 2
• Attractiveness: Ability to get people’s attention
towards oneself as necessary and desired.
• Personal Issues
– I am attractive / likeable, I am not attractive /
likeable.
– Am I attractive / likeable? Am I not attractive /
likeable?
– Am I as attractive / likeable as I should be?
– Should I be more attractive / likeable?
• Attraction under conditions of freedom vs.
coerced attraction (dysfunctional ways to resolve
issue - sexual harassment).
6/11/2014
© Raj Khandekar
33
Personal Issue Resolution 3
• Values – Personal criteria that distinguish between
good and bad, and that are utilized by the person to
evaluate himself or herself as “good” or “bad”.
– Being “good” requires that a person transcend his or her
own needs for the sake of others.
– Transcendence involves denying or deferring one’s needs
and desires for the sake of something greater, higher (a
higher purpose) than oneself.
• Personal Issues
–
–
–
–
6/11/2014
I am good, I am not good.
Am I good? Am I not good?
Am I as good as I should be?
Should I be more good?
© Raj Khandekar
34
Emotional Issues in Teams
• William Shutz: Interpersonal Underworld:
• Issues:
– In or Out: Who is (am I) in the thick of the team
(accepted, welcomed, needed, wanted)?
– Top or Bottom: Who is (am I) at the top (or bottom) of
the hierarchy (formal or informal) in the group?
– Near or Far: Who is (am I) close to or distant from
other team members?
• Erving Goffman – On Facework
– Incidents and Corrective Processes.
6/11/2014
© Raj Khandekar
35
Controlling the Project
• Monitoring a project allows control of project through
timely corrective action.
– Tools: Gantt charts and periodic / real-time updating of
progress, e.g. percentage completion, directly by team
members
– Emergency communication channels allow fast response.
• Monitor development of individuals working on the
project - mentoring.
• Sometimes the PM must let a participant go (as a last
resort), if the individual hinders the project either due
to emotional or incompetence issues.
6/11/2014
© Raj Khandekar
36
Completion and Celebration
• Completion report – sign off from Sponsor
• Celebration – within resources and policies of the
organization.
• Celebration is the “End” from which one should
work backwards in designing a project.
– “How and where shall we celebrate the end of a
project by recognizing (how – from simple words to
certificates to gold) people and their contributions”.
– If planning on recognition by higher level individuals,
it is important to get on their calendars in advance.
6/11/2014
© Raj Khandekar
37