MODERN PROJECT

MANAGEMENT
E E E 543 -P R OF E SSI ON A L E LE C T I V E 4

A BD I FATA H M. A BD I
 OUTLINE
MODERN PROJECT MANAGEMENT
• The Project Life Cycle
• The Project Manager
• The Importance Of Project Management
• The Project Management Today: An Interactive Approach
ORGANIZATION STRATEGY AND PROJECT SELECTION
• The Strategic Management Process: An Overview
• Scenario Planning: A Supplement To Traditional Strategic
Planning
WHAT IS A PROJECT?
 PROJECT
A complex, nonroutine, one-time effort limited by time,
budget, resources, and performance specifications
designed to meet customer needs.

Major Characteristics of a Project

• A TEMPORARY ENDEAVOR
• UNIQUE
The Project Life
Cycle
 The Project Life Cycle
• INITIATION
• PLANNING
• IMPLEMENTATION
• CLOSING
The Project Life Cycle
• A TEMPORARY ENDEAVOR
• UNIQUE
THE NEED FOR TEAMWORK

EFFICIENCY
F
O of decision
• The quality
• Tackling • knowledge
G E S R
complex
T
• skillsA V E making is
processes
A N K O high in
and DV O R
• experiences
L S
problems A W U A
teams
Decision
MAKING
A M I T making
TE
THINGS
D I V
EASY IN
Teamwork throughout any
organization is an
essential component of the
implementation of TQM and process
management, for it builds;

Trust
improves communications and
 develops interdependence
Good teamwork changes the independence to interdependence
Teamwork to support process management and
improvement has several components. It is
driven by a strategy, needs a structure, and must be
implemented thoughtfully and
effectively. The strategy that drives the improvement
comprises the:
vision and mission of the organization;
critical success factors;
core process framework.
 RUNNING PROCESS MANAGEMENT AND
IMPROVEMENT TEAMWORKS
Process management and improvement teams are groups of people with
the appropriate ;
knowledge
skills, and
experience

Created by management to improve processes and/or tackle and solve

particular problems, usually on a project basis.
They are cross-functional and often multidisciplinary.
 RUNNING PROCESS MANAGEMENT AND
IMPROVEMENT TEAMWORKS
They cover a entire end-to-end operating system.
this may include
technology,
paperwork,
communication and other units,
 operating procedures ,etc……
 RUNNING PROCESS MANAGEMENT AND
IMPROVEMENT TEAMWORKS
The actual running of process teams calls several factors into play:
team selection and leadership;
 team objectives;
team meetings;
 team assignments;
team dynamics;
team results and reviews.
 Teamwork and action-centered
leadership
 Teams respond to individual, strong, well-directed leadership, both from without and within the
group, just like individuals .

 For any group or team, big or small, to respond to leadership,

they need a clearly defined task, and
the response and achievement of that task are interrelated to the
needs of the team and
the separate needs of the individual members of the team

by: John Adair, senior lecturer in Military History and the Leadership Training
Adviser at the Military Academy.
Teamwork and action-centered
leadership
The value of the
overlapping circles is
that it emphasizes
the unity of
leadership and the
interdependence and
multifunctional
reaction to single
decisions affecting
any of the three
areas.
Teamwork and action-centered leadership
The task, team and individual functions
for the leader are as follows:

Team functions
• Defining the task • Attending to
• Making a plan personal
• Allocating work and • Setting problems
resources standards • Recognizing
• Checking performance • Building team and using
against the plan spirit individual
• Appointing abilities
Task functions subleaders Individual
functions
 LEADER/FACILITATOR
The
TQM this team
is the leader’s
‘action orarea,
to change’
facilitator’s
where the leaders aretask is to to
attempting
concentrate
manage on
the change from the as
business
small central area
usual, through total
where all
quality management
three circles overlap.
SITUATIONAL LEADERSHIP
Stages of team development
 WHAT IS TEAM?

A group of people with a full set of

complementary skills required to
complete a task, job, or project.
The team development
scheme was advanced
by
Bruce Tuckman
in 1965.
 Stages of team development

there are four main stages of team development ;

 Forming
 Storming
 Norming
 Performing
 It is believe that these stages
are universal to all teams
despite the group members,
Stages of purpose, goals, culture and so
team on.
development
FORMING:

The Forming
represents a time
where the group is
just starting to
come together.
PURPOSE OF FORMING STAGE:

The focus for group members

during forming stage is to
become familiar
with each other and their
purpose, not
on work.
OUTCOMES OF FORMING STAGE:

• Gaining an understanding of the team

purpose.
• Determining how the team will be
organized.
• Who will be responsible for what?
• Discussion of major phases of the team’s
goals.
STORMING:

Dealing with
tensions and
defining group
tasks.
 STORMING STAGE :

In storming stage conflict and

competitions are at its greatest.
 STORMING STAGE:
Questions arise surrounding leadership,
authority, rules, responsibilities, structure
etc..
NORMING:

The norming
stage is the time
when all the
team members
becomes a
cohesive unit.
NORMING STAGE:

Morale of team members is high.

 They acknowledge the talents, skills and
experience that each individual brings to the
team.
The team remains focused on the team’s
purpose and goal.
NORMING STAGE:

Roles an responsibilities are clear and accepted.

 Commitment and unity is strong.

Agreements forms among the team.

Leadership begins to fade as important

data is shared among team members.
PERFORMING:
This is the final stage
where groups become
high-performing teams.

The team knows clearly

WHY it is doing and
WHAT is doing.
PERFORMING STAGE:

Productivity

Team members are Action, results.

focused on task
completion and Moving towards the
achievement completion of goals.
 SUMMARY
The four main stages of team development ;

 Forming – awareness
 Storming – conflict
 Norming – co-operation
 Performing – productivity
 ATTRIBUTES OF SUCCESSFUL TEAMS

Clear objectives and agreed goals

Openness and confrontation
Support and trust
Co-operation and conflict
Good decision making
Appropriate leadership
Individual development opportunities
 Why paragon /ideal manager cannot exist?

h ara c te ristics’
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This is b h a s a l l y e x c lu
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Althoug o f te n
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qu
HOW CAN A SUCH TEAM CAN BE
DEVELOPED?
 Myers-Briggs Type Indicator (MBTI)
 Fundamental interpersonal relations orientation –
Behavior (FIRO-B)
The Myers Briggs Type Indicator (MBTI)

• was developed by Isabel Myers daughter of

Katherine Briggs.

• is based on Carl Jung’s Theory of Personality

Types

• measures your personal type preferences

• focuses on the strengths of differences in type

A powerful aid to team development is the use
of the Myers-Briggs Type Indicator (MBTI)

Its aim is to help individuals understand and value

themselves and others, in terms of their differences as well
as their similarities.

This is based on an individual’s preferences on four

scales
The 4 MBTI preference scales
represent two opposite preferences:

1. Extroversion – Introversion – how we prefer to

give/receive energy or focus our attention.
2. Sensing–Intuition – how we prefer to gather information.
3. Thinking – Feeling – how we prefer to make decisions.
4. Judgement – Perception – how we prefer to handle the
outer world.

What is preference?
 Preference

Extraversion I
ENERGY ntroversion

Sensing INFORMATION I Ntuition

Thinking DECISIONS Feeling

Judging LIFESTYLE Perceiving

Person’s type using MBTI

For example, ESTJ represents an

extrovert (E) who prefers to gather
information with sensing (S), prefers to
make decisions by thinking (T) and has a
judging (J) attitude towards the world,
i.e. prefers to make decisions rather than
continue to collect information.
 FIRO-B
F U N D A ME N TA L IN T E R P E RS ON A L R E L AT I ON S
OR I E N TAT IO N B E H AV IO R
Theory

Created by William Schutz, 1958

(psychologist)

Commissioned by the US Navy.

Designed to measure team

compatibility , especially under
stressful conditions.
 FIRO-B

Use of the FIRO instrument helps has been used throughout the
individuals to be more aware of world by managers and
how they relate to others. professionals to look at
management and decision-
making styles.
enables people to build more
a highly effective team building
productive teams through
better working relationships tool which can aid in the creation
of the positive environment in
which people thrive and achieve
improvements in performance.
 FIRO-B

The FIRO-B takes the form of a simple-

to-complete questionnaire the analysis
of which provides scores that estimate
the levels of behavior with which the
individual is comfortable, with regard
to his/her needs for;

• inclusion,
• control and
• openness.
3 Dimensions

Inclusion

Control

Openness
 3 Dimensions

These three dimensions

describe the form of the
decision we make in our
relationships regarding
whether
we want to be:
• ‘in’ or ‘out’ – inclusion;
• ‘up’ or ‘down’ – control;
• ‘close’ or ‘distant’ – openness.
The FIRO-B estimates our
unique level of needs for
each of these dimensions of
interpersonal
interaction.
The instrument further divides each of these
dimensions into:

the behavior we feel

most comfortable
exhibiting towards other the behavior we want from
people –; expressed others – wanted
behaviors.
behaviors
 3 Dimensions in terms of 2 Areas

Inclusion Control Openness

EXPRESSED
BEHAVIOR Expressed Expressed Expressed
inclusion control openness

WANTED Wanted Wanted control Wanted

BEHAVIOR inclusion openness
Survey

• Schutz had both the Expressed & Wanted

behaviors graded by a scale from 0 to 9

• This scale describes the degree to which

an individual express or want this
behavior.
 9
8 H
7
6
5
4 M
3
2
1
L
0
 Considerations
Considerations, Some
questions typical
and questions
outcomes for Ifthe
resolved we get:
FIRO-B
Dimension
dimensions

Inclusion Involvement – how much

you want to include other
people in your life
Do I matter to this group?
Can I be committed? A feeling of belonging
. . . leading to . . . Willingness to become
Am I ‘in’ or ‘out’? committed

Control Authority, responsibility,

decision making, influence.
Do I have power to make
decisions?
Confidence in self and
others
What is the plan? Comfort with level of
What resources do I have? responsibility
. . . leading to . . . Willingness to belong
Am I ‘up’ or ‘down’?

Openness How much are we prepared

to express our true thoughts
and feelings with other
individuals.
Will my work be recognized?
How should I show
Lively and relaxed
atmosphere
appreciation? Good-humored
. . . leading to . . .
interactions
Am I ‘open’ or ‘closed’?
Open and trusting
relationships
The inclusion, control and openness cycle
Inclusio
n
CONTR
OL
Openne
ss
The five ‘A’ stages for teamwork
THANK YOU