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Lecture 2 - Leadership and Organizational Behaviour
Lecture 2 - Leadership and Organizational Behaviour
Lecture 2 - Leadership and Organizational Behaviour
MCS 8302
Project Management in
Information Technology
What is a Project?
Defining a project
Defining a program
Project parameters
Understanding the scope triangle
Applying the scope triangle
Watch out for the “Creeps”
Establishing the rules for classifying projects
A Project Defined
Per the Project Management Body of
Knowledge (PMBOK®), Fourth Edition:
A project is a temporary endeavor
undertaken to create a unique product,
service, or result.
http://www.pmi.org/
There is a beginning and an end
People perform work to meet project goals
Constraints of scope, time, resources, quality
and cost
Unknowns
3
WHAT IS PM?
Project management is
The application of knowledge, skills, tools and
techniques to project activities in order to meet
stakeholder’s needs and expectations from a project
(PMBOK, In Burke, 2003)
The discipline of defining and achieving targets while
optimizing the use of resources (time, money, people,
space, etc). Thus, it could be classified into several
models: time, cost, scope, and intangibles (Wikipedia)
Involves avoiding problems. It is about tackling new
ground, taking a group of people and trying to achieve
some very clear objective quickly & efficiently (Reiss,
1995)
4
PM ELEMENTS
Project Background
ProjectInitiation
Roles & Responsibilities Defining the Project
ProjectPlanning
Estimating and Budgeting Planning the Project
Managing Risk
Controlling the Project Implementing the Project
Managing Quality
Managing Change
5
Shared Attributes of Projects
Goals
People
Equipment & Supplies
Schedules
Budgets
Conflicts
Interdependencies (other projects, business
strategies)
6
Unique Attributes of Projects
No projects are identical in implementation
To adopt a “one size fits all” approach to
every project is just asking for trouble.
Varying End Results
Different Personalities
Unpredictable Problems &
Opportunities
Environmental Factors
7
Project Parameters
Scope
Quality
Cost
Time
Resource Availability
Understanding the Scope Triangle
Co
m
st
Ti
Resource Availability
Applying the Scope Triangle
The Scope Triangle = system in balance
The lengths of the three sides exactly bound
scope and quality.
Change in the variables will cause the
system to be out of balance
In such cases use the scope triangle to
Build a problem escalation strategy
To structure the Project Impact Statement
Creeps to Watch Out For
Scope Creep
Hope Creep
Effort Creep
Feature Creep
Project Management
Application of:
Knowledge
Skills
Tools
Techniques
To meet project requirements
Balances competing constraints
12
Why Project Management?
Balance scope, quality, schedule, budget,
resources and risk
Clearly defined descriptions of work &
deliverables
Roles and responsibilities assigned to
specific tasks
Tracking, monitoring and controlling
Proactive rather reactive where possible
Manage expectations
Better our chance of success
13
Defining a Program
Program 1 Program 2
Project C
Project E
Project A
Project D
Project B
Project Life Cycles
15
Project Life Cycle Time & Trend
16
Projects & the Organization
18
Successful Project Managers
Dedicated to goals
Cleary define role assignment and responsibilities
Have appropriate level of contacts and a developed network
Coordinate, motivate and mentor
Have effective written and verbal communication skills
Delegate and monitor work
Technical and administrative skills
Sensitivity to people and ability to negotiate
Dependable
Able to function under pressure
Performer
Able to make decisions
19
Stakeholders
20
Organizational Culture
21
Organizational Process Assets
Processes and Procedures
Standards, policies, guidelines
Templates
Requirements & Procedures
Corporate Knowledge Base
Project files
Historical information, lessons learned
Databases
22
23
PROJECT
MANAGER
“the individual responsible for
delivering the project”
Single point of responsibility
Leads and manages the project team,
with the authority and responsibility to
run the project on a day-to-day basis
Essential that the skills and experience
of the Project Manager are matched to
the requirements of the project.
PROJECT
MANAGER (2)
Manages temporary, non-repetitive activities and
frequently acts independently of the formal
organization.
Marshals resources for the project.
Is linked directly to the customer interface.
Provides direction, coordination, and integration to the
project team.
Is responsible for performance and success of the project.
Must induce the right people at the right time to
address the right issues and make the right
decisions.
THE PM TRIANGLE
Within budget
Quality Cost
To the agreed quality
PROJECT
ENVIRONMENT MODEL
29
RESPONSIBILITIES
McGraw
Hill/Irwin
(2006)
SKILLS &
ATTRIBUTES
Apply standard project management approaches to
the specific requirements of the project
Direct, manage and motivate the project team
Develop and maintain an agreed project plan and
detailed stage plan(s)
Tailor expert knowledge to meet specific
circumstances
Plan and manage the deployment of resources to
meet project milestones
Physical
People
Financial
PROJECT MANAGERS & THE STRATEGIC
MANAGEMENT PROCESS
1. Systems thinker
2. Personal integrity
3. Proactive
4. High stress tolerance
5. General business perspective
6. Good communicator
7. Effective time management
8. Skillful politician
9. Optimist
(Gray & Larson, 2006)
LEWIN’S
LEADERSHIP STYLES
Autocratic
When the leader tells employees what they want done and
how they want it done, without getting the advice of their
followers
Does not include bossing people around
Participative or Democratic
Leader involves the people in the decision-making, although
the process for the final decision may vary from the leader
having the final say to them facilitating consensus in the
group.
Laissez Faire
Minimize the leader's involvement in decision-making, and
hence allowing people to make their own decisions, although
they may still be responsible for the outcome
LIKERT’S
LEADERSHIP STYLES
Participative or Democratic
leader makes maximum use of participative methods,
engaging people lower down the organization in decision-
making
DECISION-MAKING
CONTINUUM
Source: Winch, G
LEADERSHIP
ATTRIBUTES
Physical vitality and stamina
Intelligence and action-oriented judgement
Eagerness to accept responsibility
Task competence
Understanding of followers and their needs
Skill in dealing with people
Need for achievement
Capacity to motivate people
Courage and resolution
Trustworthiness
Decisiveness
Self-confidence
Assertiveness
Adaptability/flexibility
John Gardner (1989) On Leadership, New York: Free Press