Sigma level is a statistical calculation that takes short-term information regarding the defects per million opportunities DPMO of a process, factors in the inclination of a process to s
SESSION 1: SITUATION
Introduction
❖ How To Archive High Performance Project Management 3
The objective for project managers is to complete a project on time, on budget, and at the defined scope and performance levels; when these targets are met, the project manager is considered successful However, achieving this outcome presents many challenges Two key criteria help evaluate an effective project manager: first, their ability to consistently deliver projects on time and within budget while meeting the defined scope and performance targets; second, their skill in identifying, mitigating, and navigating risks, obstacles, and stakeholder expectations that can threaten project success.
•Firstly, the target was based on ambitious thoughts in order to be realistic to carry out
• Secondly, people have to be aware of anything that obstructs our work to achieve the target
• How to appraise a manager that is good or not?
• What precisely are the criteria by which you define effective or ineffective project management? And how to define high performance or low performance?
❖ Power and Politics for Project Manager
For many people in the organization, politics is a dirty word
When I was an engineer, my friends used to lament, "I hope we can get rid of politics!" I agree with them However, I immediately realized that politics would so many parts of each organization that the only choice was to learn to deal with it
Chances are you’ve been burned by people in a ruthless organization or by leaders who let you down without looking you in the eye, and that kind of betrayal is what shapes our view of politics But politics doesn’t have to be dirty; you can pursue progress with integrity, ethical tactics, and transparent communication—without resorting to underhanded games.
How To Archive High Performance Project Management 2 3 1 What is Management?
Management is the coordinated administration of tasks to achieve organizational goals It involves defining the organization’s strategy, coordinating the efforts of staff, and deploying available resources efficiently to execute plans Management also encompasses the seniority structure within an organization, shaping roles, responsibilities, and decision-making to drive performance.
Being an effective manager requires mastering core skills such as planning, communication, organization, and leadership, along with a deep understanding of the company's goals This combination enables you to align employees, sales efforts, and other operations to achieve those objectives and drive meaningful results across the organization.
Management can be defined as the coordination of a group’s efforts to achieve a goal that no single individual could accomplish alone In essence, it brings people, tasks, and resources together to create outcomes greater than the sum of their parts By aligning roles, guiding execution, and adapting to changing conditions, effective management turns collective effort into measurable results for the organization.
Getting work done through people is a classic definition of management, emphasizing how leaders enable others to perform tasks rather than doing everything themselves Yet this definition can fall apart if taken too literally: a prison guard supervising a work crew is, in essence, getting work done through people, but this scenario reveals the limits of a simplistic view of management A more complete definition emphasizes not just oversight, but the ability to guide, motivate, and align a team toward shared goals through delegation, clear communication, and accountability In practice, effective management blends strategic direction with empowerment, ensuring individuals contribute their strengths while the organization as a whole advances.
1.2.2 Can managers really control anything?
1.2.2.1 Analysis the theory of law of requisite variety of Stafford Beer and its application
Stafford Beer (1981) highlights the law of essential variety, a principle from systems theory (often called the law of requisite variety) that asks whether managers can truly control a complex organization The law states that in any system of people or machines, the component with the greatest variability in its behavior will dominate or control the system Consequently, the question of whether managers can control anything hinges on whether managerial actions can match the system’s variability, and the conclusion is that effective control depends on aligning organizational responses with the system’s inherent complexity.
An administrator never truly controls a group unless each person governs his or her own behavior, because the interdependencies of an extended plan make collective success contingent on individual accountability When one donor misses targets, the downstream assignments tied to that work fall behind Think of a vehicle: if the fuel pump stops or a tire blows, the whole car is out of commission A system is vulnerable to a single point of failure, which can derail it; in contrast, a flying machine relies on redundancy so that an underperforming part is compensated The central question then is how to make it possible for every person to be in control of his or her conduct; the answer is to enable them—with clear expectations, autonomy, and support—to act responsibly within the shared framework.
Stafford Beer's Viable System Model, as presented in The Heart of Enterprise, is examined in depth and applied to diagnosing two organizations—a growing, successful network marketing enterprise and a struggling engineering jobbing shop The analysis shows that the successful enterprise conforms to the Viable System Model, whereas the engineering shop does not, illustrating how model conformity relates to viability By examining the network marketing company, the study identifies key elements driving its success, elements that are absent in the engineering shop A proposed reorganization for the engineering jobbing shop outlines how to implement these successful elements to improve viability Although the research stops short of asserting that all enterprises must conform to the Viable System Model to be viable, the findings from these two case studies suggest a strong link between model conformity and organizational viability.
This finding aligns with Stafford Beer's assertion that organizational viability requires at least conformity to the Viable System Model (VSM), and the study further demonstrates the usefulness of the Viable System Model as a framework for evaluating organizations.
1.2.3.1.The way that an individual has the self-control
Five conditions underlie self-control in any task: a precise definition of what must be done, including the rationale; a clear plan for how the work will be executed; the necessary abilities and assets to perform the task effectively; upfront feedback mechanisms to determine whether you are on target; and a clearly defined, non-zero authority to require remedial action when the plan deviates.
If you examine these criteria closely, you'll see that a great project-management solution truly fulfills them all: it empowers individual contributors to take control of their own work.
It is essential to recognize that a manager has a duty to ensure that all conditions are met If an individual lacks the necessary skills to perform certain tasks, those skills must be developed, and management must provide adequate training, including ensuring that the training is properly budgeted.
Self-control shows up most clearly when you choose your reaction in uncomfortable situations Rather than launching into a reply, you pause to assess why someone might be yelling at you, especially if you’re unsure Your first impulse may be to yell back, but applying self-control helps you consider possible reasons behind their anger and decide how to respond—verbally with calm, respectful language, or even by choosing not to respond at all This deliberate, emotion-regulating approach can de-escalate tense moments and reflect consistent self-discipline in communication.
Self-control shapes how we manage our emotions, feelings, and actions to make smarter decisions We may crave a slice of cake, but willpower helps us skip it because we know it isn’t good for us We might want to stay up late to binge our favorite show, but prioritizing tomorrow’s appointments and errands nudges us to go to bed early and get plenty of rest With a consistent bedtime routine and deliberate self-control, we can stay productive, handle daily tasks more effectively, and move closer to our goals.
Self-control is exercised in different ways, and it is often described through control synonyms such as self-discipline and self-restraint These terms illustrate how people regulate impulses, pursue goals, and maintain consistency in their actions Other examples of control synonyms include self-mastery and calmness, which capture the inner steadiness that underpins effective self-regulation.
1.2.4.1.Definition the sigma qualities level
Sigma level is a statistical calculation based on short-term information about defects per million opportunities (DPMO) and it also accounts for the process’s tendency to drift over time, producing a sigma value that represents a modified DPMO with shift This adjusted metric helps evaluate whether the process’s quality capability can meet customer requirements over time, guiding decisions on process stability, improvement needs, and long-term performance.
❖ Explanation the sigma qualities level
SESSION 2: CASE STUDY
Given Case Study: Moss and McAdams Accounting Firm
M&M is a well-established regional accounting firm with 160 employees across six offices in Minnesota and Wisconsin, led from its Green Bay main office where Palmer oversees two ventures; Ruby Sands, the Green Bay office supervisor, assigns staff to each venture, and Palmer selected a five-bookkeeper group for the Johnsonville Trucks Audits led by Zeke Olds, an Army veteran known for staying on the cutting edge of financial information systems and for proposing innovative solutions Moss & McAdams had contracted Ken Crosby to oversee the Springfield Metal Extend counseling project, and Crosby needed Olds on his team; Sands allocated Olds to part-time work on both ventures, a decision that inadvertently strained Olds' family life and Palmer's project, causing Olds to be late to audits and unable to focus fully on either assignment Crosby's approach—trying to win Olds over through perks and socializing—undermined Palmer's authority and heightened friction between Palmer and Crosby, threatening project progress; Olds became stressed balancing two projects and family life, and the manager relationships deteriorated to the point that Palmer sought a meeting with Sands, which she initially could not attend but later met with Palmer and conveyed that Olds had sought her evaluation, while Olds himself said he preferred consulting work The situation was resolved when Palmer and Sands sat down together to address the staffing conflict.
2.1.2 Answer the Case Questions a If you were Palmer at the end of the case, how would you respond?
If I were Mr Palmer in this situation, I would be confused by Mrs Sands' decision She knows full well that without Mr Olds, both the audit and tax preparation would be a daunting task It is rare to get an experienced accountant and it is very difficult to complete the Johnsonville audit without him However, in this case, I will let Mr Olds out of my project, because I don't need the extra scheduling problem Although the contribution of Mr Olds on the project is huge, problems arising from his personal and professional life may not allow
Mr Olds should give his best, and I agree with Miss Sands in transferring him to Mr Crosby The question remains what Palmer could have done to avoid losing Olds, and Palmer ought to have a discussion with Project Support to clarify the significance of having Olds on the Johnsonville Venture, which may have empowered Crosby to search for another appropriate partner.
To retain Olds, Palmer should have understood the challenges Olds faced, such as working longer hours to manage both ventures and client accounts; the resulting strain on his work-life balance took a toll on Olds and left him in a difficult position.
The root cause of the issue began when Crosby failed to pay Palmer for a full day’s work, which prompted Palmer to use incentives to attract him; this case illustrates how popular incentive methods can affect employee ethics To prevent such problems, organizations should implement fair, timely compensation, clear ethical guidelines, and transparent reward structures that discourage manipulation while aligning incentives with legitimate performance.
In this scenario, Palmer should have approached the supervisor and stated that in business, keeping one's word is paramount and that Mr Crosby's actions were untrustworthy This could have prompted the supervisor to intervene before Mr Olds felt awkward about mediating between the groups Alternatively, Palmer could have explained Crosby's untrustworthy conduct to Mr Olds in terms that illuminate the importance of work ethics, helping Olds recognize the value of staying with the group led by a moral, long-time colleague rather than splitting from him.
As soon as Mr Palmer detected the blurring intrigued of Mr Olds in his venture, he ought to have enquired him in individual around this And in case
Mr Olds expressed genuine enthusiasm for the counseling venture and outlined practical plans to contribute, and he was welcomed in a fair, respectful manner so that he could commit with full interest for a reasonable duration.
Had Mr Palmer granted permission for Mr Olds’s family trip, he might have recognized his shortfall in contributing sufficiently to support a comfortable and satisfying director, and he could have demonstrated greater cooperation in the days ahead This case also makes clear the advantages and disadvantages of a matrix-type organization: the advantages include enhanced cross-functional collaboration, flexible resource allocation, and faster decision-making when roles and authority are clarified, while the disadvantages involve potential conflicts over authority, accountability ambiguities, and the risk of blurred lines of control By tying permission, cooperation, and organizational structure together, the case highlights how matrix dynamics can shape leadership outcomes and operational effectiveness.
Distributing work among efficient resources across multiple projects rather than confining them to a single process enables cross-functional collaboration, cost optimization, and revenue growth In a matrix organizational structure, this approach also creates a more consistent workflow, as each resource handles several projects, broadening their expertise and enhancing performance across varied initiatives.
A matrix structure enables skill assessments across workers, providing a clear view of each employee’s knowledge of the various processes This insight helps organizations identify skill gaps, tailor training, and ensure the right person is assigned to the task, improving workflow and project outcomes.
• Opportunities assessment: It evaluate an individual 8s skills and knowledge in different divisions, which make it easier further to assign the best person at best place
• Easier Post-Project Transition: Since it works partly on functional division they can return back once the project is done
•Strong Project Focus: Having formally designed project manager who focuses always on his or her project
• One of the major disadvantages is serious disagreement between managers Sharing a single resource for two tasks without proper schedules which delays work and tend the resource to lose focus
One major pitfall of this approach is resource stress caused by conflicting directives from two managers When teams receive two different commands, coordinating tasks and meeting deadlines becomes difficult, reducing efficiency and risking delays.
Without a healthy work-life balance, individuals may struggle to prioritize personal and professional obligations, which can reduce productivity and limit the time they spend with family.
• Inefficiency: some projects may get blogged down in decision making d What could the management at M&M do to more effectively manage situations like this?
To boost productivity, the administration should recruit additional staff and thoroughly train them to handle peak workloads, assigning new hires to small projects to accelerate their productivity and to support Mr Olds with daily tasks A workforce plan based on available employees and project load should prevent overburdening workers The administration should implement a system to track performance at all levels, including dedication, morale, and conduct in the workplace Open-house sessions between workers and supervisors will provide a channel for grievances and encourage consideration of employee recommendations The organization should also monitor work-life balance to prevent demotivation and burnout Finally, empowering employees with meaningful rewards and incentive plans, along with regular reassessment of compensation based on performance and commitment, will drive lasting improvements in the company’s proficiency These are the major parameters M&M should consider for viable changes in proficiency.
The case shows that a matrix organizational structure is no longer prudent for the firm as it expands its counseling services When the office head’s plan is not implemented by employees, regardless of their position, disciplinary action should be taken to emphasize ethical conduct across the workforce To support sustainable growth, the firm can recruit and train additional staff to assist the experienced professionals, creating a robust talent pipeline that mitigates the risk of losing key personnel By investing in onboarding, mentorship, and succession planning, the organization ensures prepared replacements are ready to fill critical roles and maintain service continuity in counseling.
Relative Case: organizational behavior: conflict management
Olite, a multinational Fortune 500 company headquartered in the United States, aimed to establish a footprint in the telecommunications BSS and OSS market In 2004, Olite acquired PTL, a leading software company specializing in billing and revenue management solutions This strategic acquisition expanded Olite's BSS/OSS capabilities, combining PTL’s billing expertise with Olite’s global telecom operations portfolio to drive growth in the telecom software space.
Olite consolidated the acquisition under its Telecommunication Business Unit (TBU) and launched TBU activities at the India Development Center (IDC) to leverage cost advantages and technical expertise A dedicated HQ team remained at Olite’s headquarters to lead R&D efforts and support a select group of key customers Most TBU personnel came from PTL Software, while the IDC group’s main responsibilities were to provide support to existing customers and implement minor enhancements to the current product.
This case study traces the rapid growth of IDC's TBU9s engineering division, explaining how balancing employee needs with the aspirations of its leaders influenced performance, culture, and delivery It also examines the knock-on effects for IDC's HQ division, including shifts in priorities, resource allocation, and interdepartmental collaboration, and documents the HQ group heads' reactions, governance responses, and strategic adjustments in response to the expansion.
IDC's entire engineering division was led by directors Ashok and Suraj, with Mahesh heading the R&D group at HQ Each director commanded independent teams that focused on customer support, tackling product issues and implementing minor enhancements Under their leadership, these groups generated numerous customer success stories, earned a strong reputation, and were viewed as valuable assets to the organization As IDC achieved increasing success, both directors began aiming to lead the entire engineering division Ashok was aggressive and ambitious—action-oriented and forward-thinking—while Suraj stayed focused on day-to-day customer issues but also signaled his intent to head the division.
While the IDC team successfully managed the customer support activity, several key engineers expressed a desire to engage in research and development (R&D) work, seeking a break from routine tasks Ashok encouraged the team to share the kinds of future work they would like to pursue and pledged to explore the feasibility of those ideas.
During this period, all customer support activities were shifted to the IDC center, allowing the HQ team to devote themselves entirely to R&D As the IDC organization expanded its domain expertise and overall strength, the HQ division—led by Mahesh’s team—began to worry about its role and future At the same time, the recession in the United States affected the IT job market, making job security a major concern for the HQ team.
To propel IDC's growth, Ashok proposed forming a focused group of key engineers from his and Suraj's teams to drive new product development and collaborate with the HQ R&D division, a move that surprised Suraj who had not been consulted and who opposed it Mahesh began to worry about the HQ R&D team's jobs being offloaded to IDC and about his own position within the organization given Ashok's aggressive leadership and strong rapport Michel pledged to review the idea and share his views soon, planning to rely on Mahesh's inputs to inform decisions in the engineering division since he is new to the team.
In the meanwhile, problems started cropping up between the groups headed by Ashok and Suraj Ashok tried to convince Suraj about the benefits of new group, but Suraj has different ideas Suraj suggested that, instead of forming new group (consisting of key engineers from Ashok and Suraj9s group), we should utilize part of every engineer9s time to do the R & D activity Talks about starting a focus group became a conflicting point between Ashok and Suraj Even on common issues, they had different views This difference became quite public during team meetings This started affecting the team morale and the day-to-day activities of the IDC group
22 to want to do it.
1.3.3.2.How to Use influence well
There are five critical steps to using influence well a Build up the courage to raise difficult problems