Introduction ❖ How To Archive High 3 Performance Project Management The objective to which all project managers aimed to complete a project... Sigma level is a statistical calculation th
SESSION 1: SITUATION
Introduction
❖ How To Archive High 3 Performance Project Management
The objective to which all project managers aimed to complete a project
An effective project manager is ultimately judged by delivering projects on time, within budget, and meeting the required scope and performance levels While successfully achieving these criteria signifies a prosperous project manager, numerous challenges can impede project success To truly evaluate effectiveness, it’s essential to consider the ability to navigate obstacles and ensure project objectives are consistently met.
• 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.
How To Archive High 3 Performance Project Management
to be dirty, and I don't advocate that you play dirt.
1.2 How To Archive High – Performance Project Management
Management involves coordinating and administering tasks to achieve organizational goals by setting strategic direction and aligning staff efforts It encompasses the planning, organizing, and utilization of resources to ensure objectives are met effectively Additionally, management refers to the hierarchical structure of staff roles within the organization, defining authority and responsibility levels.
To become an effective manager, it is essential to develop key skills such as planning, communication, organization, and leadership Additionally, gaining a deep understanding of your company's goals enables you to strategically guide employees, optimize sales, and oversee operations to achieve business success Mastering these competencies ensures efficient management and drives organizational growth.
Management can be defined as coordinating the efforts of a group of individuals to achieve a common goal or result that cannot be accomplished by any single person working alone Effective management involves organizing resources, directing team members, and ensuring that all efforts are aligned to meet organizational objectives By fostering collaboration and clear communication, managers facilitate a cohesive work environment that drives success Ultimately, management is about leveraging collective strengths to achieve desired outcomes efficiently and effectively.
Getting work done through people is a fundamental management concept, but this definition can be misunderstood if taken literally For example, a prison guard overseeing a work team is effectively getting work done through people, though this may not align with traditional management principles Therefore, effective management involves guiding and coordinating people to achieve organizational goals, rather than simply supervising them Understanding the true meaning of working through people is essential for successful leadership and management.
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 Lager (1981) highlights the law of essential assortment, rooted in frameworks hypothesis, which questions whether directors can genuinely control their systems This law states that in any system of people or machines, the component with the greatest variability in behavior will ultimately dominate and control the entire system.
1.2.2.2 The conclusion for the question how the managers control anything: My conclusion is that an administrator is never in control of a group unless each part is in control of his or her own behavior Once you consider the interdependencies in an extended plan, it is easy to see why it is usually genuine In case one donor falls flat to meet her targets, at that point the assignments subordinate to her work will drop behind In terms of a framework such as a vehicle, consider that in the event that the fuel pump stops or a tire blows out, the car is out of commission.
A single element going out of control can jeopardize an entire system, highlighting the importance of safeguards In flying machines, excess components are added to ensure that if one part fails, others can compensate, maintaining overall safety To empower individuals to manage their own behavior effectively, it is essential to enable them through proper systems and support mechanisms.
Stafford Beer's Viable System Model, as detailed in his book 'The Heart of Enterprise,' provides a framework for diagnosing organizational viability by assessing key systemic elements This model effectively differentiates between successful and struggling enterprises, as demonstrated through an in-depth analysis of a thriving network marketing organization and a struggling engineering jobbing shop The research reveals that the successful enterprise aligns with the Viable System Model principles, while the struggling one does not, highlighting the importance of effective systemic organization Further examination of the network marketing company identifies specific elements that contribute to its success—elements absent in the engineering shop—prompting proposals for reorganization to incorporate these success factors The study concludes that although it cannot definitively state that adherence to the Viable System Model guarantees organizational viability, the examined cases suggest a strong correlation between the two.
Stafford Beer's Viable System Model (VSM) is essential for an organization's viability, emphasizing that compliance with the VSM is crucial for sustainability The research confirms the effectiveness of the VSM in evaluating organizational health and performance Adhering to the principles of the VSM helps organizations ensure adaptability and long-term success Overall, the study highlights the practical value of the Viable System Model as a vital tool for organizational assessment and development.
1.2.3.1 The way that an individual has the self-control
Achieving self-control requires the presence of five essential conditions First, individuals must have a clear understanding of their responsibilities, including the reasons behind their tasks Second, effective planning must be in place to determine how the work will be accomplished Third, possessing the necessary abilities and resources is crucial for performing the tasks successfully Fourth, providing upfront feedback helps ensure that individuals stay on track and meet their goals Lastly, a well-defined authority to request corrective actions in case of deviations is vital; without it, maintaining control becomes impossible.
Effective project management is the cornerstone of successful ventures, as it allows individual supporters to take control of their own work By empowering personal supporters to manage their tasks independently, great venture administration ensures a streamlined process, increased accountability, and improved overall outcomes This approach not only enhances productivity but also fosters a sense of ownership and commitment among team members, making it a vital component of successful project execution.
It is essential for managers to ensure that all necessary conditions are met for employee success If an employee lacks the required skills to perform specific tasks, managers must facilitate skills development through adequate training Providing proper training not only enhances employee capabilities but also ensures organizational efficiency Proper planning and budgeting are crucial to allocate resources effectively for skill development initiatives.
Practicing self-control means consciously choosing your reaction in uncomfortable situations For instance, when someone yells at you without clear reason, your instinct might be to yell back, but exercising self-control involves pausing to understand their motives before responding By assessing the situation calmly, you can decide whether to respond verbally or remain silent, leading to more effective conflict management.
Self-control is essential for making better decisions related to your emotions, feelings, and actions By practicing willpower, you can resist temptations like indulging in unhealthy foods or staying up late, enabling you to prioritize your health and responsibilities For example, choosing to skip a slice of cake or going to bed early ensures you stay on track with your goals, such as getting enough rest to complete your daily tasks and errands effectively Developing self-control enhances your ability to make mindful choices that support your well-being and productivity.
Self-control can be expressed in various ways, often linked to related concepts such as self-discipline and self-restraint These control synonyms, including self-mastery and calmness, highlight different aspects of managing impulses and maintaining composure Developing self-control through these attributes is essential for personal growth and achieving long-term goals.
1.2.4.1 Definition the sigma qualities level
SESSION 2: CASE STUDY
Given Case Study: Moss and McAdams Accounting Firm
M&M was a well-established regional accounting firm with 160 employees across six offices in Minnesota and Wisconsin, with its main office in Green Bay, Wisconsin The Green Bay office, managed by supervisor Ruby Sands, handled key ventures, including the Johnsonville Trucks Audits and Springfield Metal Extension projects Mr Palmer, working in this office, selected a team for the Johnsonville Trucks Audits, notably including Zeke Olds, an Army Veteran recognized for his expertise in financial information systems and innovative problem-solving Recently, M&M contracted Ken Crosby, a bookkeeper with nine years of experience, to oversee a special consulting project for Springfield Metal Extension, with Crosby requesting Olds to be part of his team Ruby Sands was responsible for assigning staff to different accounts and ensuring the right personnel were placed on each project, which led to an issue when conflicts or misallocations arose regarding team composition.
Ms Sands assigned Mr Olds to part-time roles across two projects, unintentionally causing negative effects on his family life and project performance The core issue stemmed from two project managers, Palmer and Crosby, competing for Olds’s involvement, which led to stress and decreased focus Crosby's actions, including breaking commitments to Palmer and attempting to build alliances through social activities, further strained team relationships Olds struggled to balance his responsibilities, resulting in late work and diminished attention, highlighting a lack of emotional support from leadership Communication breakdowns and unresolved conflicts caused tensions among managers, prompting Palmer to seek discussions with Ms Sands, who ultimately arranged a meeting that revealed Olds’s positive view of his work Ultimately, Palmer and Sands collaborated to address these challenges, aiming to improve the work environment and project cooperation.
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 is committed to giving his best, leading to the decision to transfer him to Mr Crosby, as agreed with Miss Sands To prevent losing valuable team members like Olds, Palmer should have engaged in a discussion with the Project Support team to emphasize Olds's importance to the Johnsonville Venture This clarification could have strengthened internal support, potentially discouraging Crosby from seeking alternative partners and ensuring continued collaboration within the project.
Palmer should have recognized the challenges Olds faced, including working extra hours to manage multiple ventures and accounts This demanding workload significantly impacted Olds's work-life balance, ultimately putting him in a difficult position Understanding these difficulties could have helped Palmer prevent the potential loss of Olds and foster a more supportive work environment.
The root cause of the problem stemmed from Mr Crosby's failure to compensate him for the entire day at Palmer, leading to the use of incentives to motivate him This situation highlights the importance of ethical behavior in the workplace, where Palmer should have approached his supervisor to emphasize that "keeping one's word is exceptionally important in business," condemning Mr Crosby's untrustworthy actions Clear communication of Mr Crosby's misconduct could have prompted the supervisor to make an informed decision Additionally, Mr Palmer should have explained Mr Crosby’s untrustworthy conduct to Mr Olds in a way that underscored the significance of work ethics, helping Olds understand the importance of maintaining integrity and preventing him from leaving a long-term, moral colleague's team.
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 his enjoyment of the counseling venture, highlighting his enthusiasm for the project To ensure his full engagement, it was important to inquire about his preferred plans and to offer him a fair and welcoming environment This approach would encourage Mr Olds to commit wholly to the venture in the shortest possible time, fostering a productive and collaborative partnership.
In the event that Mr Palmer had given permission for the family trip of
Mr Olds may have recognized his previous shortcomings in contributing adequately to his role as a director and is likely to demonstrate improved cooperation in the upcoming days This situation highlights both the advantages and disadvantages of a matrix organization structure, where clear communication and collaboration can enhance decision-making and flexibility, but also pose challenges such as role ambiguity and complex reporting relationships Understanding these aspects is essential for optimizing organizational effectiveness and ensuring smoother coordination within matrix-based teams.
• Distribution of work among efficient resources, means they distribute the resources to work in all the fields not limiting within one particular process.
Implementing a matrix organizational structure is an effective strategy for cost-cutting, ultimately boosting company revenue One of its key advantages is maintaining a consistent workflow across the organization, allowing resources to manage multiple projects simultaneously This approach enhances employees' knowledge and skills across various cases, leading to increased efficiency and improved overall performance.
A matrix structure facilitates skill assessments among employees, enabling organizations to evaluate workers' knowledge across various processes This approach ensures that the right person is assigned to each task, enhancing overall operational efficiency and workforce effectiveness.
• 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 common challenge in this scenario is the increased stress on resources, as conflicting directives from two managers can create confusion and overload This situation makes it difficult for team members to complete tasks within the designated timeframe, ultimately impacting productivity and project deadlines.
A lack of proper work-life balance can lead to challenges in prioritizing personal and professional responsibilities, ultimately impacting overall productivity When employees struggle to manage both aspects effectively, they may experience decreased efficiency at work and less quality time with family Ensuring a healthy work-life balance is essential for maintaining high productivity levels and fostering personal well-being.
• 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?
The administration should recruit additional employees and provide thorough training to handle increased project workloads efficiently Assigning new staff to smaller projects can boost productivity and support existing staff like Mr Olds, reducing his workload It is essential to develop a work plan that considers the current workforce and project demands to prevent employee overload Regular monitoring of employee performance, morale, and conduct at all levels is crucial for maintaining a healthy work environment Open communication channels, such as town hall meetings between workers and supervisors, should be established to address grievances and gather employee suggestions Additionally, the administration must monitor employees' work-life balance to prevent demotivation and burnout Recognizing employee efforts through rewards and incentive plans, along with periodic salary reviews based on performance, can significantly enhance motivation Implementing these strategies can help M&M achieve meaningful improvements in efficiency and employee satisfaction.
The case highlights that the traditional matrix organizational structure is no longer suitable for the company's evolving needs When office leaders' plans are not followed by employees without prior notice, appropriate action must be taken to underline the importance of ethical conduct across all levels of staff To support company growth, the firm should focus on hiring and training additional employees to assist experienced personnel, ensuring succession planning and minimizing the risk of losing valuable talent.
Relative Case: organizational behavior: conflict management
In 2004, multinational company Olite, headquartered in the USA, strategically strengthened its presence in the telecommunications Business & Operation Support System (BSS and OSS) sector by acquiring PTL, a leading software firm specializing in billing and revenue management This acquisition positioned Olite as a significant player in the telecom industry, leveraging PTL’s expertise to enhance its BSS and OSS solutions As part of its growth strategy, Olite, a renowned Fortune 500 company, aimed to create a strong footprint in the telecom operations market through this key acquisition.
The acquisition was integrated into Olite's Telecommunication Business Unit (TBU), which established operations at the India Development Center (IDC) to leverage cost advantages and technical expertise Olite also maintained a dedicated HQ team focused on R&D activities and supporting key customers Most employees within the TBU division were recruited from PTL Software, with the IDC group's primary responsibilities including supporting existing customers and implementing minor enhancements to current products.
This case study explores the rapid growth of the TBU9s engineering division at IDC, highlighting the key challenges in addressing employee needs and aligning with leadership aspirations It examines how this expansion impacted the broader group at HQ, creating new complexities and operational challenges Additionally, the study analyzes the reactions of HQ group heads to these changes, offering insights into the strategic adjustments and leadership responses necessary to manage this growth effectively.
The IDC engineering division was led by directors Ashok and Suraj, with Mahesh heading the R&D team at HQ Ashok and Suraj managed independent teams focused on customer support, addressing product issues, and implementing minor enhancements, which resulted in numerous customer success stories and a strong organizational reputation As the division grew successful, both directors developed aspirations to lead the entire IDC engineering division; Ashok, known for his aggressive and ambitious nature, was action-oriented and forward-thinking, while Suraj, focused on daily customer issues, also expressed interest in leadership.
The IDC team successfully managed customer support activities, demonstrating their expertise and dedication Recognizing their desire for professional growth, some key engineers expressed interest in shifting focus toward R&D projects to diversify their experience Ashok encouraged open communication, inviting team members to share their ideas for future work He committed to exploring the feasibility of these innovative concepts, fostering a supportive environment for skill development and innovation within the team.
During this period, all customer support activities were centralized at the IDC center, allowing the HQ team to focus exclusively on research and development As the IDC organization expanded in expertise, strength, and excellence, concerns arose within the HQ division, particularly from Mahesh's team, regarding their evolving roles and future prospects Additionally, the US recession negatively impacted the IT job market, heightening job security concerns among the HQ staff.
To drive IDC organization’s growth, Ashok proposed forming a focused product development team comprising key engineers from his group and Suraj’s team, under his leadership, to collaborate with the HQ R&D division Suraj was shocked and disappointed, as Ashok had never discussed this idea with him beforehand, and he strongly opposed the proposal.
On hearing the proposal from Ashok, Mahesh started worrying about the R
The HQ R&D team expressed concerns about potential job losses following the outsourcing of R&D work to IDC, with a particular worry about job security under Ashok's aggressive leadership and strong organizational rapport Michel assured them he would consider their concerns and share his perspective soon, relying on Mahesh's input to make informed decisions regarding the engineering division, given his recent experience in the role.
Conflicts emerged between Ashok's and Suraj's teams, with disagreements over the formation of a new focus group versus utilizing existing engineers' time for R&D Suraj believed in integrating R&D into current workflows, while Ashok advocated for creating a separate group, leading to disagreements that became increasingly public during team meetings These differences began to impact team morale and disrupt the daily operations of the IDC group.
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.