工程項(xiàng)目管理英文課件：class6-management functions

ManagementFunctions1ASSIGNMENTSReadChapter11–PlanningQ:11-26,31,36,42,432ManagementFunctionsKerznerhighlightsfortheProjectManager,

“TheManagerialskillsheorsherequiresforsuccessfulperformancemaybedrasticallydifferentfromhisfunctionalmanagercounterpart.”3SOMEREASON’SWHYThePMisresponsiblefororganizationalgoalsandobjectivesMusthaveathoroughknowledgeofstandardsandcostcontrolpoliciesLinemanagershavetheluxurytogettoknowtheiremployees.Theprojectmanagerhasasettimehorizontocompletetheproject.4DIRECTINGItisbettertodecideanissueandbe10percentwrongthanitistowaitforthelast10percentofaproblem’sinputandcauseascheduleddelayandimproperuseofresources.“Paralysisthroughanalysis”DirectivesaremosteffectivewhentheKISS(keepitsimplestupid)ruleisapplied5DIRECTINGNeverissueanorderyoucannotenforce.Putalldirectioninhardcopysothereisnoconfusion.Thisisespeciallyimportantwhendealingwithmultiplenativelanguages.Therequestorshouldaskthereceivertorepeatthedirection.6EmployeeMotivationTheoryXandYTheoryZMaslow’sHierarchyHerzborgExpectancyTheory7TheoryXandYIn1960,DouglasMcGregoradvocatedallemployeescouldbegroupedintotwocategories,XandY.TheoryXassumesemployeesareinherentlylazyandrequiresupervision.TheydislikeworkandrequirecontinuoussupervisionTheoryYassumesemployeesselfmotivatedanddonotrequiresupervision8TheoryXandYIn1978WilliamOuchiproposedtherewasatheoryZwhichdescribedtheJapaneseworkculture.FocusonlifetimeemploymentFocusoncollectivedecisionmakingFavorinformaladministrativecontrolPlaceworkersonnonspecializedcareerpaths9TheoryXandYISTHEREACHINESEWORKERCULTUREORDOTHEYFITINTOONEOFTHEEXISTINGTHEORIES?10Maslow’sHeirarchy(1954)SELF-ESTEEMSELF-ACTUALIZATIONSOCIAL/BELONGINGSAFETYPHYSIOLOGICAL11ManagementFunctionsIn1959,HerzborgproposedthelowerthreelevelsofMaslow’sHierarchyarehygienefactors.Onlythetoptwoitemsaremotivators.Lastly,ChrisArgyisdevelopedhisExpectancyTheorywhichsayswhentheneedsoftheorganizationandtheindividualarealignedbothpartiesbenefitsandmotivationincrease.12EmployeeMotivationKerznerhasanextensivelistofwaystomotivateonPages229&230MyExperience:AdoptapositiveattitudeDonotcriticizemanagementCirculatecustomerreportsClearcommunicationofprojectobjectivesDevelopateamattitudeRecognizeoftenindividualperformance13ProjectAuthorityAuthoritycanbedelegatedfromsuperiors.Powerisgrantedbysubordinatesandreflectstheirrespectforhimorher.Aprojectmanagerwhofailstomaintainhisorherallianceswillsoonfindoppositionandindifferencetohisorherprojectobjectives.14ProjectAuthorityAProjectManager’sauthorityshouldbegreaterthanhisresponsibilitycallsforandusuallydependsonthelevelofrisk.TheProjectManagerdoesnothaveunilateralauthorityandmustnegotiatewiththefunctionalmanagers.TheProjectManagerdeterminesthe“when”and“what”oftheprojectwhilethefunctionalmanagerdefines“How”.15GroundRulesExistForAuthorityControlNegotiationsshouldtakeplaceatthelowestlevelofinteraction.DefinitionoftheproblemmustbethefirstpriorityTheissueTheimpactThealternativeTherecommendationsHigherlevelauthorityshouldbeusedif,andonlyif,agreementcannotbereached.16LinearResponsibilityChartsExamples-Kerznerpages233-235MaybeusedtocommunicateResponsibilityforvariousProjectrequirementsCommunicationresponsibilityDatadistributionauthoritySpendingauthorityDesignApprovalauthoritySkills17ProjectCharterThebestwaytocommunicateaProjectManager’sauthorityisina“ProjectCharter”AProjectCharterdefineshisrolerelativeto:ConflictsbetweenfunctionalmanagersandthePMControloverprojectfundsCollaborationinstaffingtheprojectSelectionofsubcontractorsEstablishmentofprojectplansPrimecustomerliaisonandcontactEstablishingaprojectorganization18InterpersonalInfluencesProjectManagershavedelegatedauthoritybutlimitedformalpower.Theymustgetthejobdonebytheirinterpersonalinfluences.Legitimatepower–empoweredtoissueordersRewardpower–perceivedtobeabletorewardPenaltypower–perceivedtobeabletoissuepenaltiesExpertpower–PMprocessesspecialexpertiseReferentpower–personnelareattractedtothePM19BarrierstoProjectTeamDevelopmentDifferingoutlooks,prioritiesandinterestsRoleconflictsProjectobjectivesunclearDynamicprojectenvironmentCompetitionoverteamleadershipLackofteamdefinitionandstructure20BarrierstoProjectteamDevelopmentTeampersonnelselectionCredibilityofprojectmanagerLackofteammembercommitmentCommunicationproblemsLackofseniormanagementsupport21FiveMostCommonDysfunctionsofaTeamPatrickLencionihasidentifiedthefivemostcommondysfunctionsofateam.AbsenceoftrustFearofconflictLackofcommitmentAvoidanceofaccountabilityInattentiontoresults22Value-BasedProjectLeadershipToday,companiesarelookingforwaystoalignemployeespersonalvalueswiththeorganizationvalues.ProjectManagementismovingawayfromineffectivevaluestoeffectivevalues23IneffectiveValuesMistrustJobDescriptionsPowerandauthorityInternalfocusSecurityConformityPredictabilityInternalcompetitionReactivemgmt.BeauracracyTraditionalEd.HierarchicalleadershipTacticalthinkingComplianceMeetingstandards24EffectiveValuesTrustCompetencymodelsTeamworkStakeholderfocusTakingrisksInnovationFlexibilityInternalcollaborationsProactivemgmt.BoundarylessLifelongeducationMultidirectionalleadershipStrategicthinkingCommitmentContinuousimprovements25Functional/ProjectManagerConflictsConflictswillexistnomatterhowhardwestructurethework.ProjectManagerWhatistobedoneWhenwillthetaskbedoneWhywillthetaskbedoneHowmuchmoneyisavailabletodothetaskHowwellhasthetotalprojectbeendone.26Functional/ProjectManagerConflictsFunctionalManagerWhowilldothetaskWherewillthetaskbedoneHowwillthetaskbedoneHowwellhasthefunctionalinputbeenintegratedintotheproject27Functional/ProjectManagerConflictsTheconflictsrevolvearoundsuchitemsasprojectpriority,manpowercosts,andtheassignmentoffunctionalpersonneltotheprojectmanager.28GoodandPoorProjectManagersContributionsfromPeopleGood–Encouragesactivecooperationandresponsibleparticipation.Theresultisthatbothgoodandbadinformationiscontributedfreely.Poor–maintainsanatmosphereofpassiveresistancewithonlyresponsiveparticipation.Thisresultsininformationbeingwithheld.29GoodandPoorProjectManagersOrganizationalOrderGood–Developspolicyandencouragesacceptance.Poor–Goesbeyondpoliciesandattemptstodevelopproceduresandmeasurements.30GoodandPoorProjectManagersEmployeePerformanceGood–Keepspeopleinformedandsatisfiedbyaligningmotiveswithobjectives.Positivethinkingandcooperationareencouraged.AgoodPMiswillingtogivemoreresponsibilitytothosewillingtoacceptit.Poor-keepspeopleuninformed,frustrated,defensive,andnegative.Motivesarealignedwithincentivesratherthanobjectives.Developsa“stayoutoftroubleatmosphere”31GoodandPoorProjectManagersProjectManagerPerformanceGood–Assumesthatemployeemisunderstandingscanandwilloccur,andthereforeblameshimorherself.Constantlyattemptstoimproveandbemorecommunicative.Heorshereliesonmoralpersuasion.Itistherightthingtodo.Poor–Assumesthatemployeesareunwillingtocooperateandthereforeblamessubordinates.Demandsmorethroughauthoritarianattitudesandreliesheavilyonmaterialincentives.32GoodandPoorProjectManagersManagementProblem-SolvingGood–Performshisownproblem-solvingatthelevelforwhichheorsheisresponsiblethroughdelegationofproblemsolvingresponsibilities.Poor–Willdosubordinateproblem-solvinginknownareas.Forareasheorshedonotknow,theywillrequiretheirapprovalbeforeimplementing33GoodandPoorProjectManagersOrganizationalOrderGood–develops,maintainsandusesasingleintegratedmanagementsysteminwhichauthorityandresponsibilityaredelegatedtothesubordinates.Heorsheknowsthatoccasionalslippagesandoverrunswilloccurandimplytriestominimizetheireffect.Poor–delegatesaslittleauthorityandresponsibilityaspossibleandrunstheriskofcontinualslipagesandoverruns.34GoodandPoorProjectManagersPerformanceofPeopleGood–Findsthatsubordinateswillinglyacceptresponsibility,aredecisiveinattitudetowardtheproject,andaresatisfied.Poor–Findsthathisorhersubordinatesarereluctanttoacceptresponsibility,areindecisiveintheiractionsandseemfrustrated.35GoodandPoorProjectManagersPerformanceoftheProjectManagerGood–Assumesthathisorherkeypeople“canruntheshow”Heorsheexhibitsconfidenceinthoseindividualsworkinginareasinwhichheorshehavenoexpertiseandexhibitspatiencewithpeopleworkinginareaswhereheorsheisfamiliar.Heorsheisnevertoobusytohelphisorherpeoplesolveapersonalorprofessionalproblem.Poor–Considershimorherselfindispensable,isovercautiouswithworkperformedinunfamiliarareasandisoverlyinterestedinworkheorsheknows.Heorsheisalwaystiedupinmeetings.36ManagementPitfallsLackofself-control(knowingoneself)ActivitytrapsManagingversusdoingPeopleversustaskskillsIneffectivecommunicationTimemanagementManagementbottlenecks37COMMUNICATION38COMMUNICATIONUpwardCommunicationToManagementProjectManagerLateralCommunicationToPeers,FunctionalGroups&CustomersLateralCommunicationToFriends,SocialGroups&OrganizationsDownwardCommunicationToSubordinates&ProjectOffice39ProvidingProj.DirectionDecision-MakingAuthorizingworkDirectingActivitiesNegotiatingReporting/BriefingsAttendingMeetingsOverallProjectManagementMarketingandSellingPublicrelationsRecordsManagementMinutesMemos/Letters/NewslettersReportsSpecificationsContractsCOMMUNICATIONREQUIREMENTS

ThePMspends90%0fhis/hertimecommunicating40TeamMeetingsEstablishasettimeforallmeetingsandinsuretheyareoneveryone’sagendaStartontimeBein-chargeInsureconferencecallsareestablishedbeforethemeetingstarttime.DevelopanagendaforeachmeetingConductonepieceofbusinessatatimeAlloweachmembertocontributeandinsureeveryonespeaks41TeamMeetingsBereadytoconfronttheverbalmemberTestforreadinesstomakeadecisionMakeadecisionTestforcommitmenttothedecisionAssignrolesandresponsibilitiesAgreeonfollow-upandaccountabilitydatesIndicatenextstepsMaintainastatusofopenassignmentsandrevieweachmeetingPublishminutesofthemeeting42Cross-CuttingSkillsActivelisteningBrainstormingIdeasCommunicationConflictResolutionCulturalsensitivityData-gatheringFacilitationskillsInfo.ManagementLeadershipMotivationskillsNegotiatingPresentationskillsPrioritizationskillsProblemsolvingRelationshipskillsStakeholderident.&impactanalysis43ActiveListeningActivelisteningisastructuredwayoflisteningbyfocusingonthespeaker,theirwordandbodylanguage.Suspendingone’sownframeofreference,suspendingjudgmentandavoidingotherinternalmentalactivities.Besensitivetobarrierstolisteningwhetherthesourceofthebarriersarethelistenerorspeaker.44ProjectProblem-SolvingProblemsolvinganddecisionmakinggohandinhand.Problemsolvinginvolvesunderstandingtheproblem,gatheringthefactsanddevelopingalternatives.Decisionsaremadewhenweselecttheappropriatealternative.45ProjectProblem-SolvingIndividualsorteamsmaynothighlightaproblemandtrytosolveitquietly.DatagatheringtechniquesareshownonKerzner,pages282-283Someproblemsarenotalwaysrealorrequiretheprojectmanagertomakeadecision.Usually,aproblemresolutionrequiresameeting.46Problem-SolvingMeetingsAlwaysissueanagendaInvitesubjectmatterexpertsInviteareasimpactedbythedecisionInvitedecisionmakersTheProjectManagermustbeabletoobtaintheresourcestosolvetheproblem.Alternativesmustbeassessedastoimpactonprojectobjectives47BrainstormingFocusonquantityWithholdcriticismWelcomeunusualideasCombineandimproveideas48ProjectDecision-MakingDecisionProcessAlternativesMajorityorconsensusQualifiedmajorityorconsensusProjectmanagerdirectedClientdirected49DecisionMakingLeadershipStylesTheautocraticdecision-makerThefearfuldecision-makerThecirculardecision-makerThedemocraticdecision-makerTheself-servingdecision-maker50SelectedProverbsThemostvaluable&leastusedwordinaPM’svocabularyis“NO”Theconditionsattachedtoapromiseareforgotten,andthepromiseisremembered.Itisoktostrivetoexceedbut“Donotbeahero”NeverunderestimatethepowerofafocusedteamWhatisnotonpaper,hasnotbeensaid.51SelectedProverbsAlwaysthinkwhyaquestionwasaskedbeforeanswering.Whenmanagementasksi