Upload
ernest-rogers
View
222
Download
0
Tags:
Embed Size (px)
Citation preview
1
Human- Side of Human- Side of Project ManagementProject Management
Dr. Khaled BubshaitDr. Khaled Bubshait
2
Dr. Khaled Ahmed Bubshait
Khaled Bubshait is an associate Professor of project/operations Management at King Fahd University of Petroleum and Minerals. He was the former Director of the Economic and Management Center at the Research Institute at KFUPM, Dhahran, Saudi Arabia. He received his undergraduate degree B.S in applied Civil Engineering (1976) , his MBA from KFUPM(1978), and his PhD from Georgia State University, USA (1984). He published several articles in the area of project Management, operations Management, Total Quality Management, Business Incubator and SME Strategies . Also he led the project team for establishing a National Training Plan for the Kingdom of Saudi Arabia. He is also in the Editorial Board of the Business Process Reengineering & Management Journal and the Benchmarking Journal. And Dr. Bubshait was the former president pf the American Cost Engineer Arabian Gulf Section Tel . 055842500
3
PRESENTATION OUTLINES
• The Challenge of Project Management• The Project Leader• Development of Project
Teams• The Hidden-Side of Project Management• The Human Impact on Project• Recommendations
4
PROJECTPROJECT
A Combination of human and non-A Combination of human and non-human resources pulled together in human resources pulled together in a temporary organization to a temporary organization to achieve specific objectives within achieve specific objectives within cost, schedule and quality cost, schedule and quality parametersparameters
ss
5
Project Project ManagementManagement
A set of principles, methods and techniques for effectively planning organizing and controlling projects.
6
The Triple The Triple ConstraintConstraint
BudgetBudgetScheduleSchedule
QualityQuality
7
The Triple The Triple ConstraintConstraint
BudgetBudgetScheduleSchedule
QualityQuality
SafteySaftey
8
WHY THE HUMAN SIDE?“open systems”
DIFFICULT TO CONTROL
9
THE HUMAN IN THE HUMAN IN PROJECT MANAGEMENTPROJECT MANAGEMENT
PROJECT LEADER
PROJECT TEAM
10
project project leaderleader
clientclient
Project Project TeamTeam
corporatecorporateManagementManagement
PublicPublicGroupsGroups
regulatoryregulatoryAgenciesAgencies
FunctionalFunctionalorganizationorganization
11
PROJECT LEADER SKILLS
• LEADERSHIP
• HUMAN SKILL
• TECHNICAL EXPERTISE
12
LEADERSHIP SKILLS
• HONESTY• INTEGRITY• ENERGY• ENTHUSIASM• COURAGE• OPTIMISM• CHARISMA
13
LEADER STYLES
• TRANSFORMATIONAL
• DIRECTIVE
• CONSIDERATION
14
LEADERSHIP STYLE & PROJECT TYPES
S T Y L E A L L
P R O JE C T
R & D D E V E L O P -
M E N T
T R A N S F O R -
M A T IO N
.3 3 .3 7 .2 5
D IR E C T IV E .2 5 .0 3 .3 5
C O N S ID E R -
A T IO N
.2 6 .2 0 .1 6
15
DIFFERENCES BETWEEN THE BOSS & THE
LEADER
LEADERBOSS
16
BOSS COMPARED TO LEADER
DRIVES HISPEOPLE
INSPIRES PEOPLE
BOSSBOSS ††††††††††† †††††††††††LEADERLEADER
17
BOSSBOSS ††††††††††† †††††††††††LEADERLEADER
BOSS COMPARED TO LEADER
DEPENDS ON AUTHORITY(FORMAL)
DEPEND ON GOOD WILL(INFORMAL
RELATIONSHIP)
18
BOSSBOSS ††††††††††† ††††††††††† LEADERLEADER
BOSS COMPARED TO LEADER
EVOKESFEAR
RADIATESLOVE
19
BOSSBOSS ††††††††††† ††††††††††† LEADERLEADER
BOSS COMPARED TO LEADER
SAY
ISAY
WE
20
BOSSBOSS ††††††††††† ††††††††††† LEADERLEADER
BOSS COMPARED TO LEADER
KNOWSKNOWS
HOW IT ISHOW IT IS
DONEDONE
((NO DEEP UNDERSTANDINGNO DEEP UNDERSTANDING))
KNOWS HOW TO
DO IT
21
BOSSBOSS ††††††††††† ††††††††††† LEADERLEADER
BOSS COMPARED TO LEADER
SHOW WHO IS WRONG(BLAME)
SHOW WHAT ISWRONG
(IDENTIFY PROBLEM)
22
BOSSBOSS ††††††††††† ††††††††††† LEADERLEADER
BOSS COMPARED TO LEADER
DEMANDS DEMANDS
RESPECTRESPECT
(ASKING)(ASKING)
COMMANDS RESPECT(EARNS)
23
PROJECTPROJECTTEAM TEAM
DEVELOPMENTDEVELOPMENT
24
CHARACTERISTICCHARACTERISTICOF EFFECTIVE TEAMSOF EFFECTIVE TEAMS
HIGH PERFORMANCE OBJECTIVE S ARE CLEARLY DEFINED OBJECTIVES COINCIDE WITH
REQUIREMENTS MEMBERS ARE HIGHLY INTERDEPENDENT
25
DIFFERENCE OF OPINION ENCOURAGED HIGH TRUST LEVEL HIGH INTEREST IN TEAM PROCESSES HIGH ENERGY LEVELS AND ENTHUSIASM RESPECT FOR EVERYONE
CHARACTERISTICCHARACTERISTICOF EFFECTIVE TEAMSOF EFFECTIVE TEAMS
26
TO BUILD EFFECTIVE TO BUILD EFFECTIVE PROJECT TEAMPROJECT TEAM
DEVELOP A REALISTIC PRIORITY LEVEL. (CHOICES)
SHARE EXPECTATIONS
ESTABLISH OPERATING GUIDELINE
27
BARRIERS TO BARRIERS TO TEAM DEVELOPMENTTEAM DEVELOPMENT
DIFFERING OUTLOOKS, PRIORITIES, INTEREST, JUDGMENT OF TEAM MEMBERS
ROLE CONFLICTS
OBJECTIVES / OUTCOME NOT CLEAR
DYNAMIC PROJECT ENVIRONMENT LACK OF TEAM DEFINITION & STRUCTURE
28
HIDDEN SIDE OF
PROJECT MANAGEMENT
FRUSTRATION
29
HIDDEN SIDE OF
PROJECT MANAGEMENT
FEAR & APPREHENSIONS
30
HIDDEN SIDE OFHIDDEN SIDE OF
PROJECT MANAGEMENTPROJECT MANAGEMENT
MISREADING THE EVENTS WITHIN TEAMS
31
HIDDEN SIDE OFHIDDEN SIDE OF PROJECT MANAGEMENT PROJECT MANAGEMENT
PERCEPTION OF ISSUES
32
COMMUNICATION
HIDDEN SIDE OF HIDDEN SIDE OF PROJECT MANAGEMENT PROJECT MANAGEMENT
33
HIDDEN SIDE OFHIDDEN SIDE OF PROJECTPROJECT MANAGEMENT MANAGEMENT
LOW COMMITMENT/MOTIVATION
34
HIDDEN SIDE OF HIDDEN SIDE OF PROJECT PROJECT
MANAGEMENT MANAGEMENT
SUBTLE SABOTAGE
35
THE HUMAN IMPACT THE HUMAN IMPACT ON PROJECTSON PROJECTS
PROJECT PRODUCTIVITY
36
THE HUMAN IMPACT THE HUMAN IMPACT ON PROJECTSON PROJECTS
PROJECT QUALITY
37
THE HUMAN THE HUMAN IMPACT IMPACT
ON PROJECTSON PROJECTS
PROJECT SCHEDULE
ESTABLISH PREPAREPLAN OFACTION
SCREENINGREQUEST
PRE CONTRACTING ACTIVITIESFINALIZE
BID SLATEMGMT.
APPROVAL
CONTRACTORSDEVELOP
RESPONSE
BID SLATEMGMT.
APPROVAL1/2 1/2 3 2 1
PREPAREMGMT.
SUBMITTAL
MGMT.REVIEW
SUBMIT
1 1
1
25 2 4 2
PREPARECONTRACTDRAFT
REVISECONTRACTDRAFT
REVIEW CONTRACTDRAFT
PREPAREJOB EX.MEETING
RELEASEBID
PACKAGE
JOBEX.
MEETING
38
THE HUMAN IMPACT THE HUMAN IMPACT ON PROJECTSON PROJECTS
PROJECT COST
39
RECOMMENDATIONSRECOMMENDATIONS
FOCUS ON HUMAN-SIDE OF PROJECT MANAGEMENT
40
RECOMMENDATIONRECOMMENDATIONSS
ADOPT THE RIGHT LEADERSHIPSTYLE
FOR THE RIGHT PROJECT
41
RECOMMENDATIONSRECOMMENDATIONS
ENCOURAGE TEAM PROCESS & DIFFERENCE OF OPINIONS
42
RECOMMENDATIONRECOMMENDATIONSS
MAINTAIN INTEGRITY&
COMMAND RESPECT
43
RECOMMENDATIONRECOMMENDATIONSS
STOP CONTROLLING PEOPLE, START LEADING THEM
44
RECOMMENDATIONSRECOMMENDATIONS
FOCUS ON BUILDING TRUST
45
PROJECT LEADER
BOSS