Pm deep dive hr - comm - procurement - pr

PMP DeepDivePMP DeepDive

Human ResourcesCommunicationsCommunicationsProcurementProfessional Responsibility

- Niraj Agarwal

May 2011Slide 1

Human ResourcesHuman ResourcesProcesses

May 2011Slide 2

Human ResourcesHuman ResourcesRoles & Responsibilities

• Project Manger – plan estimate and schedule of project Project Manger plan, estimate and schedule of project. Communicate.

• Team – help prepare the WBS, Network Diagrams, and estimate time for tasks complete tasksfor tasks, complete tasks

• Senior Management – approve Overall project plan, budget and schedule and to approve any changes that are made to those figures

• The person experiencing the problem must try to solve it themselves as long as means are in their control

May 2011Slide 3

Human ResourcesHuman ResourcesPowers of PM

Formal (legitimate) Formal (legitimate)

Reward

Penalty (coercive)

Expert (earned)

Referent – authority of a higher position

• Best are Expert and Reward; Penalty is the worst

- Formal Reward and Penalty derived from PM’s position within the Formal, Reward and Penalty derived from PM s position within the company.

May 2011Slide 4

Human ResourcesHuman ResourcesConflict

• Inevitable consequence of organizational interactionsInevitable consequence of organizational interactions

• Can be beneficial

• Resolved by identifying the causes and problem solving by people that are involved & their immediate manager

• Nature of project

• Limited power of the project manager• Limited power of the project manager

• Necessity for obtaining resources from functional managers

May 2011Slide 5

Human ResourcesHuman ResourcesConflict

• Avoid conflict

- Informing the team

- Clearly assigning tasks without ambiguity

- Challenging and interesting work assignments- Challenging and interesting work assignments

• Conflict Sources (in order of frequency)

- Schedules

P j P i i i- Project Priorities

- Resources

- Technical opinions

- Administrative Procedures

- Cost

- PersonalityPersonality

May 2011Slide 6

Human ResourcesHuman ResourcesConflict Resolution

Withdrawal:Withdrawal:

Retreating from actual or potential disagreements and conflictsituations.

Appropriate only in certain situations such as when a cooling-off period is needed.

A temporary tactic: does not resolve the conflict, only delays it.p y y y

Smoothing:

De-emphasizes differences and emphasizes commonalities.

Keeps the atmosphere friendly.

A temporary tactic: does not resolve the conflict, only delays it.

Should be used in conjunction with another methods Should be used in conjunction with another methods

May 2011Slide 7


Compromising:Compromising:

Considers various issues and searches for solutions which bring some degree of satisfaction to the conflicting parties.

This method is considered to be a lose-lose. Both parties must give up something that is important to them; however, this method usually provides some acceptable form of resolution.

Forcing:

Exerts one’s viewpoint at the potential expense of another party.

This method provides resolution but is considered to be a win lose This method provides resolution but is considered to be a win-lose.

May 2011Slide 8


Problem Solving: (Confrontation)Problem Solving: (Confrontation)

Directly addresses disagreements.

Conflict is treated as a problem. The problem is defined; informationis collected; alternatives are identified and analyzed, and the mostappropriate alternative is selected.

Theoretically considered the best because both parties can besatisfied if they work together to solve the problem.

Both parties must want to solve the problem and be willing to worktogether.

Time-consuming method, considered to be a win-win.

May 2011Slide 9

Human ResourcesHuman ResourcesFour stages of team development

1 Forming: The beginning stage where the team is being formed1. Forming: The beginning stage where the team is being formed,members are being introduced to each other and are explained theirroles and responsibilities

2. Storming: Team members start getting confrontational and vie forthe position of maximum power

3. Norming: Team members start confronting project problems insteadof people problems

4. Performing: The team is most productive at this stage

May 2011Slide 10

Human ResourcesHuman ResourcesMotivational Theories

• Maslow’s Hierarchy of Needs – people work to get a chance to y p p gcontribute and use their skills- ‘self-actualization’

• McGregor’s Theory of X and Y- X – people need to be watched every minute

- Y – people willing to work without supervision

• Herzberg’s Theory – poor hygiene factors destroy motivation but g y p yg yimproving them will not improve motivation- Motivating Agents

◦ Responsibility

◦ Self-actualization

◦ Professional growth

◦ Recognition

May 2011Slide 11

Communication ManagementCommunication ManagementProcesses

May 2011Slide 12

Communication ManagementCommunication ManagementInterpersonal Communication

• To ensure messages are received and understood two-way To ensure messages are received and understood, two way communication is necessary.

• Three basic elements of interpersonal communication:

- The sender (or encoder) of the message.

- The signal or the message.

- The receiver (or decoder) of the message- The receiver (or decoder) of the message.

May 2011Slide 13

Communication ManagementCommunication ManagementMethods of Communication - Verbal

• AdvantagesAdvantages

- Timely exchange of information

- Rapid feedback

- Immediate synthesis of message

- Timely closure

i d • Disadvantages

- Technical jargon especially in complex projects may make verbal communication difficult for non-technical people and other stakeholders.

May 2011Slide 14

Communication ManagementCommunication ManagementMethods of Communication – Non Verbal

• Encoding a message without using words Encoding a message without using words.

• Usually done through body language.

• Total Message Impact :

- Words (7%)

- Vocal tones (38%)

i l i ( %)- Facial expressions (55%)

• PM’s may combine vocal and nonverbal factors but must be careful that the two do not present contradictory messages.

May 2011Slide 15

Communication ManagementCommunication ManagementMethods of Communication – Written

• The main aim of business writing is that it should be understood The main aim of business writing is that it should be understood clearly when read quickly. The message should be well planned, simple, clear, and direct.

• Major steps to writing• Major steps to writing

- Establish the basic purpose of the message.

- Collect and organize material.g

- Prepare draft.

- Check the overall structure.

- Send the message.

May 2011Slide 16

Procurement ManagementProcurement ManagementProcesses

May 2011Slide 17

Procurement ManagementProcurement ManagementContract Type Selection

• Reasonable risk sharing between the buyer and seller Reasonable risk sharing between the buyer and seller

• Greatest initiative for seller’s efficient and economic performance

• Depends on

- Scope – well defined?

- Amount or frequency of changes expected after start date

A f ff d i h b d h - Amount of effort and expertise the buyer can devote to manage the seller

- Industry standards

May 2011Slide 18

Procurement ManagementProcurement ManagementContract Type - Cost Reimbursable

• Seller’s cost are reimbursedSeller s cost are reimbursed

• Buyer bears highest risk (cost increases)

• CPFF – cost plus fixed fee, buyer pays all costs – fee (profit) established

• CPPC – cost plus percentage of costs; bad for buyers (seller not motivated to control costs)

• CPIF – cost plus Incentive Fee; seller costs + fee + bonus for meeting/exceeding target (incentive clause)

May 2011Slide 19

Procurement ManagementProcurement ManagementContract Type - Time and Materials

• Priced on per hour basis elements of fixed price contract and cost Priced on per hour basis, elements of fixed price contract and cost reimbursable contracts

• Buyer has medium risk.

May 2011Slide 20

Procurement ManagementProcurement ManagementContract Type - Fixed Price

• Lump sum or firm fixed price - most common (1 price for all work)Lump sum, or firm fixed price most common (1 price for all work)

• Risk of costs is upon seller

• FPIF – Fixed Price Incentive Fee

• FPEPA – Fixed Price Economic Price Adjustment – long duration projects

• Incentives – help bring seller’s objectives in line with buyer’s• Incentives – help bring seller s objectives in line with buyer s

May 2011Slide 21

Professional ResponsibilityProfessional ResponsibilityIntegrity and Professionalism

• Understand the legal requirements surrounding the practice of Understand the legal requirements surrounding the practice of projects

• Know ethical standards that should govern the behavior of project managersmanagers

• Comprehend the values of the community and the various project stakeholders

• Practice proper judgment in the pursuit of successful project work

• Compliance with all organizational rules and policies

• Upon a reasonable and clear factual basis report violations• Upon a reasonable and clear factual basis report violations

• Responsibility to disclose circumstances that could be construed as a conflict of interest or appearance of impropriety

May 2011Slide 22

Professional ResponsibilityProfessional ResponsibilityIntegrity and Professionalism

• Provide accurate and truthful representation to the publicProvide accurate and truthful representation to the public

• Maintain and satisfy the scope and objectives of professional services

• Maintain the confidentiality of sensitive information

• Ensure a conflict of interest does not compromise legitimate interests of client/customer or interfere with professional judgment

• Refrain from accepting gifts inappropriate payments compensation • Refrain from accepting gifts, inappropriate payments, compensation for personal gain unless in conformity with applicable laws or customs

May 2011Slide 23

Professional ResponsibilityProfessional ResponsibilityAdvancing the project management profession

• Overall understanding of project management principlesOverall understanding of project management principles

• Understand the community and media surrounding projects

• Knowledge of research strategies available and proper communication techniques

• Learn to communicate and transfer knowledge effectively as a coach and mentor and to use available research strategiesg

• Respect and recognize intellectual property

May 2011Slide 24

Professional ResponsibilityProfessional ResponsibilityEnhance Individual Competence

• Understand the project manager’s strengths and weaknesses and Understand the project manager s strengths and weaknesses and learning style – become aware of instructional processes and tools

• Know the useful competencies for project managers and possible trainingtraining

• Be able to perform self-assessment and competencies development plan

• Ability to apply lessons learned

May 2011Slide 25

Professional ResponsibilityProfessional ResponsibilityStakeholder & Team

• Understand the various competing stakeholders’ interests and needsUnderstand the various competing stakeholders interests and needs

• Comprehend the conflict resolution techniques useful in handling differing objectives

• Be able to resolve conflicts in a fair manner

• Exercise negotiation skills based on proper information

• Understand cultural diversity norms and stakeholders’ • Understand cultural diversity, norms and stakeholders communication styles

• Show flexibility towards diversity, tolerance and self control

• Becoming empathetic to differences

May 2011Slide 26

Pop QuizPop QuizQuestion 1

This person is responsible for understanding the information This person is responsible for understanding the information correctly and making certain they have received all the information.

A SenderA. Sender

B. Messenger

C. Project managerj g

D. Receiver

May 2011Slide 27


There are four participants in your upcoming meeting. How There are four participants in your upcoming meeting. How many lines of communication are there?

A. 6

B. 4

C. 8

D 16D. 16

May 2011Slide 28


What is the technique of looking at the trade - offs between What is the technique of looking at the trade offs between producing goods or services internally vs. procuring it from outside the organization?

A Cost estimatingA. Cost estimating

B. Vendor selection criteria

C. Staff augmentationg

D. Make - or - buy analysis

May 2011Slide 29


You have been assigned as project manager for a major software g p j g jdevelopment project. Andy is the functional manager who will be providing the resources for your development team. Andy is being asked to supply resources to several projects concurrently. You have a list of the people you want assigned to your team, but you fear other project managers may want these same people. How should you approach Andy regarding the assignment of his people to the project?

A. Schedule a meeting with Andy to discuss resources. Explain your project deliverables and the skill sets you need. Negotiate with Andy for your most critical de e ab es a d t e s sets you eed. egot ate t dy o you ost c t ca resources first.

B. Send Andy a memo listing the resources you need and the start date for each resource.

C. Catch up with Andy just before a meeting both of you need to attend so that he will not have time to think up reasons to turn down part of your request.

D. Meet with Andy ’ s boss to let her know that your project is critical, and provide her with the list of resources you need from Andy.her with the list of resources you need from Andy.

May 2011Slide 30


This type of contract is the riskiest for the buyer.This type of contract is the riskiest for the buyer.

A. Time and materials

B. Fixed price

C. Fixed price plus incentive

D. Cost reimbursable

May 2011Slide 31


This type of contract assigns a unit rate for work or goods, but This type of contract assigns a unit rate for work or goods, but the total cost is unknown.

A. Time and materials

B. Fixed price

C. Fixed price plus incentive

D Cost reimbursableD. Cost reimbursable

May 2011Slide 32

Thank You!Thank You!

Business

Pm deep dive hr - comm - procurement - pr