Anagement m-roject-p-within-the-context-of-business-communication4408

ANAGEMENT

MROJECTP

within the context of Business Communication Business Communication

Işıl Keskin

IŞIL KESKİNMBA, Phd (cont.)

[email protected]

Textbook & References

•Gray, C., & Larson, E. , Project management – The managerial process, 3rd ed., NY: McGraw-Hill, 2006

•Guffey,M.E., Essentials of Business Communication, 8th ed.,Nelson Education Ltd., 2009

• Bovee, Courtland L ., Thill, John V., Business Communication Today, 10th ed, Pearson , 2009

http://145.85.34.4:8180/DB=1.16/IMPLAND=Y/LNG=EN/SID=bc9cceb7-1/SRT=YOP/CMD?ACT=SRCHA&IKT=1007&SRT=YOP&TRM=0072978635

A walk through the session

Objectives

• To understand the difference between what a project is and what it is not,

• To define the role of project management,• To develop a working knowledge of how to

properly scope a project within the context of business communication skills for success.

Fortune Hotels & Resorts Case

Fortune Hotels & Resorts is the world's first international hotel brand with a worldwide portfolio of over 150 hotels in 65 countries, it has been welcoming frequent international travelers for more than half a century. A pioneer in the development of the hotel industry, Fortune Hotels & Resorts properties successfully blend consistent global standards with the distinctive cultures of their locations to deliver a truly authentic and local experience. The property has been operating in Turkey since 2007.

The project will be conducted in Eagean and Mediterrenean regions in Turkey.

Objectives

• To increase the total quality of the tourism industry • To incline the visitors’ satisfaction in Turkey.


• General Coordinator of the hotel chain – Mr. Christian Mauer,(Ass.Coordinator Ms. Jing Lee)

• Human Resources Manager and the staff – Mrs. Ayşegül Kaya

Authorities in charge

Project Budget: 100.000 €

Duration: 3 years

Partnership

•Boğaziçi University Tourism Administration Department •TUROB- Association of the Tourist Hotelkeepers and Hotel

Managers •NGO’s related to tourism


•Do you think Fortune Hotels & Resorts study is an example of project? If yes, define a project and differenciate projects from other functions carried out in the daily operations of the organization?

•Do you think the span of the project is designed effectively?Why or Why not?

•Who are the stakeholders and the sponsor in this example?

•Explain the steps of interpersonal communication with stakeholders in the very beginning of the project?

•What might be communication conflicts in planning and executing phases of the project?

A project is a sequence of unique, complex, and connected activities having one goal or purpose and that must be completed by a specific time, within budget, and according to specifications.

What is a Project?

• A project is a temporary endeavor undertaken to produce a unique product or service.

– Temporary – Definitive beginning and end– Unique – New undertaking, unfamiliar ground

Temporary UniqueCharacteristics of Projects

What is a Project?

Projects have common set of characteristics

A target goal A defined time (life span)

Cross organisational participation

New or uniqueCost and

performance requirements

Mastering Interpersonal

Communication

Group Discussions

Types of Interview

s

• Direct Costs– Hardware– Software– Contractor fees

• Estimated hours• Hourly Rates per

contractor• Various contractor

rates– Training– Other

TOTAL

Indirect Costs Your employees’ time

and effort Estimated time on

project Estimated cost based

on hourly rate Other’s time and effort Opportunity cost

What projects or tasks are NOT going to get done in order to get this project done?

Year 1 Year 2 Year 3

Project Budget

Time

Prog

ress

The Curve To Avoid!

70% to 80% of the time gone by

About 30% of the work done

An event, an organization or a

repetative,routine tasks

Indefinite duration (time)

One team or one person task

No constraints on time, cost or

performance

What a project isn’t…



•Do you think the life cycle of the project is designed effectively?Why or Why not?




Figure 1. Project Life Cycle (Gray & Larson, 2006, p6)




•Who are the stakeholders in this case?



Figure Figure 2.2. The significance of a project sponsorThe significance of a project sponsor((Gray & Larson, 2006Gray & Larson, 2006, p324), p324)

Performing Organisation

Project Manager

Client - Sponsor

Project Teamstakeholders

stakeholders

stakeholders

stakeholders

Actors in Projects

Writing proposals to stakeholders

Asking for a meeting

Designing and Delivering Oral and Written Presentations

Managing Communication

Conflict

Interpersonal Communication





•Explain the steps of interpersonal communication with stakeholders in the beginning of the project?


Figure Figure 3.3. Communication Communication Network of Network of the Actorsthe Actors((Gray & Larson, 2006Gray & Larson, 2006, p314), p314)

Figure 4. Dimensions of Project Management(Gray & Larson, 2006, p13)

Managerial

Writing ProposalsWriting ReportsPresentation SkillsGroup Discussions etc.




•Who are the stakeholders in this case?

•Explain the steps of interpersonal communication with stakeholders in the beginning of the project?


Figure 1 Project Life Cycle (Gray & Larson, 2006, p6)

Lead

Define Plan Monitor Complete

Re-Plan

Communicate

Communicate

Role of a Project Manager

Manage Communication Conflict Understanding Cultural Diversity

Negotiation

HOW?

Process Responsibilities

People Responsibilities

• Project issues • Effective information flow (vebal, written)• Project risk • Quality • Managing scope • Managing the overall work plan

• Implementing standard processes• Establishing leadership skills• Setting expectations/goals• Team building

Role of a Project Manager

•Communication skills

IntegrationManagementIntegration

Management

Time Management

Time Management

Cost Management

Cost Management

Scope Management

Scope Management

Quality Management

Quality Management HR ManagementHR Management

Risk ManagementRisk Management Communication Management

Communication Management

Project Management Framework

•The next three knowledge areas are Facilitating Processes

Source: CHAOS Report by the Standish Group

53%Challenged 16%

Success

31%

Project Success

Critical Failures Challenged Success

Customer Requirements satisfied/exceeded

Completed within allocated time frame

Completed within allocated budget

Accepted by the customer

Project Success

• Project Sponsorship at executive level• Strong project management• The right mix of team players• Good decision making structure• Good communication• Team members are working toward common

goals

Project Success

Scope Creep/not meet the targeted goal Poor Requirements Gathering

Unrealistic planning and scheduling

Lack of resources

Project Failure!

• Failure to align project with organizational objectives

• Unrealistic expectations• Lack of executive sponsorship• Lack of project management• Individual and group communication conflicts• Politics

Project Failure

www.standishgroup.com (retrieved on 05 January,2010

BIBLIOGRAPHY

Guffey,M.E., Essentials of Business Communication, 8th ed.,Nelson Education Ltd. ,2009

Gray, C., & Larson, E., Project management – The managerial process, 3rd ed., NY: McGraw-Hill, 2006

Standish Group Caos Report http://

http://www.standishgroup.com/

HANK YOUT

Technology

Anagement m-roject-p-within-the-context-of-business-communication4408