PROJECT MANAGEMENTENCE-7323

CLASS 11

April 7, 2003

Carl E. Edlund

214-665-8124

cedlund@prodigy.net

edlund.carl@epa.gov

CLASS 11

TEAM MANAGEMENT

&

PERSONNEL ISSUES

Productivity

• A measure of efficiency- Time, Cost, Deliverable

• Responsibility for high productivity shared in organization

• For the project manager, productivity is:– Decreased by poor Management, Task,

Leadership and Team Skills– Increased by personal time management skills

Meeting Management Strategies

Internal Project Meetings1. Plan ahead [subjects, objectives]2. Inform participants3. Prepare [sequence, time]4. Structure/control the meeting5. Summarize [names, dates]

Internal Management Meetings .External client meetingsExternal stakeholder meetings

CLASS NO. 11TEAM MANAGEMENT AND

PERSONNEL ISSUES1.0 The importance of human relations skills

2.0 Value systems (the basis for conduct)

3.0 Dealing with people

4.0 Communicating

5.0 The not so agreeable subordinate

6.0 Counseling

6

7.0 Management styles

8.0 Dealing with stress

9.0 Evaluating personnel

10.0 Typical problems facing project managers

11.0 Resolving problems

12.0 Spectrum of management styles

13.0 Practical Exercise - How vulnerable are you to stress?

TEAM MANAGEMENT AND PERSONNEL ISSUES

THE IMPORTANCE OF HUMAN RELATIONAL SKILLS

VALUE SYSTEMS (BASIS FOR CONDUCT)

• Behavior is based on values largely formed by age 10 and all but locked in by age 20.

• Once formed, value systems are typically modified only by significant emotional events.

• Seek to learn and appreciate other value systems.

• Working Styles Exercise

Working Styles

LPEOPLE

H

H DATA L

Working Styles

DATA

PEOPLE

Working Styles

DATA

PEOPLE WHERE DO THEY

FIT?:

• NIXON

• EISENHOWER

• REGAN

• CLINTON

• T. ROOSEVELT

• FORD

• BUSH

DEALING WITH PEOPLE• The Golden Rule

• Caring is the key - effective managers should:

– Listen

– Be understanding

– Be flexible

• Be consistent

• Establish mutually understood goals (Management by Objectives).

COMMUNICATING

• Communication requires:

– A sender,

– A receiver, and

– A communicating media (written, verbal, non-verbal)

• What's communicated and how it's communicated are very important

• Communication should be a closed loop.

• Types of communication within a project environment

THE NOT SO AGREEABLE SUBORDINATE/TEAM-MEMBER

• If you are a supervisor, try to modify employee behavior:

• Underlying values - not likely to be changed

• Resultant behavior - perhaps

– Consider altering job to accommodate employee

– Rotation?

– Counseling?

– Termination?

• Performance reviews

THE NOT SO AGREEABLE SUBORDINATE/TEAM-MEMBER

• If you are NOT a supervisor:– 360 degree review:

• Supervisors,

• Peers,

• Team

– Documentation

COUNSELING

• Counsel at first signs of a problem

• Seek advice before confrontation

• Meet with employee:

– Clearly establish purpose of session

– Provide time to explain and provide backup for explanations

– Clearly establish expected performance and/or behavior and consequences

– Document the session

– Follow-up

MANAGEMENT STYLES

• First of all: know yourself!

• Considerations:

– Delegating effectively.

– Development of subordinates or team members

– Project goals [cost,time,product]

• Use different styles consciously

DEALING WITH STRESS

• Stress: The non-specific response of the body to any demand made upon it.

• How vulnerable are you to stress?

• Take Care of Yourself :– Evaluate your stress and make changes to

eliminate it.

– Do not procrastinate.

– Prioritize goals:"A" (important), "B" (worthy of accomplishing), or "C" (to be done later).

– Relaxation and sleep.– Personal health goals: exercise, smoking, diet)

Practice optimism and humor.

– Reject perfectionism, while striving for perfection.

– Avoid worry.

– Nurture relationships.

DEALING WITH STRESS

The Peter Prescriptions:

1. Revitalize your body

2. List your most satisfying activities

3. Take a vacation every day

4. Banish ‘ghosts’

5. Be your own hero

6. Reward yourself

7. Do things for others

DEALING WITH STRESS

TYPICAL PROBLEMS FACING PROJECT MANAGERS

• Personnel conflicts

• Resource availability, reliability, and acceptability• Personnel

• Equipment

• Management of multi-projects v/s large projects

• Getting work products out the door• Completing projects "in trouble”

• Client conflicts

• Inadequate communication (the root of many evils)

RESOLVING PROBLEMS• Never jump to conclusions• Listen well - try to understand all sides• Seek counsel• Confront issues head on - procrastination can

be disastrous• Accept responsibility for decisions• Defend company/agency policy [as long as

personal ethics are not sullied]• Remember a problem is a solution waiting to

be identified

LOOSE CANNONS# 9

Gray Hare, a senior principal of S&D, did not look forward to issuing the memorandum regarding an issue that he knew would be sensitive to a few members of the staff. Hare understood the new policy and, while not totally in accord with all elements of the policy, knew that such a policy was needed in the best interest of the overall company. He called a meeting of his staff and introduced the new policy and gave a explanation of why

the policy was needed and how it would be implemented. He then asked for questions and comments and received a few comments that questioned the need or scope of the policy. Hare expressed appreciation for the feedback and indicated that he understood the perspectives of the respondents. He then explained why, from the overall company perspective, the policy was necessary.

LOOSE CANNONS#9

LOOSE CANNONS#9

QUESTION: IF HARE DISAGREED WITH THE POLICY, WHY DID HE SUPPORT IT? ALTERNATIVES??

Carolyn Monroe, an S&D project manager, was fit to be tied. She had tried hard over the three-month probationary period to develop Skally Wagg into an effective member of the staff. Wagg, in her short time with the company, had shown a propensity to come in late, leave early, make careless mistakes, and display minimal initiative (if any) on the projects she was assigned. When

LOOSE CANNONS#10

confronted, Wagg gave Monroe excuses for being late, leaving early, and making mistakes. She explained her lack of initiative in terms of not wanting to make more mistakes. It was clear to Monroe, that something needed to be done.

LOOSE CANNONS#10

WHAT SHOULD CAROL DO??

S&D's Ralph Reeves stormed into Gray Hare's office. "I can't work with Wayne Wright! The guy is head strong to the point of absurdity. I ask a simple question, and he preaches for an hour. Whatever I come up with, he shoots down, and I don't think we've ever agreed on anything - well, hardly anything." Reeves slumped in his chair and slowly shook his head.

LOOSE CANNONS# 11

WHAT SHOULD HARE’S RESPONSE BE?