1/72 Management Functions Project Management. 2/72 Outline 1.Introduction 2.Controlling 3.Directing...
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Transcript of 1/72 Management Functions Project Management. 2/72 Outline 1.Introduction 2.Controlling 3.Directing...
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Management FunctionsManagement Functions
Project Management
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OutlineOutline1. Introduction
2. Controlling
3. Directing
4. Project Authority
5. Interpersonal Influences
6. Barriers to Project Team Development
7. Suggestions for Handling the Newly Formed Team
1. Introduction
2. Controlling
3. Directing
4. Project Authority
5. Interpersonal Influences
6. Barriers to Project Team Development
7. Suggestions for Handling the Newly Formed Team
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Outline (continued)Outline (continued)
8. Team Building as an Ongoing Process
9. Leadership in a Project Environment
10. Life-Cycle Leadership
11. Organizational Impact
12. Employee-Manager Problems
13. Management Pitfalls
14. Communications
15. Project Review Meetings
8. Team Building as an Ongoing Process
9. Leadership in a Project Environment
10. Life-Cycle Leadership
11. Organizational Impact
12. Employee-Manager Problems
13. Management Pitfalls
14. Communications
15. Project Review Meetings
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Outline (continued)Outline (continued)
16. Project Management Bottlenecks
17. Communication Traps
18. Proverbs and Laws
19. Management Policies and Procedures
16. Project Management Bottlenecks
17. Communication Traps
18. Proverbs and Laws
19. Management Policies and Procedures
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IntroductionIntroduction
Management responsibility and skills:1. Planning2. Organizing3. Staffing4. Controlling5. Directing
Management responsibility and skills:1. Planning2. Organizing3. Staffing4. Controlling5. Directing
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ControllingControlling
Measuring: determining through formal and informal reports the degree to which progress toward objectives is being made.
Evaluating: determining cause of and possible ways to act on significant deviations from planned performance.
Correcting: taking control action to correct an unfavorable trend or to take advantage of an unusually favorable trend.
Measuring: determining through formal and informal reports the degree to which progress toward objectives is being made.
Evaluating: determining cause of and possible ways to act on significant deviations from planned performance.
Correcting: taking control action to correct an unfavorable trend or to take advantage of an unusually favorable trend.
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DirectingDirectingStaffing: seeing that a qualified person is selected
for each position.Training: teaching individuals and groups how to
fulfill their duties and responsibilities.Supervising: giving others day-to-day instruction,
guidance, and discipline as required so that they can fulfill their duties and responsibilities.
Delegating: assigning work, responsibility, and authority so others can make maximum utilization of their abilities.
Staffing: seeing that a qualified person is selected for each position.
Training: teaching individuals and groups how to fulfill their duties and responsibilities.
Supervising: giving others day-to-day instruction, guidance, and discipline as required so that they can fulfill their duties and responsibilities.
Delegating: assigning work, responsibility, and authority so others can make maximum utilization of their abilities.
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Directing (Continued)Directing (Continued)
Motivating: encouraging others to perform by fulfilling or appealing to their needs.
Counseling: holding private discussion with another about how he might do better work, solve a personal problem, or realize his ambitions.
Coordinating: seeing that activities are carried out in relation to their importance and with a minimum of conflict.
Motivating: encouraging others to perform by fulfilling or appealing to their needs.
Counseling: holding private discussion with another about how he might do better work, solve a personal problem, or realize his ambitions.
Coordinating: seeing that activities are carried out in relation to their importance and with a minimum of conflict.
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Maslow’s Hierarchy Of Needs
Maslow’s Hierarchy Of Needs
SELF-ACTUALIZATION
SELF-ESTEEM
SOCIAL / BELONGING
SAFETY
PHYSIOLOGICAL
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MotivatingMotivatingA feeling of pride or satisfaction for one’s egoSecurity of opportunitySecurity of approvalSecurity of advancement, if possibleSecurity of promotion, if possibleSecurity of recognitionA means for doing a better job, not a means to
keep a job
A feeling of pride or satisfaction for one’s egoSecurity of opportunitySecurity of approvalSecurity of advancement, if possibleSecurity of promotion, if possibleSecurity of recognitionA means for doing a better job, not a means to
keep a job
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Professional NeedsProfessional Needs
Interesting and challenging workProfessionally stimulating work
environmentProfessional growthOverall leadership (ability to lead)Tangible rewardsTechnical expertise (within the team)Management assistance in problem-solvingClearly defined objectives
Interesting and challenging workProfessionally stimulating work
environmentProfessional growthOverall leadership (ability to lead)Tangible rewardsTechnical expertise (within the team)Management assistance in problem-solvingClearly defined objectives
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Professional Needs (continued)Professional Needs (continued)
Proper management controlJob securitySenior management supportGood interpersonal relationsProper planningClear role definitionOpen communicationsA minimum of changes
Proper management controlJob securitySenior management supportGood interpersonal relationsProper planningClear role definitionOpen communicationsA minimum of changes
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Providing SecurityProviding Security
Letting people know why they are where they are
Making individuals feel that they belong where they are
Placing individuals in positions for which they are properly trained
Letting employees know how their efforts fit into the big picture
Letting people know why they are where they are
Making individuals feel that they belong where they are
Placing individuals in positions for which they are properly trained
Letting employees know how their efforts fit into the big picture
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MotivationMotivation
Adopt a positive attitudeDo not criticize managementDo not make promises that cannot be keptCirculate customer reportsGive each person the attention he requires
Adopt a positive attitudeDo not criticize managementDo not make promises that cannot be keptCirculate customer reportsGive each person the attention he requires
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Motivation (Continued)Motivation (Continued)
Giving assignments that provide challengesClearly defining performance expectationsGiving proper criticism as well as creditGiving honest appraisalsProviding a good working atmosphereDeveloping a team attitudeProviding a proper direction (even if
Theory Y)
Giving assignments that provide challengesClearly defining performance expectationsGiving proper criticism as well as creditGiving honest appraisalsProviding a good working atmosphereDeveloping a team attitudeProviding a proper direction (even if
Theory Y)
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Power/Authority ProblemsPower/Authority ProblemsPoorly documented or no formal authorityPower and authority perceived incorrectlyDual accountability of personnelTwo bosses (who often disagree)The project organization encouraging individualismSubordinate relationships stronger than peer or
superior relationshipsShifting of personnel loyalties from vertical to
horizontal lines
Poorly documented or no formal authorityPower and authority perceived incorrectlyDual accountability of personnelTwo bosses (who often disagree)The project organization encouraging individualismSubordinate relationships stronger than peer or
superior relationshipsShifting of personnel loyalties from vertical to
horizontal lines
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Power/Authority Problems (Continued)
Power/Authority Problems (Continued)
Group decision making based the strongest group
Ability to influence or administer rewards and punishment
Sharing resources among several projects
Group decision making based the strongest group
Ability to influence or administer rewards and punishment
Sharing resources among several projects
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NegotiationsNegotiations
Negotiations should take place at the lowest level of interaction.
Definition of the problem must be the first priority:The issueThe impactThe alternativeThe recommendations
Higher-level authority should be used if, and only if, agreement cannot be reached.
Negotiations should take place at the lowest level of interaction.
Definition of the problem must be the first priority:The issueThe impactThe alternativeThe recommendations
Higher-level authority should be used if, and only if, agreement cannot be reached.
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Responsibility MatrixResponsibility Matrix
General management responsibilityOperations management responsibilitySpecialized responsibilityWho must be consultedWho may be consultedWho must be notifiedWho must approve
General management responsibilityOperations management responsibilitySpecialized responsibilityWho must be consultedWho may be consultedWho must be notifiedWho must approve
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Responsibility Assignment Matrix (An Example)
Raw Material Procurement
Prepare bill of materials
Contact vendors
Visit vendors
Prepare purchase orders
Authorize expenditures
Place purchase orders
Inspect raw materials
Quality control testing
Update inventory file
Prepare inventory report
Withdraw Materials
Project Manager
Project Office
Team
Mem
berD
epartment
Manager
Project Sponsor
LEGEND
General Management responsibilitySpecialized ResponsibilityMust be consultedMay be consultedMust be notifiedMust approve
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Communication Responsibility
Matrix
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Data Distribution Matrix
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DefinitionsDefinitions
Authority is the right of an individual to make the necessary decisions required to achieve his objectives or responsibilities.
Responsibility is the assignment for completion of a specific event or activity.
Accountability is the acceptance of success or failure.
Authority is the right of an individual to make the necessary decisions required to achieve his objectives or responsibilities.
Responsibility is the assignment for completion of a specific event or activity.
Accountability is the acceptance of success or failure.
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Delegation FactorsDelegation Factors
The maturity of the project management function
The size, nature, and business base of the company
The size and nature of the projectThe life cycle of the projectThe capabilities of management at all levels
The maturity of the project management function
The size, nature, and business base of the company
The size and nature of the projectThe life cycle of the projectThe capabilities of management at all levels
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Types of AuthorityTypes of Authority
The focal position for informationConflict between the project manager and
functional managersInfluence to cut across functional and
organizational linesParticipation in major management and
technical decisionsCollaboration in staffing the projectControl over allocation and expenditure of
funds
The focal position for informationConflict between the project manager and
functional managersInfluence to cut across functional and
organizational linesParticipation in major management and
technical decisionsCollaboration in staffing the projectControl over allocation and expenditure of
funds
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Types of Authority (Continued)Types of Authority (Continued)
Selection of subcontractorsRights in resolving conflicts Voice in maintaining integrity of the
project teamEstablishment of project plansProviding a cost-effective information
system for controlProviding leadership in preparing
operational requirements
Selection of subcontractorsRights in resolving conflicts Voice in maintaining integrity of the
project teamEstablishment of project plansProviding a cost-effective information
system for controlProviding leadership in preparing
operational requirements
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Types of Authority (Continued)Types of Authority (Continued)
Maintaining prime customer liaison and contact
Promoting technological and managerial improvements
Establishment of a project organization for the duration of the project
Cutting red tape
Maintaining prime customer liaison and contact
Promoting technological and managerial improvements
Establishment of a project organization for the duration of the project
Cutting red tape
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Project Authority --Types Of Project Authority
Project Authority --Types Of Project Authority
DE JURE DE FACTOOR LEGAL OR IMPLIED
AUTHORITY AUTHORITY
AUTHORITYCHARTERPROJECT
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Interpersonal Influences-- Power
Interpersonal Influences-- Power
Types of Power Legal authority: the ability to gain support because
project personnel perceive the project manager as being officially empowered to issue orders.
Reward power: the ability to gain support because project personnel perceive the project manager as capable of directly or indirectly dispensing valued organizational rewards (i.e., salary, promotion, bonus, future work assignments).
Types of Power Legal authority: the ability to gain support because
project personnel perceive the project manager as being officially empowered to issue orders.
Reward power: the ability to gain support because project personnel perceive the project manager as capable of directly or indirectly dispensing valued organizational rewards (i.e., salary, promotion, bonus, future work assignments).
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Types of Power (Continued)Types of Power (Continued)
Penalty power: the ability to gain support because the project personnel perceive the project manager as capable of directly or indirectly dispensing penalties that they wish to avoid. Penalty power usually derives from the same source as reward power, with one being a necessary condition for the other.
Penalty power: the ability to gain support because the project personnel perceive the project manager as capable of directly or indirectly dispensing penalties that they wish to avoid. Penalty power usually derives from the same source as reward power, with one being a necessary condition for the other.
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Types of Power (Continued)Types of Power (Continued)
Expert power: the ability to gain support because personnel perceive the project manager as possessing special knowledge or expertise (that functional personnel consider as important).
Referent power: the ability to gain support because project personnel feel personally attracted to the project manager or his project.
Expert power: the ability to gain support because personnel perceive the project manager as possessing special knowledge or expertise (that functional personnel consider as important).
Referent power: the ability to gain support because project personnel feel personally attracted to the project manager or his project.
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Barriers to Project Team Development
Barriers to Project Team Development
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Barriers to Project Team Development (Continued)
Barriers to Project Team Development (Continued)
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Barriers to Project Team Development (Continued)
Barriers to Project Team Development (Continued)
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Barriers to Project Team Development (Continued)
Barriers to Project Team Development (Continued)
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Barriers to Project Team Development (Continued)
Barriers to Project Team Development (Continued)
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Team Building OutcomesTeam Building Outcomes
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Team Building as an Ongoing Process
Team Building as an Ongoing Process
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Leadership FactorsLeadership Factors
The person leadingThe people being ledThe situation (i.e., the project environment
or problem.)
The person leadingThe people being ledThe situation (i.e., the project environment
or problem.)
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Situational Leadership ModelSituational Leadership Model
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Employee-Manager ProblemsEmployee-Manager ProblemsThe pyramidal structureSuperior-subordinate relationshipsDepartmentalizationScalar chain of commandPower and authorityPlanning goals and objectivesDecision makingReward and punishmentSpan of control
The pyramidal structureSuperior-subordinate relationshipsDepartmentalizationScalar chain of commandPower and authorityPlanning goals and objectivesDecision makingReward and punishmentSpan of control
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Management PitfallsManagement Pitfalls
Lack of self-control (knowing oneself)Activity trapsManaging versus doingPeople versus task skillsIneffective communicationsTime managementManagement bottlenecks
Lack of self-control (knowing oneself)Activity trapsManaging versus doingPeople versus task skillsIneffective communicationsTime managementManagement bottlenecks
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CommunicationsCommunications
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Communications -- DefinitionCommunications -- Definition
Effective project communication is needed to ensure that we get the right information to the right person at the right time using the right media and the right format and in a cost-effective manner.
Effective project communication is needed to ensure that we get the right information to the right person at the right time using the right media and the right format and in a cost-effective manner.
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Communications -- Responsibility
Communications -- Responsibility
The project manager must know:What kind of message to sendTo whom to send the messageHow to translate the message into a language
that all can understand
The project manager must know:What kind of message to sendTo whom to send the messageHow to translate the message into a language
that all can understand
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Communications--meaningCommunications--meaning
An exchange of informationAn act or instance of transmitting informationA verbal or written messageA technique for expressing ideas effectivelyA process by which meanings are exchanged
between individuals through a common system of symbols
An exchange of informationAn act or instance of transmitting informationA verbal or written messageA technique for expressing ideas effectivelyA process by which meanings are exchanged
between individuals through a common system of symbols
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Types of CommunicationTypes of Communication
Written formalWritten informalOral formalOral informal (preferred by project
managers)
Written formalWritten informalOral formalOral informal (preferred by project
managers)
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Communication ChannelsCommunication Channels
UPWARDCOMMUNICATION
TOMANAGEMENT
TO FRIENDS, SOCIAL GROUPLATERAL COMMUNICATION
AND BOTH FORMAL ANDINFORMAL ORGANIZATIONS
LATERAL COMMUNI- CATION TO PEERS,
FUNCTIONAL GROUPSAND CUSTOMERS
LATERAL COMMUNICATIONTO ASSOCIATES ANDTHE PROJECT OFFICE
PROJECTMANAGER
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Customer-Contractor CommunicationCustomer-Contractor Communication
Informal
Informal
Formal
Customer Contractor
Sponsor Sponsor
Employees Employees
Project
Project
Manager Manager
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Total Communication ProcessTotal Communication Process
SOURCE RECEIVERENCODER DECODERMESSAGE
PERSONALITYSCREEN SCREEN
PERCEPTION
FEEDBACK
PERSONALITY SCREENPERCEPTION SCREEN
REGION OF EXPERIENCE FOR SOURCE
REGION OF EXPERIENCE FOR RECEIVER
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Encoding BarriersEncoding Barriers
Communication goalsCommunication skillsFrame of reference Sender credibilityNeeds Personality and interestsInterpersonal sensitivityAttitude, emotion, and self-interest
Communication goalsCommunication skillsFrame of reference Sender credibilityNeeds Personality and interestsInterpersonal sensitivityAttitude, emotion, and self-interest
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Encoding Barriers (Continued)Encoding Barriers (Continued)
Position and statusAssumptions (about receivers)Existing relationships with receivers
Position and statusAssumptions (about receivers)Existing relationships with receivers
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Decoding BarriersDecoding Barriers
Evaluative tendencyPreconceived ideasCommunication skillsFrame of referenceNeeds Personality and interestAttitudes, emotion, and self-interestPosition and status
Evaluative tendencyPreconceived ideasCommunication skillsFrame of referenceNeeds Personality and interestAttitudes, emotion, and self-interestPosition and status
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Decoding Barriers (Continued)Decoding Barriers (Continued)
Assumptions about senderExisting relationship with senderLack of responsive feedbackSelective listening
Assumptions about senderExisting relationship with senderLack of responsive feedbackSelective listening
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Understanding BarriersUnderstanding Barriers
Listening skillsCultureIntelligenceKnowledge baseSemanticsSituational considerationEmotional statusAuthority or positionCommon sense
Listening skillsCultureIntelligenceKnowledge baseSemanticsSituational considerationEmotional statusAuthority or positionCommon sense
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Internal FactorsInternal Factors
Power gamesWithholding informationManagement by memoReactive emotional behaviorMixed messagesIndirect communicationsStereotypingTransmitting partial informationBlocking or selective perception
Power gamesWithholding informationManagement by memoReactive emotional behaviorMixed messagesIndirect communicationsStereotypingTransmitting partial informationBlocking or selective perception
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External FactorsExternal Factors
The business environmentThe political environmentThe economic climateRegulatory agenciesThe technical state-of-the-art
The business environmentThe political environmentThe economic climateRegulatory agenciesThe technical state-of-the-art
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Environmental FactorsEnvironmental Factors
Logistics/geographic separationPersonal contact requirementsGroup meetingsTelephoneCorrespondence (frequency and quantity)Electronic mail
Logistics/geographic separationPersonal contact requirementsGroup meetingsTelephoneCorrespondence (frequency and quantity)Electronic mail
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AmbiguityAmbiguity
Ambiguity causes us to hear what we want to hear.
Ambiguity causes us to hear what the group wants.
Ambiguity causes us to relate to past experiences without being discriminatory.
Ambiguity causes us to hear what we want to hear.
Ambiguity causes us to hear what the group wants.
Ambiguity causes us to relate to past experiences without being discriminatory.
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Functional ApplicationsFunctional Applications
Providing project directionDecision makingAuthorizing workDirecting activitiesNegotiationReporting (including briefings)
Attending meetingsOverall project managementMarketing and selling
Providing project directionDecision makingAuthorizing workDirecting activitiesNegotiationReporting (including briefings)
Attending meetingsOverall project managementMarketing and selling
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Functional Applications (Continued)
Functional Applications (Continued)
Public relationsRecords management
MinutesMemos / letters / newslettersReportsSpecificationsContract documents
Public relationsRecords management
MinutesMemos / letters / newslettersReportsSpecificationsContract documents
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Perhaps as much as 90 percent or more of the time the project manager spends in providing
project direction involves some form of
communications.
Perhaps as much as 90 percent or more of the time the project manager spends in providing
project direction involves some form of
communications.
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MeetingsMeetings
Meetings can be classified according to their frequency of occurrence:The daily meeting where people work together on
the same project with a common objective and reach decisions informally by general agreement.
The weekly or monthly project meeting where members work on different but parallel projects and where there is a certain competitive element and greater likelihood that the chairmen will make the final decision by himself/herself.
Meetings can be classified according to their frequency of occurrence:The daily meeting where people work together on
the same project with a common objective and reach decisions informally by general agreement.
The weekly or monthly project meeting where members work on different but parallel projects and where there is a certain competitive element and greater likelihood that the chairmen will make the final decision by himself/herself.
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Meetings (Continued)Meetings (Continued)
The irregular, occasional, or “special project” meeting, composed of people whose normal work does not bring them into contact and whose work has little or no relationship to the others.
The irregular, occasional, or “special project” meeting, composed of people whose normal work does not bring them into contact and whose work has little or no relationship to the others.
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Written mediaWritten media
Individually oriented media: These include letters, memos, and reports.
Legally oriented media: These include contracts, agreements, proposals, policies, directives, guidelines, and procedures.
Organizationally oriented media: These include manuals, forms, and brochures.
Individually oriented media: These include letters, memos, and reports.
Legally oriented media: These include contracts, agreements, proposals, policies, directives, guidelines, and procedures.
Organizationally oriented media: These include manuals, forms, and brochures.
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Six StepsSix Steps
Think through what you wish to accomplish.Determine the way you will communicate.Appeal to the interest of those affected.Give playback on ways others communicate to
you.Get playback on what you communicate.Test effectiveness through reliance on others to
carry out your interactions.
Think through what you wish to accomplish.Determine the way you will communicate.Appeal to the interest of those affected.Give playback on ways others communicate to
you.Get playback on what you communicate.Test effectiveness through reliance on others to
carry out your interactions.
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BarriersBarriersReceiver hearing what he wants to hear. This
results from people doing the same job so long that they no longer listen.
Sender and receiver having different perceptions. This is vitally important in interpreting contractual requirements, statements of work, and proposal information requests.
Receiver evaluating the source before accepting the communications.
Receiver hearing what he wants to hear. This results from people doing the same job so long that they no longer listen.
Sender and receiver having different perceptions. This is vitally important in interpreting contractual requirements, statements of work, and proposal information requests.
Receiver evaluating the source before accepting the communications.
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BarriersBarriers
Receiver ignoring conflicting information and doing as he pleases.
Words meaning different things to different people.
Communicators ignoring nonverbal cues.Receiver being emotionally upset.
Receiver ignoring conflicting information and doing as he pleases.
Words meaning different things to different people.
Communicators ignoring nonverbal cues.Receiver being emotionally upset.
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ConclusionsConclusionsDon’t assume that the message you sent will be
received in the form you sent it.The swiftest and most effective
communications take place among people with common points of view. The manager who fosters good relationships with his associates will have little difficulty in communicating with them.
Communications must be established early in the project.
Don’t assume that the message you sent will be received in the form you sent it.
The swiftest and most effective communications take place among people with common points of view. The manager who fosters good relationships with his associates will have little difficulty in communicating with them.
Communications must be established early in the project.
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Administrative ClosureAdministrative Closure
Records ManagementMinutesMemosNewslettersReportsSpecification changesContractual documentation
Records ManagementMinutesMemosNewslettersReportsSpecification changesContractual documentation
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Administrative ClosureAdministrative Closure
Project ArchivesProject recordsUpdate historical databasesFinancial recordsSecurity of critical information
Project ArchivesProject recordsUpdate historical databasesFinancial recordsSecurity of critical information
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No major project is ever completed on time, within budget, with the same staff that started it.
Projects progress quickly until they become 90% complete: then they remain 90% complete forever.
If project content is allowed to change freely, the rate of change will exceed the rate of progress.
No system is ever completely debugged: attempts to debug a system inevitably introduce new bugs that are even harder to detect.
Project teams detest reporting progress because it vividly demonstrates their lack of progress.
Laws of Project ManagementLaws of Project Management