Ch.7: Executing Projects

Quality Assurance techniques

1. Benchmarking 2. Quality audit 3. Process Analysis

Modes of handling Conflicts

1. Confrontation 2. Compromise 3. Smoothing 4. Forcing 5. Withdrawal 6. Collaborating

Four dimensions of MBTI

1. Extrovert / Introvert 2. Sensation / Intuition 3. Thinking/ Feeling 4. Judgement/ Perception

Tools and techniques for Managing project teams

1. observation and conversation 2. project performance appraisals 3. conflict management 4. interpersonal skills

Execution- Knowledge areas

1. project integration management 2. project quality management 3. project human resource management 4. project communications management 5. project stakeholder management 6. project procurement management

if a project team goes from 3 people to 6, how many more communications channels are there?...

12

Milestone report

A common way to summarize work performance data

Lean

A system based on Toyota Production system to help improve results and efficiency by eliminating waste and reducing idle time and non-value added activities.

Cause-and-effect diagrams

Also called fishbone or Ishikawa diagrams, these diagrams can assist in ensuring and improving quality by finding the root causes of quality problems

Extrinsic Motivation

Causes people to do something for a reward or to avoid a penalty.

Intrinsic Motivation

Causes people to participate in an activity for their own enjoyment

Collaborating Mode

Decision makers incorporate different viewpoints and insights to develop consensus and commitment. [Best used when task and relationship are of high importance]

Issue log

Documents, monitors, and tracks issues that need to be resolved for effective work to take place

Change Requests

Formal requests to make appropriate changes during a project. Usually used during project execution

Bechmarking

Generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside of the organization itself.

Quality Assurance

Includes all the activities related to satisfying the relevant quality standards for a project

Process Analysis

Involves analyzing how a process operates and determining improvements

Forcing Mode

Involves exerting one's viewpoint at the potential expense of another viewpoint [task is of high importance and relationship is of low importance]

Withdrawal Mode

Involves retreating or withdrawing from an actual or potential disagreement [Best used when task and relationship are of low importance]

Quality Management

Management to ensure delivery of quality products and services. The main process required during execution is quality assurance.

Deliverables

Most important output of any project. They are products or services produced or provided as part of a project

Myers-Briggs Type Indicator (MBTI)

Popular tool for determining personality preferences

Project Integration Management

Project manager must direct and manage stakeholders to complete the project: 1. Coordinate planning and execution 2. develop and use soft skills 3. provide a supportive organizational culture 4. break the rules when needed 5. Capitalize on product, business and application are knowledge 6. Use project execution tools and techniques

Confrontation Mode

Project managers directly face a conflict using a problem-solving approach that allows affected parties to work through their disagreements. [Best used when task and relationship are of high importance] All parties work together to find the best way to solve the conflict

Maslow's hierarchy of Needs

States that people's behaviors are guided or motivated by a sequence of needs 5. Self-actualization 4. Esteem 3. Social 2. Safety 1. Physiological

Quality Audit

Structure review of specific quality management activities that helps identify lessons learned, which could improve performance on current or future projects.

Executing processes and outputs

Summarizes processes and outputs of project execution by knowledge area.

Groupthink

The conformance to the values or ethical standards of a group.

Smoothing Mode

This mode de-emphasizes or avoids areas of differences and emphasizes areas of agreements [Relationship is of high importance and task of low importance]

Compromise Mode

This mode uses a give-and-take approach to resolve conflicts

Tuckman model

describes five stages of team development: 1. forming 2. storming 3. norming 4. performing 5. adjourning

issue

is a matter under question or dispute that could impede project success.

Empathic listening

is listening with the intent to understand by putting yourself in the shoes of the other person

Synergy

is the concept that the whole is equal to understand, then to be understood

Mirroring

is the matching of a certain behaviors of the other person.

Rapport

is the relationship of harmony, conformity, accord or affinity.

Most projects sponsors would say that the most important output of any project is...

its deliverables

Overallocation

means more resources than are available are assigned to perform work at a given time.

Resource loading

refers to the numbers of individual resources an existing schedule requires during specific time periods

Resource leveling

technique for resolving resource conflicts by delaying tasks