SCM 435 Chapter 6

Covey's Effectiveness Research

7 Habits of Highly Effective People.

Quality audit

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

Lean

A system based on the Toyota Production System to help improve rsults and efficiency by elimating waste and reducing idle time and non-value added activities.

Resource leveling

A technique for resolving resource conflicts by delaying tasks.

Advertising too many potential suppliers

Advertising on the web globally, etc.

Quality assurance

All the activities related to satisfying the relevant quality standards for a project.

Cause-and-effect diagrams (fishbone)

Assist in ensuring and improving quality by finding the root causes of quality problems

Synergy

Concept that the whole is equal to more than the sum of its parts.

Issue log

Document, monitor and track issues that need to be resolved for effective work to take place.

Herzberg's Motivation-Hygiene Theory

Factors that cause job satisfaction motivators.People are motivated to work mainly by feelings of personal achievement and recognition.

thamhain and Wilemon

Found projects were more likely to fail when project managers relied too heavily on using authority, money or penality to influence people

Smoothing mode

PM deemphasizes or avoids areas of differences and emphasizes areas of agreement. Relationship is of high importance and task is of low importance

Withdrawal mode

PM retreat or withdraw from an actual or potential disagreement. Both the task and the relationship are of low importance

MBTI categories

There are 16 different categories. (2^4 - 2 possibilities for the four categories listed above)

Forcing mode

Win-lose approach to conflict resolution. Task is of high importance and relationship is of low importance

Issue

matter under question or dispute that could impede project success.

Number of communications channel

n(n-1)/2

Extrinsic motivation

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

Intrinsic motivation

Causes people to participate in an activity for their own enjoyment.

Groupthink

Conformance to the values or ethical standards of a group - bad bad bad!

Collaborating mode

Decision makers incorporate different viewpoints and insights to deelop consensus and commitment. Task and relationship are high

7 Habits of Highly Effective People

First three habits: be proactive, begin with the end in mind, and put first things first, help people achieve a private victory by becoming independent. . People can then strive for interdependence by developing next three habits: think win/win; seek first to understand then to be understood, and synergize

Tuckman model

Five stages of team development Forming - introduction of team members (initiation) Storming occurs as team members have different opinions as to how the team should operate Norming is achieved when team members have deloped a common working method and cooperation and collaboration replace conflict and mistrust Performing occurs when the emphasis shifts to reaching the term goals rather than working on team process Adjourning involves the breakup of the team after they successfully reach their goal and complete the work

Change Requests

Formally and informally request appropriate changes

Benchmarking

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

Approaching several qualified suppliers

In this case, several suppliers could meet an organization's procurement needs. Buying organization can send procurement information to those potential sellers and then evaluate the results

McClland's Acquired-Needs Theory

Individual's specific needs are acquired or learned over time and shaped by life experiences. Main ones include: achievement, affiliation, and power.

Mirroring

Matching of certain behaviors of the other person

nPow

McCelland's Acquired-Needs Theory desire either personal power or institutional power. People who need personal power want to direct others and can be seen as bossy.

nAff

McCelland's Acquired-Needs Theory desire harmonious relationships with other people and need to feel accepted by others.

nAch

McCelland's Acquired-Needs Theory that people seek to excel and tend to avoid both low-risk and high-risk situations to improve their chances of achieving something worhtwhile.

Overallocation

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

Compromising mode

PM's use a give-and-take approach to resolve conflicts, bargaining and searching for solutions that will bring some degree of satisfaction to all the parties in a dispute. Medium importance issues

The Mythical Man-Month

People are not interchanable parts. You cannot assume that a task that originally scheduled to take two months of one person's time can be done in one month by two people.

McGregor's Theory X and Theory Y

People who believe in Theory X assume that workers dislike and avoid work if possible, so managers must use coeercion, threats and various control schemes to get workers to make efforts. Theory X managers assume that the average workers wants to be directed and perfers to avoid responsibility has little ambition and wants security above all else.

Maslow's hierarchy of needs

People's behaviors are guided or motivated by a sequence of needs.

Myers-Briggs Type Indicator (MBTI)

Popular tool for determing personality preferences. Extrovert/Introvert (E/I) Sensation/Intuition (S/N) Sensation type people take in facts, detailed and reality and describe themselves as practice. Intuitive type people are imaginative, ingenious and attentive to hunches or intuition. Thinking/Feeling (T/F) Judgement/Perception (J/P) People's attitude towards structure. Justment type people like closure and task completion. They tend to establish deadlines and take them seriously expecting others to do the same.

Resource loading

The amount of individual resources an existing schedule requires during specific time periods.

Thematic Apperception Test (TAT)

Tool to measure the individual needs of different people using McClelland's categories

Short list

Top three to five suppliers to reduce the work involved in selecting a source

Hygiene factor

Basic necessity such as air-conditioning during hot weather

Approaching a preferred supplier

Buyer gives procurement information to just that company.

Wilson's Learning's Social Styles Profile

Categorizes four approximate behavior profiles or zones. Drivers - proactive and task oriented Expressives - proactive and people oriented Analyticals - Reactive and task oriented Amiables - Reactive and people oriented

Theory Y

Managers assume that individuals do not inherendly dislike work but consider it as natural as play or rests. Most significant rewards are the satisfaction of esteem and self-actualization needs.

PSSES

Physoiological, Safety, Social, Esteem, Self-Actualization

Confrontation mode

Project managers directly face a conflict using a problem-solving approach that allows affected parties to work through their disagreements. Also called problem-solving mode. Best used when both the task and the relationship are of high importantance

Rapport

Relationship of harmony, conformity, accord, or affinity.

Benefits of resource leveling

When resources are used on a more constant basis, they require less management. Resource leveling may enable project managers to use a just-in-time inventory type of policy for using subcontractors or other expensive resources. Results in fewer problems for project personnel and accounting departments Often improves morale