IS3400 Exam 3 Stewart
stages of team development
forming, storming, norming, performing, adjourning (bruce tuckman)
3 types of People
people who MAKE change happen people who LET change happen people who WONDER what happened
Vilfredo Pareto
turn of the century french italian economist. "80% of the wealth is controlled by 20% of the people" -the vital few and trivial many. - the vital few and the useful many
5 PM Process Groups
Initiating, Planning, Executing, Monitoring and Controlling, and Closing
Quality Systems ISO 9000 Principles
*Customer Focus* - leadership, involvement of people. *Process Approach*- system approach to management, continual improvement, factual approach to decision making, mutually beneficial supplier relationships
Why is MOC important?
"There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, then to take the lead in introducing a new order of things. Because the innovator has for enemies all those who have done well under the old conditions, and lukewarm defenders in those who may do well under the new." - machiavelli
The Change Management Plan
- Assess Willingness, Readiness, and Ability to Change - Develop or adopt a strategy for change - Implement change management Plan and track progress - Evaluate experiences and develop lessons learned
12 Steps to Leading Change
-Have a Clear Vision of What you Want to Achieve -Build Alliances -Lead by Example -Communicate, and then over communicate -Educate Workers about How the Change will Improve Their performance -Divide the Change into digestible Pieces and then take Time to Implement them -Keep it Simple S______ -Look to Past Experiences and Colleagues for Guidance -Sustain Change by Providing the Right Tools -Solicit Feedback -Acknowledge Progress to keep Momentum -make the Necessary commitment
Capability
A specific competency that must exist in an organization in order for it to execute PM processes and deliver PM services and products. An incremental step leading to one or more best practices.
Social Styles of Wilson Learning
Analytical, Driver, Amiable, Expressive. L-R- Ask directed -> tell directed assertiveness. T-B- Task Directed -> people directed responsiveness.
Approaches for managing conflict
Avoidance-retreat, withdraw, or ignore conflict Accommodation-appease the parties in conflict Forcing- dominant authority resolves conflict Compromise- bargaining Collaboration- confronting and attempting to solve the problem by incorporating different ideas, viewpoints, and perspectives.
Project Communications Plan
Can be formal or informal depending on the needs of the stakeholders and project size. Who has specific information needs? What are those needs? How will these needs be met? When can they expect the information? How will this information be received?
7 Basic Tools of Quality (ASQ)
Cause/Effect Diagrams Check sheets Control charts Histograms Pareto Charts Scatter Diagrams Stratification
Importance of Communication Skills
Communicating is one of your most important roles as a project manager. Project management IS communication. 90%
Points on Communication
Communication Channels n (n-1)/2 Therefore tradeoff with larger teams Effective Project Manager 90% of time 50% with team Relative Contribution to Communication 7% Words only 38% Tones and inflection (Parlingual) 55% Other nonverbal
Categories of Conflict
Conflicts associated with the goals, objectives, or specifications of the project. Conflicts associated with the administration, management structures, or underlying philosophies of the project. Conflicts associated with the interpersonal relationships among people based on work ethics, styles, egos, or personalities.
Capability Maturity Model Integration (CMMI)
Developed by the Software Engineering Institute at Carnegie Mellon University in 1986. Framework to assess and evaluate the capability of *software processes* and their maturity.
Media Snapshot- 2002 Olympic Winter Games in Salt Lake
Didn't go well, greeks made fun of critics by having workers pretend they were still working on the stage. the greek government suffered a huge financial deficit bc the games cost more than twice the planned budget.
Philip Crosby (the quality movement)
Do it right the fist time. Zero defects. Quality is free. Non conformance costs organizations money.
DISC Profile (Wiley)
Dominance Influence Conscientiousness Steadiness
Study on EVM Practice
EVM is used worldwide, and it is popular in the Middle East, South Asia, Canada, and Europe Most countries require EVM for large defense or government projects Project budget size appears to be the most important factor in deciding whether or not to use EVM
When bad things happen to good projects
Failure to Deliver Early Tangible Results Half-life of a project is 6 months Everything is a High Priority Old Performance Measures Block Change Failing to Connect the Dots Voice of Customer is Absent Voice of Employee is Absent "What's In It For Me" is Unclear WIIFM Same Old Horses, Same Old Glue
Project Status Colors
Green- on time, budget, scope Yellow- some issues Red- serious issues Blue- project complete Black- project cancelled Gray- project on hold
chinese proverb about paradox principles
If you are planning for one year grow rice. If you are planning for 20 years, grow trees. If you are planning for centuries, grow men.
Capability Maturity Model (CMM)
Initial Repeatable Defined Managed Optimizing (boxes going up to the right)
Change requires new behaviors
New technology, New Process, New behaviors. ALL 3 ARE CRITICAL to achieve desired business results.
Communications Monitoring
Not enough to simply put info out there. Useful to check to see if receivers are getting the information they want when they want. Common to generate useless reports or hold wasteful meetings. "Is anybody reading this?"
paradox principle quotes
One person with a belief is the social power equal to 99 with an interest. John Stuart Mill The final test of a leader is that he leaves behind him in other men the conviction and will to carry on. Walter Lippmann When you manage those who manage large projects... emphasize the carrot, not the stick When you listen to those who propose large projects... emphasize the stick, not the carrot
What is OPM3?
Organizational Project Management Maturity Model. Standard developed by the project management institute. consistent with PMBOK. developed over 6 years. 27 contemporary maturity models. over 800 PM practitioners from 35 countries.
70% of 25 large organizations reported negative experiences with outsourced projects and brought projects back in house.
Outsourcing is itself a project, so following a PM approach makes sense for improving the likelihood of success. \
Cost-Reimnursable Contracts
Payment or reimbursement is made to the seller to cover the seller's actual direct costs and indirect costs. may include incentives or penalties.
How to Run an Effective Meeting
Plan in advance Cover the logistics Set a clear agenda Select a facilitator Establish ground rules Reinforce with visual aids Keep a meeting/minute record Evaluate
Domain
Portfolio, Projects, programs
Paradox Principles
Positive Change Requires Significant Stability To Build an Enterprise, Focus on the Individual Focus Directly on the Culture, Indirectly True Empowerment Requires Forceful Leadership In Order to Build, You Must Tear Down
Lewin's Force Field Analysis
Present state -> transition state -> desired state. driving forces, resisting forces. unfreezing, changing, refreezing.
Biblical Principle for Change Management
Romans 12:1-2 - "Therefore I urge you brothers, in view of God's mercy, to offer your bodies as living sacrifices, holy and pleasing to God - this is your spiritual act of worship. * Do not conform any longer to the pattern of this world, but be transformed by the renewing of your mind."*
Reporting Performance and Progress
Status reporting- present state of project Progress Reporting- what has been accomplished Forecast reporting- predicting the future status or progress
Possible Results of False Beliefs
The change may not occur. People will comply for a time and then do things to get around the change. Users will accept only a portion of the change. The full benefits of the project are never realized or are realized only after a great deal of time and resources have been expended.
Project Integration Management
The main monitoring and controlling processes performed as part of project integration management include monitoring and controlling project work and performing integrated change control. These are crucial processes that must be done well to ensure project success.
Different Views of conflict
Traditional -conflict is negative and should be avoided Contemporary -conflict is inevitable and natural and can be positive or negative Interactionist-conflict is an important and necessary ingredient for performance. Romans 5:3-5 Suffering -> Perserverence -> Character -> Hope
Each conflict situation is UNIQUE and the choice of an approach to resolve it depends on:
Type of conflict and its relative importance to the project. Time pressure to resolve the conflict. Position of power or authority of the parties involved. Whether the emphasis is on maintaining the goals or objectives of the project or maintaining relationships.
IT Project Quality Plan Validation
Validation- *product-oriented* activities that attempt to determine if the system or project deliverables meet the customer or client's expectations. Testing- does the system function as intended and meet the scope and requirements? *"Did we build the right product?"*
IT Project Quality Plan Verification
Verification- focuses on *process related* activities to ensure that the products and deliverables meet specified requirements before final testing. Technical, business, and management reviews. "Are we building the product the *right way*?"
The Rise of Japan
W Edwards Deming worked with Shewart at Western Electric. management treated the worker as a cog in the machinery. final inspection used to control quality. worker not directly responsible. scrap and rework reduced per piece rate. Invited to give series of day-long lectures in Japan in the 1950s.
Time and Materials (T&M) Contracts
a HYBRID of cost re-imbursable and fixed price contracts. the buyer pays the seller for both the time and materials required to complete the work.
who is the only one who likes change?
a baby with a wet diaper
Fixed Price or Lump Sum Contracts
a total or fixed price is negotiated or set as the final price for a product or service. may include INCENTIVES for meeting certain performance objectives or PENALTIES if not met
How will OPM3 benefit my organization?
advance organization's strategic goals through PM principles and practices. best practices/capabilities, which area to pursue improvement. guidance on prioritizing and planning improvements.
Project Procurement Processes Plan Purchases and Acquisition
begins by determining which project needs can be *fulfilled internally* by the project team. Focuses not only WHAT can best be filled but HOW, WHEN, HOW MANY, WHERE. Similar to a MAKE or BUY decision
International Organization for Standardization (ISO)
derived from greek word isos= equal. formed in 1947. has over 130 members today to facilitate the international coordination and unification of industrial standards. Standards make up the ISO 9000 and ISO 14000 families.
7 Levels of change
doing the right things doing things right doing things better stopping doing things doing things other people are doing doing things no one else is doing doing things that cant be done
Definition of Insanity
doing the same thing the same way over and over again and expecting different results
IT Project Quality Plan Quality Philosophies and Principles
focus on *customer satisfaction* *prevention not inspection* *improve the proess* to improve the product. quality is *everyone's responsibility* fact based management
PQM
focuses on project's PRODUCTS. focuses on project PROCESSES.
Craftsmanship
in the middle ages guilds regulated: who could sell what in a particular town, ensured standardized pricing and quality, supported members and their families when they could no longer work. Regulated forms of labor- masters owned the shop. apprentices bound to a master and learned the trade. journeyman completed training and waiting for a job opening.
KPI
key performance indicator. criterion by which an organization can determine whether the outcome associated a capability exists or the degree to which it exists. Can be a direct measurement or an expert assessment
What has better quality- fancy french restaurant or mcdonalds
mcdonalds
Project Procurement Processes Select Sellers
once a seller is selected, the buyer and seller enter into a contract that defines the terms and conditions of the relationship. a CONTRACT is a document signed by the b and s as a legally binding agreement
Stakeholders
persons and organizations such as customers, sponsors, performing organization and the public that are actively in the project, or whose interests may be POS OR NEG affected by EXECUTION or COMPLETION of the project. They may also exert influence over the project and its deliverables.
Change agents
project manager and team.
Change management Iceberg
see slide
Kubler Ross model of grief
shock, denial, frustration, depression, experiment, decision, integration
Resistance
should be anticipated from the outset of the project can be either overt or covert Once the change is compromised, management and the project team will lose credibility, and the organization may become resistant to all future changes. May arise for valid reasons May occur even when those resisting know the change will be beneficial Is a natural part of any change process Change agents dealing with resistance should: listen not argue clearly communicate boundaries of change understand that empathizing is not necessarily agreeing
Contract Administration
signed contract mean the b and s have entered a relationship where they must fulfill their contractual obligations. the contract administration process ensures that parties are doing this
Realities of Outsourcing
some people lose jobs but many new higher paying ones are created. organizational change management plays an important role in successful outsourcing relationships. according to Drucker, if *developing people* is the most important task in business, then the trend towards outsourcing can reduce an organization's ability to gain competitive advantage in a knowledge economy.
targets of change
the users
the best way to reduce conflict
to confront it- Verma, 1998
Scientific Management
fredrick taylor. management would set rules of thumb. workers produced so much each day, no more, no less. believed the production process could be more efficient and employed "scientific management". break a task down into smaller tasks and study it to find the best way to do it. did not sit well with labor unions because many.
When analyzing Fredrick Herzberg's theory:
motivators goes with the top two on the maslow pyramid. hygiene go with the bottom three of the maslow pyramid.
Best practice
optimal way currently recognized by industry to achieve a stated goal or objective
OPM3 bridges the gap
organizational strategy -> OPM3 BRIDGE -> successful projects
Key difference between outsourcing and procurement management
outsourcing = strategic procurement man.= tactical
McGregor's Theory X
people need close supervision, will avoid work and responsibility when possible, desire only money, must be pushed to perform
McGregor's theory Y
people want independence in work, seek responsibility, motivated by self fulfillment, naturally want to work, will drive themselves to perform
Burn-down chart
popular in agile software development methods like scrum or XP. Shows how the scope, features or functionality, or work is being completed over time. Visually displays the amount of work that can be delivered in a single iteration. helps to PREDICT when project work will be completed
Early humankind:
quality = survival
OPM3
the *degree* to which an organization *practices* organizational PM. reflected by the combination of Best Practices achieved within the Project, Program, and Portfolio domains
Organizational Project Management
the application of knowledge, skills, tools, and techniques to organizational activities to achieve the aims of an organization through projects.
The Communication Dilemma
"i know you think you understood what you thought i said, but what you don't understand is what i said isn't what i meant." The Vulcan "mind meld" only happens on tv or in the movies. What do "easy to use, quick response, high security, or quality deliverable" mean?
Jack T. Marchewka quote
"when it comes to projects, *no one likes surprises*. Nothing can diminish a project manager's credibility faster than the surfacing of unexpected situations that should have been identified some time before.
Herzberg's Two Factor Theory
*HYGIENE FACTORS*- company policies, quality of supervision, relations with others, personal life, rate of pay, job security, working conditions. *MOTIVATION FACTORS* - achievement, career advancement, personal growth, job interest, recognition, responsibility
Interpreting Earned Value Numbers
In general, negative numbers for cost and schedule variance indicate problems in those areas Negative numbers mean the project is costing more than planned or taking longer than planned Likewise, CPI and SPI less than one or less than 100 percent indicate problems
Rise of Japan continued
Joseph Juran viewed quality as "fitness for use". invited Japan to conduct seminars in the 1950s. Quality does not happen by accident, must be planned.
Project Quality Management
Key outputs of quality control include quality-control measurements, verified deliverables, work performance information, change requests, project management plan updates, and project documents updates Outcomes are acceptance decisions, rework, and process adjustments
OPM3 Cycle
Knowledge, Assessment, Improvement
Email tips
Lack context, so tend to read "hot" If sent to too many it will tend to be ignored Never send what you would not say publicly Beware the "I-sent-it-so-they-must-have-read-it-and-understood-it" trap Don't let it become a substitute for face-to-face communication Avoid communicating bad news via email
Boston's Big Dig Project
Leaks in the 8-to-10 lane underground expressway that took over 14 years and $14 billion to build. Did the project overseers cut corners to save time and money? Representative Stephen F. Lynch believes yes, and that at some point, pressure to get the project done distracted Bechtel/Parsons Brinckerhoff from getting the project done right
Ishikawa
Studied under Deming. Believes quality is a continuous process that relies on ALL LEVELS of organization. advocated the use of easy to use statistical tools. Fishbone diagram, pareto diagram, flow charts
Budget at Completion (BAC)
The budget at completion (BAC), or the approved total budget for the project, can be divided by the cost performance index to calculate the estimate at completion (EAC), which is a forecast of how much the project will cost upon completion. This calculation assumes you will be spending at the same rate as your current level of spending. Likewise, the approved time estimate for the project can be divided by the schedule performance index to calculate when the project will be completed. Earned value, therefore, provides an excellent way to monitor project performance and provide forecasts based on performance to date.
QUALITY
The degree to which a set of inherent characteristics fulfills requirements. "an inherent or distinguishing characteristic, a property having a high degree of excellence". fitness for use. conformance to requirements. dependent on needs and expectations of customer.
Earned Value Terms
The planned value (PV) is the authorized budget assigned to scheduled work The actual cost (AC) is the realized cost incurred for the work performed on an activity during a specific time period The earned value (EV) is the measure of work performed expressed in terms of the budget authorized for that work. It cannot be greater than the authorized PV budget for a component as it is calculated as the sum of the PV of the completed work
Project measurement system should...
allow the team to gauge its own progress. be designed by the team. adopt only a handful of measures. track results and progress.
Meyers-Briggs Type Indicator
popular tool for determining personality preferences and helping teammates understand each other. You want a variety of types on your team.
Outsourcing (subcontracting)
project teams can be outsourcing buyers and sellers. is the procurement of products or services from an external source. outsourcing is similar to project procurement management.
Project metrics
qualitative measurement of some attribute of the project. project metrics should focus on these areas: scope schedule budget resources quality risk
Outcome
tangible or intangible result of applying a Capability. in OPM3 a capability may have multiple outcomes. The degree to which an outcome is achieved is measured by a KPI.
The Quality Movement
the industrial revolution. eli whitney invented the cotton gin but also invented mass production. developed interchangeable parts where men could operate the machines. took 10 years to deliver the last rifle, but the concept worked
Assimilation
the process of adapting to change and determines our ability to handle current and future change
Monitoring and Controlling the Project
unexpected events will happen and require adjustments to the project schedule and budget. a PM will not lose credibility because an unexpected event or situation arises. but they can lose or gain credibility in terms of how they handle a particular situation.
The Impact of Change
whether we view change as positive or negative, there is a certain amount of stress that accompanies each change (planning a wedding)
Walter Shewhart
worked for western electric company (bel telephones). quality improvements needed for underground equipment. applied statistical theory to control production processes.
6 sigma roles and responsibilities
*Master black belts* People within the organization who have the highest level of technical and organizational experience and expertise. Master black belts train black. *Black belts* Should be technically competent and held in high esteem by their peers. They are actively involved in the Six Sigma change process. *Green belts* Are Six Sigma team leaders or project managers. Black belts generally help green belts choose their projects, attend training with them, and then assist them with their projects once the project begins. *Champions* Leaders who are committed to the success of the Six Sigma project and can ensure that barriers to the Six Sigma project are removed. Usually a high-level manager who can remove obstacles that may involve funding, support, bureaucracy, or other issues that black belts are unable to solve on their own.
key communication skill 3
*Meeting Management.* ensure meeting is necessary, the needed parties attend, follow an agenda, encourage participation, silence is not agreement, record ACTION ITEMS- owner, date.
Juran's Quality Planning Road Map
*Quality Planning*- identify customers, determine their needs, translate needs, develop product, optimize product features. *Quality Improvement*- develop a process that is able to produce the product. optimize the process. *Quality Control*- prove that the process can produce the product under operating conditions. Transfer the process to Operations.
Tips on Fighting the Communication Dilemma
*Recognize it is the first step.* Do not demonize recipient. Put yourself in THEIR SHOES. Check for understanding-encourage active listening. Silence does not mean understanding or agreement.
how does MOC help?
*accelerates* the achievement of the desired business result. improves the *quality* of the solution. helps ensure the *sustainability* of the business result helps employees move to the required level of *commitment* for a successful change minimizes the thrash to the organization
McLelland's Theory of Needs
*need for achievement*- drive to excel, achieve in relation to a set of standards, strive to succeed. *need for power*- to control others, to get desired things done. *need for affiliation*- friendship, good relationship.
Key communication skill 1
*providing staff direction.* check for understanding!
key communication skill 2
*providing staff feedback.* begin with good news. communicate EARLY and OFTEN. if bad news, identify what the performance problem is. Praise often, chastise seldom. Praise in public, critique in private.
A Good Project Metric must be
- Understandable (Intuitive) - Quantifiable (Objective -> no bias) - Cost Effective (Easy and inexpensive to create) - Proven (What gets measured gets done) - High Impact (Otherwise why bother?)
"what gets measured gets improved"
-Peter Drucker
7 habits of highly effective people (stephen r covey)
1. Be proactive 2. Begin with the end in mind 3. Put first things first 4. Think win-win 5. First understand, then be understood 6. Synergies 7. Sharpen your saw
7 deadly sins of outsourcing activities and projects
1. outsourcing activities that should not be outsourced 2. selecting the wrong vendor 3. writing a poor contract 4. overlooking personnel issues 5. losing control over it 6. overlooking hidden costs 7. failing to plan an exit strategy
#1 Communication Tip
Get out of your office! MBWA- manage by walking around
Deming's 14 points
Create constancy of purpose toward improvement of products and services, with the aim to become competitive and to stay in business, and to provide jobs. Adopt the new philosophy. We are in a new economic arena. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change. Cease dependencies on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place. End the practice of awarding business on the basis of price tag. Instead minimize total cost. Move toward a single supplier for any one item, on a long-term relationship of loyalty and trust. Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs. Institute training on the job. Institute leadership Drive out fear, so that everyone may work effectively for the company. Break down barriers between departments. Eliminate slogans, exhortations, and targets for the workforce asking for zero defects and new levels of productivity Eliminate work standards (quotas) on the factory floor. Substitute leadership. Eliminate management by objective and by numbers. Create pride in the job being done. Institute a vigorous program of education and self-improvement. Put everybody in the company to work to accomplish the transformation.
Six Sigma framework (DMAIC cycle)
Define Measure Analyze Improve Control
Theory Z
Democratic. in between x and y. "involved workers are the key to an increase in productivity"
Forecasting with Earned Value Management
Earned value management (EVM) is a project performance measurement technique that integrates scope, time, and cost data Given a baseline, project managers and their teams can determine how well the project is meeting scope, time, and cost goals by entering actual information and then comparing it to the baseline The baseline information includes: Scope data (WBS tasks) Time data (start and finish estimates for each task) Cost data (cost estimates for each task) Note that you can use earned value management at either a detailed or a summary level
Vroom's Expectancy Theory
Effort x Performance x Rewards or Expectancy x Instrumentality x Valance Will my efforts lead to high performance? Will my performance be rewarded? Do I value those rewards?
Maslow Hierarchy of Needs
From bottom to top: physiological, safety, love/belonging, esteem, self actualization
