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Hadjiamer Hanifa PEM 304

The document discusses key concepts in project management including an overview of what defines a project, the role of a project manager, and basic project elements. It also outlines the process of project management which involves planning, executing, monitoring and controlling a project. Finally, it examines several factors that affect team organization such as relationships, emotional intelligence, personality types, leadership styles and skills, communication, negotiation, conflict resolution, influence, and motivation.

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Armaden Mamandi
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58 views4 pages

Hadjiamer Hanifa PEM 304

The document discusses key concepts in project management including an overview of what defines a project, the role of a project manager, and basic project elements. It also outlines the process of project management which involves planning, executing, monitoring and controlling a project. Finally, it examines several factors that affect team organization such as relationships, emotional intelligence, personality types, leadership styles and skills, communication, negotiation, conflict resolution, influence, and motivation.

Uploaded by

Armaden Mamandi
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd
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HANIFA B.

HADJIAMER
PEM 304 (Seminar in Strategic Planning and Management)
PhD Educational Management
First Semester, AY 2022-2023
Professor: Montia Jamilah D. Sarip, PhD
Assigned Topics: PROJECT MANAGEMENT CONCEPT (Overview, Management
Spectrum and Factors Affecting Team Organization)

PROJECT MANAGEMENT CONCEPT

I. OVERVIEW
Project
A project as a temporary endeavor undertaken to create a unique product, service, or
result. The temporary nature of projects indicates a definite beginning and end. The end is
reached when the project’s objectives have been achieved or when the project is terminated
because its objectives will not or cannot be met, or when the need for the project no longer
exists.

A project is an activity that:


is temporary having a start and end date
is unique
brings about change

has unknown elements, which therefore create risk

A project is a problem scheduled for solution. —J. M. Juran

The Project Manager


A person with a diverse set of skills –management, leadership, technical, conflict
management, and customer relationship – who is responsible for:
initiating,
planning,
executing,
controlling,
monitoring,
and closing down a project.

A successful Project Manager must simultaneously manage the four basic elements
of a project:
resources,
time,
money,
and most importantly, scope.

Project Attributes
temporary in nature
not an everyday business process
have definitive start dates and end dates.
BASIC ELEMENTS OF PROJECT
 Project scope – Have all the project requirements (i.e., deliverables) been completed?
 Project cost – Is the cost of the project close to the amount the customer has agreed
to pay?
 Schedule – Was the project completed on time?
 Customer satisfaction – Is the customer happy with the quality of the project?

II. MANAGEMENT SPECTRUM

Process of Project Management


 Project management is the application of knowledge, skills, tools, and techniques applied to
project activities in order to meet the project requirements. Project management is a process
that includes planning, putting the project plan into action, and measuring progress and
performance.

 Project management is “the application of knowledge, skills, tools and techniques to project
activities to meet project requirements”.

Steps in Managing a Project


 Define the problem
 Develop solution options
 Plan the project
 Execute the plan
 Monitor and control progress
 Close project
Process Groups and Processes
Initiating defines and authorizes the project or a project phase.
Planning defines and refines objectives and plans the course of action required to
attain the objectives and scope that the project was undertaken to address.
Executing integrates people and other resources to carry out the project
management plan for the project.
Monitoring and controlling regularly measures and monitors progress to identify
variances from the project management plan so that corrective action can be taken
when necessary to meet project objectives.
Closing formalizes acceptance of the product, service, or result and brings the
project or a project phase to an orderly end.

III. FACTORS AFFECTING TEAM ORGANIZATION


A team is a collaboration of people with different personalities that is led by a person
with a favored leadership style. Managing the interactions of these personalities and styles as
a group is an important aspect of project management.

RELATIONSHIPS
Trust is the foundation for all relationships within a project. Without a minimum
level of trust, communication breaks down, and eventually the project suffers in the
form of costs increasing and schedules slipping.
Contracts and Trust Relationships a relationship of mutual trust within the context
of a project is a commitment to an open and honest 152relationship. There is nothing
that enforces the commitments in the relationship except the integrity of the people
involved.
EMOTIONAL INTELLIGENCE
Emotions are both a mental and physiological response to environmental and internal
stimuli. Leaders need to understand and value their emotions to appropriately respond to the
client, project team, and project environment. Emotions are important to generating energy
around a concept, building commitment to goals, and developing high-performing teams.
Emotional intelligence is an important part of the project manager’s ability to build trust
among the team members and with the client.
PERSONALITY TYPES
Personality types refer to the differences among people in such matters as what
motivates them, how they process information, how they handle conflict, etc. Understanding
people’s personality types is acknowledged as an asset in interacting and communicating with
them more effectively.
LEADERSHIP STYLES
A leadership style reflects personal characteristics and life experiences.
Leadership style is a function of both the personal characteristics of the leader and
the environment in which the leadership must occur, and a topic that several researchers have
attempted to understand. Robert Tannenbaum and Warren Schmidt described leaders as either
autocratic or democratic (1958). Harold Leavitt described leaders as pathfinders (visionaries),
problem solvers (analytical), or implementers (team oriented) (1986). James MacGregor
Burns conceived leaders as either transactional (focused on actions and decisions) or
transformational (focused on the long-term needs of the group and organization) (1978).
LEADERSHIP SKILLS
Project managers need large numbers of skills. These skills include administrative
skills, organizational skills, and technical skills associated with the technology of the project.
LISTENING AND COMMUNICATION
One of the most important communication skills of the project manager is the ability
to actively listen. Active listening is placing oneself in the speaker’s position as much as
possible, understanding the communication from the point of view of the speaker, listening to
the body language and other environmental cues, and striving not just to hear, but to
understand.

NEGOTIATION AND PROBLEM SOLVING


When multiple people are involved in an endeavor, differences in opinions and
desired outcomes naturally occur. Negotiation is an important skill in developing support for
the project and preventing frustration among all parties involved, which could delay or cause
project failure.
CONFLICT RESOLUTION
Conflict on a project is to be expected because of the level of stress, lack of
information during early phases of the project, personal differences, role conflicts, and
limited resources. Although good planning, communication, and team building can reduce the
amount of conflict, conflict will still emerge.
INFLUENCE
Every organization is different in its policies, modes of operations, and underlying
culture. There are political alliances, differing motivations, conflicting interests, and power
struggles.
MOTIVATION
Motivation helps people work more efficiently and produce better results. Motivating
the team is accomplished by using a variety of team-building techniques and exercises. Team
building is simply getting a diverse group of people to work together in the most efficient and
effective manner possible. This may involve management events as well as individual actions
designed to improve team performance.

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