Subject: Managing Project Based Organisation
MPBO AUG16 DF1.4
Benefits of Project Management
How do projects differ from business-as-usual activities in your experience?
Name two benefits you have seen in your organisation from using project management?
Think of two unrealised benefits your organisation could gain through using PM more effectively?
Kelvin Oakes20 Aug, 2016 – 16:05:08
As has been thoroughly discussed in this thread, projects are deemed to be a necessary part of business development albeit a function that draws together the required persons to facilitate the completion of the project, where after these individuals will “disband” and the “project activity” is ceased, or at least not repeated again (as opposed to a production process where the same work is repeated for a determined period).
In my experience, my organisation has used projects and project management to deliver our engineered solutions to clients. While most projects are very similar in execution and the desired outcome or functionality may deliver the identical solution to the layman observer, no two projects are ever identical. Project management is an essential part of our delivery to our clients as the development of the solution is extremely complex and many aspects need to be verified and validated. Adding the Functional Safety component to the solution requires the highest order of discipline for project management. Even the slightest shortcut or oversight can result in a catastrophic failure of the solution to deliver correctly, and in a worst case scenario, create an undetected hazardous situation (injuring or fatally wounding an operator during the solutions lifecycle).
In my experience, poorly or badly managed projects will result in overrunning deadlines or result in financial blowouts. Usually these two undesirables will go hand in hand. Any undertaking to a client or end user that includes penalties to the supplying organisation for late delivery should really employ highly level project management without question to guide the delivery process. Competent and disciplined project management is the only way that we can deliver our engineered solutions professionally.
I count myself lucky that members of my cohort use project management for “internal” company undertakings in a once off fashion (true to the project definition) as I feel that I will learn so much more about the planning and implementation phase than I could in my somewhat repetitive environment where we tend to repeat what worked well from a previous instance.
MPBO AUG16 DF1.6
Project Life Cycle
Briefly describe the project life cycle as used within your organisation. How does it compare to the model we have just reviewed?
How does the internal working environment of your organisation impact managing projects your are involved with?
• Ratnam Venkateshwar1 Aug, 2016 – 20:34:08
In the project life cycle process (Meredith et al 2014, p17) followed in our organisation, transition from one phase to the next generally involves the completion of a set of specific activities or some kind of technical delivery or handoff. Generally, the requirements specified within the phase are completed before moving on to the next phase. The process groups provide guidance on applying the plan-do-check-act principles on activities, processes, project phases, and any other activity that requires planning-executing-checking. The project management life cycle assists our organisation in narrowing the project’s focus, keeping its objectives in order and finishing the project on time, on budget and with a minimum of variations.
The project manager usually has a dual responsibility in our organisation. On the one hand, the project manager is responsible for the project to the project’s sponsor. On the other hand, the project manager is also responsible for personal and professional performance to his or her own department. As the project manager has to get the quality of information and service that is needed, it is necessary to maintain good relations and communication. That is to say, the project manager must maintain a favourable and positive environment involving all parties serving the project.
Reference:
Meredith, J.R, Mantel, S.J & Shafer, S.M (2014), Project Management: A Managerial Approach, 9th Ed, John Wiley & Sons, NJ
MPBO AUG16 DF2.2
Project Justification
Briefly familiarise yourself with the AURIZON website; http://www.aurizon.com.au/
Noting the winning justification used to approve SPARTA for the AURIZON Track-Side Safety Initiative, reflect on the following:
Would you have made the same decision based on the productivity rather than the safety improvement to be gained?
Is there a place for ethical debate in these types of project business case arguments?
Kelvin Oakes20 Aug, 2016 – 16:47:08
As a certified Functional Safety Engineer myself, the topic of safety business cases are close to my heart. Much of my time is spent designing methods to make processes safer without being an impost to production. While this can be achieved, there are times where it is simply much safer to disable or inhibit a machines operation before workers can interface with them.
An employer is legally bound to provide a safe workplace for employees. Should a decision be made to continue with production while safety is at risk, the employer is risking a legal case and possible incarceration should persons be injured or killed. This is not to mention the risk to the organisational brand, shareholders and possible trading license. On BP’s website (http://www.bp.com/en/global/corporate/about-bp/people-and-values/our-values.html) it is stated that “Safety is good business”. I am sure the shareholders would have preferred BP to come to this realisation before having to sell off refineries in the USA to cover the costs of the Gulf of Mexico spill (https://www.theguardian.com/business/2012/aug/13/bp-sells-californian-refinery-carson) due to their abhorrent safety record (mere years previously, there was an explosion at the Carson refinery).
“If you think safety is expensive, wait until you have an accident” – Dr Trevor Kletz (Chemical Process Safety Expert)
I could not consciously place people, assets or the environment at risk of harm in the sole pursuit of production. We should be compelled to find solutions that balance these sometimes competing facets or at least implement as many mitigating or correctional efforts as is needed to reduce risk as low as is reasonable possible (e.g. if you must use plastic, could you contribute to the recycling or repurposing effort? Could this become an additional income stream?).
MPBO AUG16 DF2.5
• Why do you think managers underutilise project selection models?
• On what basis are their decisions being made if not on the model outputs?
• Can you give an example from your own experience?
Ravi Emmanuel19 Aug, 2016 – 12:28:08
Managers may underutilise project selection models for many reasons such as Self-interest, lack of understanding, subjective decision making and personal risk, cashflow problems numeric models are difficult to understand, some of them involve tedious calculations and complicated computational problems.
Most of the managers prefer quick Profit, time frame and easy to use methods.
I was involved in a project to introduce a software package to be used as one stop shop for all clients and property details and statistics. Reason being we wanted to get rid of the many spreadsheets we currently have as it takes too much time and human resources to manage. I formed a small team to be working on this project with the software company. We planned well in terms of budget, time, implementation, data information and areas to be incorporated into the software. Although we expected some delay in implementing the program, it was all well communicated, tested and implemented in the agreed time.
MPBO AUG16 DF3.4
Project Management Skills
Attributes of a Successful Project Manager http://www.synquis.com/blog/attributes-of-a-successfulproject-manager
Based on the attributes discussed in the link above, what skill categories do you consider to be essential when selecting a Project Manager? What is the basis to your selection?
• Ratnam Venkateshwar13 Aug, 2016 – 11:40:08
Based on reading the blog (Synquis 2015), in my opinion, some of the attributes that a project manager must possess are:
– Command authority naturally
– Possess quick scrutinizing abilities, knowing what to note and what to ignore
– Set, observe, and re-evaluate project priorities frequently
– Ask relevant questions and listen to stakeholders
– Do not use information as a weapon or a means of control but communicate clearly, completely, and concisely
– Adhere to predictable communication schedules
– Possess expertise in project management as applied to a particular field
– Exercise independent and fair consensus-building skills when conflict arises
– Cultivate and rely on extensive informal networks within and outside the organisation
– Solve problems that arise
These characteristics are considered crucial because the need an effective project manager demands the same importance as the pursuit for the next project. Each project raises new challenges for project managers and the skills, talents and diplomacy will help tackle its challenges. A good project manager not only has to have all of these qualities but also know when to employ them and to what extent. The role of a project manager is crucial for a successful project and the above listed qualities are necessary ensure the effectiveness for implementing the project.
Reference:
http://www.synquis.com/blog/attributes-of-a-successful-project-manager
MPBO AUG16 DF3.6
Project Communications
http://www.projecttimes.com/articles/managing-international-teams-theimportance-of-cultural-management-and-communications.html
In a 2011 online article Ilias Korkondilas writes about “Managing International Teams: The Importance of Cultural Management and Communications”, and how contemporary projects must fit within geographically dispersed organisations and this brings challenges.
Contrast the prime law for projects, ‘Never surprise the boss’, with the corporate adage ‘Bad news never travels up’.
What does this mean in the context of how your organisation communicates issues?
Is this related to organisational culture mix?
• Ratnam Venkateshwar14 Aug, 2016 – 20:20:08
‘Bad news never travels up’ reflects the fact that many project managers do try to hide things. Unfortunately, the fact is that for project managers, the bad news always gets out eventually, generally after the bad news has annoyed enough to get worse. The project manager then has a dual problem because he or she now has to do damage control on a problem in an environment of distrust from management. ‘Never surprise the boss’ is a much better way to handle situations. In so doing, the project manager will build strong relationships where problems are openly discussed and solved in a collaborative, interfunctional manner.
Working in the manufacturing sector, some of the projects that I have dealt with are relatively medium to long-duration. In that context, it is critical there must be flow of accurate information from line and project-managers executive management, concerning the status of the projects. The project members in a long-duration project do not usually like to pass bad news upward sooner than it is necessary and this depends on the organisations culture. If a project’s schedule is slipping badly or its budget being consumed at a high rate, the line supervisors & middle managers expects there will be consequences. The cultural management (Korkondilas 2011) is crucial for promoting equality and positive team spirit, no matter the origins and the make up of the team.
Reference:
Korkondilas, I (2011), http://www.projecttimes.com/articles/managing-international-teams-the-importance-of-cultural-management-and-communications.html
MPBO AUG16 DF4.2
Conflict Impacts
View the video ‘Conflict Management in the Project Environment: Views and Causes’
Select what you consider to be the three most important key points. Why did you select these? Were they personally experienced? How are these likely to impact on the role of a Project Manager?
Ravi Emmanuel31 Aug, 2016 – 15:03:08
In the modern world, during day-to-day interactions, there will invariably be conflicts that one needs to contend with. Differences will arise and while most of those can be dealt with easily and professionally, there will be times where team members cannot resolve their problems as quickly as one would have hoped. Conflicts themselves can manifest at virtually any level in a corporation. From the lower teams of the corporate structure to the highest parts of the executive ranks, differences of opinion can and do appear, mostly as a result of a disagreement on design or strategy or due to competing objectives. Conflict naturally arises in many team working environments, especially when the team members come from diverse backgrounds and experience. Conflict isn’t always a negative situation. Working through conflict helps strengthen the relationships between the team members and may promote a respect for other opinions in the workplace. By learning to manage conflict helps create a positive result out of the disagreements. There are some simple steps to be considered before a project takes off
Firstly, guidelines need to be established on handling differing opinions before the project begins. Emphasize respect for all members of the team. Review communication methods and the significance of communicating with the team throughout the project.
Secondly specific goals, timeline and priority for the tasks to complete the project need to be identified at the beginning of the project.
Address any sources of conflict when they arise instead of allowing them to grow into larger problems. Discuss the cause of the conflict and work through possible solutions.
Listen actively to all members of the group to understand where they are coming from in the conflict. Instead of thinking of how you’re going to respond, listen to everything the other team members say and acknowledge how they are feeling.
Phrase your response in terms of “I” statements. Share how you feel and see the situation instead of pointing out what the other people are doing wrong. For example, you might say, “I feel the project budget is out of control,” instead of, “You’re spending too much money from the project budget.” This reduces the sense of blaming one another that may lead to more conflict.
Work as a team to sort through the possible solutions and create an action plan going forward. Try to compromise or collaborate on a reasonable solution to avoid further tension or conflict between the team members.
Ask for a supervisor or colleague to mediate if you are unable to resolve the conflict within the team. Get input from people outside the group who have a different perspective since they are so invested in the project.
MPBO AUG16 DF4.6
Win-Win Really?
Comment on the statement,
“A project without healthy conflict will fail to realize all the benefits of having a team with diverse skills working together.”
Given that many conflicts are the result of different parties having different interests, how is it possible to achieve a win-win situation? Can you give an example from your own experience?
• Ratnam Venkateshwar27 Aug 2016 – 08:04:08
Many people and organizations view conflict as a negative, or something to be avoided. Yet conflict, differences, or disagreements are a natural result of people working together. Also, without conflict, teams can become complacent and not perform at optimum levels. Conflict arises from the clash of perceptions, goals or values in an arena where people care about the outcome (Alessandra 1993, p92). The challenge for the project manager is to facilitate through it. The two key goals for a group leader are to remain impartial and to facilitate understanding among the group members. If the management of that conflict is not effective, it can totally disrupt the entire group process.
For obvious reasons, the win-win result of consensus or collaboration is the most rewarding for all parties involved. However, it is not always the best approach and the most difficult of all styles to achieve due to the high amount of participation, cooperation, and time required by the project manager and members/stakeholders. When assessing what conflict resolution strategy to use, one must consider the impact and energy the efforts will make. For example, in our organization, coming to a consensus is a valued way of working and making decisions together.
Reference:
Alessandra, T. & Hunsaker, P. (1993), Communicating at Work, NY: Fireside Publishers, p92
