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tc.. Output Exercise Tight schedule, a lot of works, no additional resources etc. Send products correctly Past (Cause) Present (Effect) Problem - Two Staffs - Products - Order Information - Send the products to ordered place as soon as possible with no check. Sent products to in-correct place PMBOK Processes for problem solving Input Tools & Technique Output If you get the wrong input, the output should be wrong in correct process. Cf. Garbage in, garbage out. (GIGO) This part correspond to the process. If you take inefficient process, output will be poor. If there are some variances between the goal and the output, you have some problem. Constraint conditions Goal Problem Past (Cause) Present (Effect) 2. Project Initiating 2.1 Project Initiation 2.1.1 Definition of Project Initiation(1)  Project Initiation is the first process group in project.  You need to understand project goal.  You may need to convince stakeholders.  So, Project Charter is needed.  You need to communicate well with stakeholders of the project.  Good communication depend on the perception through shared experiences. Output Definition of Project Initiation(2)  Project Initiation is the process to be authorized officially at the beginning of a new project. Input Tools & Technique - Business Case - Enterprise Environmental Factors - Statement of Work - Organizational Process Assets - Expert Judgment Project Charter 1. Purpose 2. Objectives 3. Requirements 4. Risks 5. Milestone 6. Budget : 2.1.2 Make sure final project goal / purpose  Project has several goals.  Project is one of the measure of business goals. It is needed to understand the relationship between goal and measure.  Please ask these questions as follows;  “What is the final goal of this project?”  “What is the objectives in this project?”  “What for?”  The best way to get these information is to go to client office and communicate directly. 2.1.3 Characteristics of Effective Goals  Goals should be specific and written  Goals should be quantitative not qualitative  Goals should be challenging yet achievable  The set of goals should be mutually reinforcing  Goals should focus on both ends and means  Goals should be time bound 2.1.4 Goals Should Be SMART  Specific  Measurable  Attainablebut Challenging  Results Oriented  Time bound  If your supervisor asked you as follows, how do you organize these goals? "Develop a new order-receiving and delivery system to achieve these goals.“ ① improve of customer satisfaction ② speed up the operational process ③ make associates skilled up ④ satisfy the QCD (Quality, Cost, Delivery) ⑤ raise profit margin Exercise Sample Contents of Project Charter 2.2 Identify Stakeholders  Identify all people and organizations impacted by the project, and document relevant information regarding their interests, involvement, and impact on project success. Input Tools & Technique Output 1. Project Charter 2. Procurement Documents 3. Enterprise Environmental Factors 4. Organizational Process Assets 1. Stakeholder Analysis 2. Expert Judgment 1. Stakeholder Register 2. Stakeholder Management Strategy Cf. Additional point  Recognize constraint conditions  Constraint conditions restrict both inputs and processes  Identify constraint conditions gives you;  Policy of the project  Creativity  Priority  Negotiation power  Customer satisfaction 3. Project Planning 3.1 Project Planning 3.1.1 Overview Project Charter - Project Goal - Scope - Delivery time - Budget - Quality Integration Management Project Management Plan Scope Management Collect Requirements, Define Scope, Create WBS Time Management Define Activities, Sequence Activities, Estimate Activity Resources, Estimate Activity Durations, Develop Schedule Cost Management Estimate Cost, Determine Budget Quality Management Plan Quality Human Resource Management Human Resource Plan Communication Management Plan Communications Risk Management Plan Risk Management, Identify Risk, Perform Qualitative/Quantitative Risk, Plan Risk Responses Procurement Management Plan Procurements Project Plan 3.1.2 Importance of Planning (1) E xc e s s iv e C o s t (% ) Gred Githens, “Financial Models, Right Questions, Good Decisions” PM Network July 1998 Volime 12, Number7 -50 200 5 10 15 200 50 100 150 Planning cost (%) The relationship between planning cost and excessive cost of 31 project in NASA 2.7 76.5 7.3 20.4 11.9 14.1 0 10 20 30 40 50 60 70 80 0-5%(14PJ) 5-10%(8PJ) 10-15%(7PJ) Planning Cost Ecessive Cost Importance of Planning (2) Gred Githens, “Financial Models, Right Questions, Good Decisions” PM Network July 1998 Volime 12, Number7 3.1.3 Develop Project Management Plan First of all, it is needed to develop project management plan. Project Management Plan is the plan for the way to manage your project which includes below but not limited to; Change management plan Configuration management plan Key management reviews for content, extent, and timing to facilitate addressing open issues and pending decisions. 3.1.4 How to execute management cycle? PLAN DO CHECK ACT  The key to manage well is to run the basic management cycle which is called “PDCA” as follows; Project Management Plan Scope Management Plan Time Management Plan Cost Management Plan Quality Management Plan Human Resource Management Plan Communication Management Plan Risk Management Plan Procurement Management Plan 3.2 Create Management Plan Plan the way to manage each plan 3.3 Collect Requirements  The process of defining and documenting stakeholders’ needs to meet the project purpose. Project Charter 1. Project background 2. Project purpose 3. Measurable objectives - Quality - Cost (Budget) - Delivery (Milestone) 4. System configuration 5. WBS 6. Organizational chart 7. Appendix Requirements Documentation 1. Business needs 2. Project purpose 3. Project objectives 4. WBS deliverables 5. Product design 6. Product development 7. Test scenarios 8. More detail requirements 3.3.1 Interview skill  Interview skill is the core skill in Collect Requirements.  Generally, listening is hard work for person;  Rush to action  Speed difference: speaking 135-175 WPM, can listen at 400-500 WPM  Lack of training  So, you need to train the both skills for effective collect requirements. 3.3.2. Basics of Interview Skill  Open Question:  Question which start from the words “What, Why, Who, When, Where, How, How many, How much, How long?” etc.  Closed Question  Question which start from the words “Do you ～?/Are you”  A closed question can be answered with either 'yes' or 'no'.  Combine these two questions to get more information from your clients. 3.3.3 Active Listening  Put the speaker at ease. Smile!  Make eye contact, ask questions, take note.  Show that you want to listen.  Exhibit affirmative head nods and appropriate facial expressions.  Paraphrase  Avoid interrupting the speaker. Don’t over talk!  Use the starter question when you start the interview.  “Has business been busy today?” “May I ask a question now?”  Yes-Taking Question: Ask question what the answer should be “yes” to make the atmosphere positive.  “We set the dead line at the end of next month at the last meeting, wasn’t it?” “Yes, we did.” 3.4 What is Scope?  Scope means “range" of the products or services in a project. What to make? What to do? Project ･Web Site System ･ID Management Function ･Confirmation Mail Function etc ･Make PM Plan ･Manage Quality ･Write a Final Report etc Product Scope Project Scope 3.4.1 Scope Management Planning  As scope is quite important for the project, scope should be managed throughout the project.  Scope can be changed little by little in a project, which is called “Scope Creep.”  To avoid it, you need to plan the process of change management.  It is safe to suppose that scope will change during project. So, scope management plan need to have the process 3.5 Create WBS(1)  WBS (Work Breakdown Structures) is a systematic structure which is break-downed the project deliverables and processes. 1  Project Management 1.1  Planning 1.1.1  Scope Statement 1.1.2  Activity List 1.1.3  Resource Plan 1.1.4  Time Estimate 1.1.5  Cost Estimate 1.1.6  Risk Analysis  1.1.7  Schedule 1.1.8  Project Management Plan 1.2 Executing 2  Design New System PM Sub-System1 Level 0 Level 1 Level 2 Level 3 100％ Rule Work Package (WP) System Transfer Development Sub-System2 Create WBS(2) 0 1 2 3 3.1 3.2 TestProgrammingReviewDesign 3.2.43.2.1 3.2.2 3.2.3 Decomposition New System Sub-system1 TestProgramming Test Specification Development Migration Sub-system2 Level of Work Package depends on the purpose. ・Can you understand the elements of WBS? ･How often do you check progress? ･Is it clear division of roles? ･Does work package need more accurate estimation? Development Assistance Design 0 1 2 3 2.1 2.2 2.2.1 2.2.2 2.2.3 2.2.4 Create WBS(3) 3.6 Develop Schedule Define Activities Estimate Activity Durations Develop Schedule Plan Risk Management Estimate Activity Resources Sequence Activities Estimate Costs Develop Human Resource Plan Plan Quality Determine Budget Define Scope Create WBS 3.6.1 Overview Define Activities Sequence Activities Estimate Activity Duration Develop Schedule Estimate Activity Resources Integration Management Estimation 3.6.2 Define Activities Order- receiving system System Structure Design Program Structure Design ・・・ WBS Feedback the change to WBS System Development Sub- system Activity 1 Activity 2 Order- receiving system System Structure Design Analysis Design Review User Interface Design Analysis Design Review 3.6.3 Sequence Activities  Identify and document relationships among the project activities. Input Tools & Technique Output 1. Activity List 2. Activity Attributes 3. Milestone List 4. Project Scope Statement 5. Organizational Process Assets 1. Precedence Diagramming Method (PDM) 2. Dependency Determination 3. Applying Leads and Lags 4. Schedule Network Templates 1. Project Schedule Network Diagrams 2. Project Document Updates 3.6.4 Precedence Diagramming Method (PDM)  Describe the activity as a node and connect it with the other using allow to express sequence relationship. PDM can describe four dependent relationships. ① Finish to Start (FS) ：The initiation of the successor activity depends on the completion of the predecessor activity. ② Finish to Finish (FF) ：The completion of the successor activity depends on the completion of the predecessor activity. ③ Start to Start (SS) ：The initiation of the successor activity depends on the initiation of the predecessor activity. ④ Start to Finish (SF) ：The completion of the successor activity depends on the initiation of the predecessor activity. A B A B A B A B ① ②③ ④ 3.6.5 Dependency Determination  To define the sequence among the activities, three types of dependencies are used; 1. Mandatory Dependencies:  Dependencies that are contractually required or inherent in the nature of the work. 2. Discretionary Dependencies:  Dependencies which can be determined sequence of activities discretionary. 3. External Dependencies:  Dependencies that are controlled by outsider. 3.6.6 Estimation Collect Requirements Size Productivity Worker-hour Duration Cost Scope of estimation Objectives of estimation (1) Sizing Collect Requirements Size Scope of estimation Number of requirements Number of steps (LOC: Lines of code) Number of functions (FP: Function point) Number of pages Number of I/O Number of interface (2) Estimate Productivity  How to estimate the productivity?  Productivity means the amount of output per hour/day/month.  To get the productivity, the past data are used.  Over 30 data are desired to get the reliable average productivity. (You need to modify it depends on the skill level of team members.) Size Productivity Worker-Hour ＝ (3) Estimate Worker-Hour  After you estimate the size and productivity, you can calculate worker-hour using the formula. Size Productivity Worker-Hour ＝ (4) Estimate Activity Duration Number of Workers Duration ＝ Worker-Hour  Estimate Activity Durations is the process of approximating the number of work periods needed to complete individual activities with estimated resources. (5) Estimation Framework Phase Business Talks Collect Requirement System Design Type of Estimate Order-of- magnitude estimate Preliminary estimate Definitive estimate Tools and Technique of Estimating Top-Down Estimating Parametric Estimating Bottom-Up Estimating Accuracy Estimation －30～＋50％ －15～＋30％ －5～＋15％ 3.7 Critical Path Method  Based on the estimated duration, calculate the theoretical Early Start and Early Finish dates, and Late Start, Late Finish dates.  The critical path is the longest path throughout the project. The float of critical path should be zero.  Project manager have to focus on the critical path to manage  Critical path can change to the other path in a project. So, project manager need to monitor near-critical path as well. Exercise : Critical Path Method A 12 B 8 C 6 D 11 E 10 F 7 H 5 G 9 I 4 J 3 Calculates here ES EF 1 12 13 20 13 18 19 25 26 34 19 28 21 31 Activity Predecessor activity Successor activity Duration Early Start Early Finish Late Start Late Finish Total Float Ａ － Ｂ、Ｃ 12 1 12 Ｂ Ａ Ｄ 8 13 20 Ｃ Ａ Ｅ，Ｆ 6 13 18 Ｄ Ｂ Ｈ，Ｊ 11 21 31 Ｅ Ｃ Ｈ、Ｊ 10 19 28 Ｆ Ｃ Ｇ 7 19 25 Ｇ Ｆ Ｊ 9 26 34 Ｈ Ｄ，Ｅ Ｉ 5 Ｉ Ｈ － 4 Ｊ Ｇ、Ｄ、Ｅ － 3 3.8 Critical Chain  Critical Chain is the method of shorten the project duration. A: B: 7 Days 14 Days 5 Days ? Task Buffer 5 Days 10 Days Project Buffer A: Process 4 5 6 7 8 9 10 11 Event ▲Server ▲Client Meeting Training for user ▲Requirement Definition ▲Program Design ▲Delivery Personnel 6 6 6 6 8 8 8 6 Review Master Schedule Date：20XX,Mar,25 Planner：xx Div) VinhDuration ：20XX,Apr,1～20XX,Nov,30（8months） System Development Project for X cop. ▲Test Planning ▲ ▲ ▲ ▲ ▲ ▲ ▲ ▲ Note： System Analysis Interface Design System Design Program Design Programming Program Test Integration Test Operation Test System Test 3.9 Develop Master Schedule 3.10 Estimate Activity Resources  Estimate the type and quantities of material, people, equipment, or supplies required to perform each activity. Input Tools & Technique Output 1. Activity List 2. Activity Attributes 3. Resource Calendars 4. Enterprise Environmental Factors 5. Organizational Process Assets 1. Expert Judgment 2. Alternatives Analysis 3. Published Estimating data 4. Bottom-Up Estimating 1. Activity Resource Requirements 2. Resource Breakdown Structure 3. Project Document Updates 3.11 Cost Planning 3.11.1 Cost Schedule  Estimate Costs  The process of developing an approximation of the monetary resources needed to complete project activities. Input Tools & Technique Output 1. Scope Baseline 2. Human Resource Plan 3. Enterprise Environmental Factors 1. Expert Judgment 2. Analogous Estimating 3. Parametric Estimating 4. Bottom-Up Estimating 5. Three-Point Estimates 1. Activity Cost Estimates 2. Basis of Estimates 3. Project Document Updates 3.11.2 Determine Budget  Determine Budget  The process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline. Input Tools & Technique Output 1. Activity Cost Estimates 2. Scope Baseline 3. Project Schedule 4. Resource Calendars 5. Contracts 1. Cost Aggregation 2. Reserve Analysis 3. Expert Judgment 4. Historical Relationships 5. Funding Limit Reconciliation 1. Cost Performance Baseline 2. Project Funding Requirements 3. Project Document Updates 3.12 Quality planning  Quality planning based on process and result.  Test is important, but process design and monitoring are more important. Input Tools & Technique Output 1. Scope Baseline 2. Cost Performa- nce Baseline 3. Schedule Baseline 4. Risk Register 5. Environmental Factors 6. Process Assets 1. Cost-Benefit Analysis 2. Cost of Quality 3. Control Charts 4. Benchmarking 5. Design of Experiments 6. Statistical Sampling 1. Quality Mana- gement Plan 2. Quality Checklists 3. Process Impro- vement Plan 4. Quality Metrics 5. Project Docu- ment Updates Sample Quality Planning HTML Cording Guidline Items Basic Rules Changed Overall Rule of file name Usable caracter : 0-9, a-z, A-Z Don't use number and under bar ( _ ) at the top of file name. Items Basic Rules Changed File name Name the easy file name to know the contents at a sight. Verification Scope Over WindowsXP and InternetExplorer6, Mac OS10.4 and Forefox 2.0 Link Standardize the type of path (relative or absolute) Javascript It is prohibited to write javascript in HTML directly. Use external file. Files HTML HTML Cording Overall Exercise : Plan quality in your job Items Basic Rules Items Basic Rules Ovreall 3.13 Human resources planning  Identify and document project roles, responsibilities, and required skills, and creating a staffing management plan. Input Tools & Technique Output 1. Activity Resource Requirements 2. Enterprise Environmental Factors 3. Organizational Process Assets 1. Organization Charts and Position Descriptions 2. Networking 3. Organizational Theory 1. Human Resource Plan • Staff acquisition • Resource calen- dars • Staff release plan • Training needs • Recognition & rewards 3.13 Human resources planning D - Do; R - Review; A - Approve; I - Informed; T - Translate;- Omitted 3.14 Communication Planning  Customer satisfaction depends on the quality of communication.  At first, stakeholder analysis is needed.  How about the knowledge and skills?  Who is the key person?  Are there any hidden stakeholders like “top management,” “other division’s staff.” Plan Communications  The process of determining the project stakeholder information needs and defining a communication approach. Input Tools & Technique Output 1. Stakeholder Register 2. Stakeholder Management Strategy 3. Enterprise Environmental Factors 4. Organizational Process Assets 1. Communication Requirements Analysis 2. Communication Technology 3. Communication Models 4. Communication Methods 1. Communication Management Plan 2. Project Document Updates Sample of Communication Plan No Meeting Type Purpose Frequency Host Attendance 1 Phase Meeting Decision Making Anytime in needed Client Client, PM, Sales 2 Team Meeting Progress Assessment Once in a week PM PM, Project members 3 Morning Meeting Know each other, good communica- tion Every morning PM PM, Members Exercise In this project, we will use e-mail as a main tool for communication. The purposes of using e-mail are as follows; 1) Distribute information accurately, 2) Record the information, 3) Avoid interruption 3.15 Risk Planning 3.15.1 Definition of Risk  What is a risk?  Uncertainty which will be able to make a good or bad impact on the project.  Project includes a lot of risk.  You need to proceed almost all process in the project considering risk. Mini Question  How to deal with the risk as follows;  You plan to have a home party next weekend.  But you don’t know how many people will come.  Now, you consider to prepare drink and food for 10 people.  It will be too much if you have only 5 people.  It will be too small if you have 15 people.  But you can’t confirm how many people will come in advance. (Uncertainty will be kept.)  Please find out the best way to avoid the risk under uncertainty. 3.15.2 Whole process of Risk Management (2) Identify Risks (3) Risk Analysis Quantitative Qualitative (4) Plan Risk Responses Project Plan Risk Plan (5) Monitor and Control Risks Responses Plan still work? Are there any new risks? Do your risks changed? etc.. (1) Risk Management Plan Manage repeatedly ! Plan at first 3.15.3 Risk management plan  Plan Risk Management  The process of defining how to conduct risk management activities for a project. 1. Restraint Conditions 2. Scope Statement 3. Schedule/Cost Management Plan 4. Communication Plan 5. Organizational Process Assets etc.. Planning Meeting and Analysis Risk Management Plan •Methodology •Roles and responsibilities •Budgeting •Timing •Risk categories 3.15.4 Identify Risks  Determining the risks which may affect the project and document their characteristics. CategoryS is Risk Driver Risk System ・Request is unclear. ・It may be delay to fix requirement. ・Size of system is big. ・Estimation may be difficult. ・Quality requirement is high. ・It may be schedule delay. Technical ・Use new technology. ・It may take many time for trouble shooting. ・Use package software. ・It can be difficult to customize it. Organizatio n ・End use can’t join the project. ・It can be difficult to cover all users needs. ・There are not enough system engineer in the project. ・The project can be delayed. 3.15.5 Perform Risk analysis Probability High Many times occurred in the past Middle Several times occurred in the past Low Never or few times occurred in the past Impact Level High Company have to deal with it. ( Lose all profit, Bring lawsuit, Have a press conference for appology etc.. ) Middle Other project team or division need to help the project to solve the problem. Low Project team or members can solve ploblems using their own baffer. Big Middle Small High A Ａ B Middle A Ｂ C Low B Ｃ C Impact Probability 3.15.6 Plan Risk Responses  Plan Risk Responses is the process of developing options and actions to enhance opportunities and to reduce threats to project objectives. Avoid Transfer Mitigate Accept Risk Management Plan Risk register Risk-Related Contract Decisions Contingence Plan New Risk Risks which are remained. Risk Management Plan, Risk Register 3.16 Procurement Planning 3.16.1 Plan Procurements  Procurement planning start from “make or buy analysis.”  It your project decide to buy, you need to meet with good seller.  The basic measure to do so is to make the document like “Request For Proposal (RFP).”  RFP is nearly equal document to Project Charter which includes project goal, output, budget, and due date for provable seller. 3.16.2 How to manage procurement risk?  Contract Types determine the risk which is shared between the buyer and seller.  Project manager need to understand the basic specification of contract types as follows; FFP FPI CPIF CPFF Seller’s Risks Buyer’s Risks High High Low Low 4. Project Executing 4.1 Project Executing 4.1.1 Direct and Manage Project Execution  Perform the work defined in the project management plan to achieve the project’s objectives. Project Plan Execute Output 1. Deliverables 2. Work performance information 3. Change request 4. Project management plan updates 5. Project document updates 4.1.2 Perform Quality Assurance  High quality output will come from good process.  Perform quality assurance use audit to make sure the planned process is executed appropriately. Audit to the process Enhance the Review Process standards Process Improvement ・ ・ ・ indicate Quality Process 4.2 Team Building 4.2.1 Acquire Project Team  Confirm human resource availability and obtain the team necessary to complete project assignments.  If it is clear that the human resources are not enough to execute, project manager have to explain about it to project sponsor.  Project manager need to have the negotiation to get additional staff. 4.2.2 Develop Project Team  Improve the competencies, team interaction, and the overall team environment to enhance project performance.  Project manager should acquire skills to identify, build, maintain, motivate, lead, and inspire project teams to achieve high team performance and to meet the project’s objectives. 4.2.3 Team Building Activities  Forming  Team meets and learn about the project and what their formal rules and responsibilities are.  Storming  Team begins to have different opinion and address the project work, technical decisions, and PM approach.  Norming  Team members begins to understand and adjust work style and behaviors.  Performing  Team reach the performing stage function as a well- organized unit.  Adjourning  Team completes the work and moves on from the project. 4.2.4 Manage Project Team  "Project team organization" secures human resources necessary for the completion of the project.  Tracking team member performance, providing feedback, manage conflict, keep performance better. 4.2.5 How to get better performance? Comulative number Base Line Intervention Record of comulative number of two teaching assistant work planned/performed 32 28 24 20 16 12 8 4 1 2 3 4 5 6 7 8 9 10 11 12 13 32 28 24 20 16 12 8 4 1 2 3 4 5 6 7 8 9 10 11 12 13 　　：Number of work planned 　　：Number of work performed Student A （ Every week meeting ） （Week） （Week） Student B How to get better performance? (cont) Able Leader A Not Able Leader B Not Able Leader C 40 D : Direction C : Check F : Feedback ●: Clear message ○: Unclear message 50 second 30 second 50 second 20 0 10 20 30 40 0 100 10 20 30 D C F D C F D C F 4.3 Basic Group Concepts Roles •Vi trò, vị trí, trách nhiệm của từng thành viện trong nhóm. Norms and conformity • Luật định, thỏa thuận được chấp nhận và áp dụng. Motivation management • Động lực thúc đẩy Group size • Nhóm nhỏ hoàn thành công việc nhanh hơn. Nhóm lớn khắc phục sự cố nhanh hơn, khuynh hướng giảm gắn kết Group cohesiveness • Mức độ gắn kết giữa các thành viên, chia sẻ mục tiêu. Conflict management • Khác biệt là do đối lập hay chống đối. Mâu thuẫn chức năng giúp dự án phát triển, mâu thuẫn phi chức năng thì không. Informal communications • Các trao đổi thông tin không chính thức, ngoài quy định. 4.4 Motivation management 4.4.1 Complex motivation Under higher levels of light,... Under lower levels of light,... Productivity increased! Productivity increased! Hawthorne Works experiments (1927 to 1932) 4.4.2 Conditions for creating motivation Motivation is the process that triggers and sustains goal-oriented behavior and the function of it. Incentive Drive Sustained Needs, motives (internal factors) Purpose s, goals (external factors) B = P  S *B: Behavior P: Personality S: Situation Motivation 4.4.3 Motivation types The two types of motivation are intrinsic motivation and extrinsic motivation. Each can transform into the other. Intrinsic motivation Extrinsic motivation Focal point P (personality) S (situation) Orientation Process-oriented Result-oriented Merits - Ưu Sustainable Easy to get, instant Demerits –Nhược Difficult, takes time Not sustainable Each can transform into the other. B = P  S 4.4.4 Carrot-and-stick or participatory approach? 1. People usually do not like work and, whenever possible, will attempt to avoid it. 2. Most people must be coerced (ép buộc), controlled, ordered, or threatened with punishment to obtain their best performance. 3. People usually will avoid responsibilities, place security first, and display little ambition. Theory X assumptions 1. Normally, people view physical and mental effort at work is as natural as rest or play. 2. External controls and threats are not the only means of motivation. 3. Motivation depends on the rewards, including the most important rewards— satisfying ego (cái tôi) needs or fulfilling needs for self-actualization. 4. People usually are willing to take responsibility, given the appropriate conditions. 5. Each company has a pool of creativity, which is necessary for problem-solving, in most of its workforce. Theory Y assumptions 4.4.5 Types and hierarchy of needs Self- actualization Esteem Love and belonging Safety Physiological Desire for food and sleep Avoidance of uncertainty Desire for friendship and to belong to group Desire for recognition and respect Full commitment to realizing one's own potential through goals 4.4.6 Understanding social motives (1) Trying the challenge of moderately difficult tasks (2) Asking for feedback after an event (3) Taking responsibility for one's own decisions (4) Thinking the cause of a failure is insufficient personal effort (5) Tending to select colleagues based on capability instead of familiarity Achievement needs (1) Frequently making phone calls or sending e-mail (2) Making a lot of eye contact for a friendlier atmosphere (3) Often seeking approval from others in one's actions (4) Responding very negatively to those with different opinions (5) Easily feeling more anxious when evaluated by others (6) Tending to select colleagues based on familiarity instead of capability (7) Showing higher performance in group work, and effectively displaying one's ability by working cooperatively to give feedback Affiliation motives 4.4.7 Expectancy-Value theory (1) Setting attractive goals Motivation Expected chance of success Attractiveness of goal =  Motivation depends on the expected chance of success, which is subjective, and the attractiveness of the goal. Vroom's expectancy theory - Associated with a higher-level goal - May need a worthy cause Breaking down a goal into smaller and more concrete goals raises the "expected chance of success," a subjective value. (2) Setting goals at pertinent levels Achievement behavior Achievement need Probability of success Attractiveness of goal=  ( ) The best achievement behavior is obtained at a 50% probability of success for the goal. (It is important to set a goal that is moderately difficult—neither too easy nor too hard.) Atkinson's theory of achievement motivation 0.2  0.8 = 0.16 0.3  0.7 = 0.21 0.4  0.6 = 0.24 0.5  0.5 = 0.25 0.6  0.4 = 0.24 . . Maximum 4.4.7 Expectancy-Value theory (cont) 4.4.8 Raising intrinsic motivation Intrinsic motivation increases depend on the "feeling of competence" and "feeling of autonomy." Cognitive evaluation theory Intrinsic motivation Competence Autonomy Feeling of accomplishment 4.4.9 Gaining a feeling of accomplishment, depending on causal attribution A. I neglected cost management. C. It was inherently impossible to do the project for less than $10,000. D. Luck was not on my side this time. B. I am always too easygoing. Suppose you were the project manager in charge of a project with planned development costs of less than $10,000. However, costs exceeded the planned amount by $10,000. What was the cause? Answer this question intuitively. 4.4.10 Gaining a feeling of accomplishment in a process-oriented approach Small goal Success! Small goal Success! Feeling of accomplishment By breaking down a goal into more detailed goals, you can experience the feeling of accomplishment many times and raise intrinsic motivation. Feeling of accomplishment 4.5 Conflict Management 4.5.1 Definition of Conflict  Conflict is a form of interaction among parties that differ in interests, perceptions, and preferences.  A process that begins when one party perceives that the other has negatively affected, or is about to negatively affect, something that he or she cares about. 4.5.2 Sources of Conflict  Differences between interfaces in:  Values - moral, ideological, or philosophical outlook  Role Pressures - associated with each position is the set of activities and expected behaviors  Status Conflict  Personality Differences  Organizational Structure - overlapping functions, unclear responsibilities  Cultural Differences  Perceptions  Goals  Expectations  Deficient information that causes misunderstandings  Ambiguity when there are power or turf struggles  Competition over scarce resources 4.5.3 Causes of Conflict in Organizations  Organizational Structures  Specialization and Differentiation  Goal differences  Scarce/shared resources  Multiple authority relationships  Policies and procedures  Rewards  Situational Forces  Degree of interaction/interdependence  Need for consensus  Status differences  Communication  Ambiguous responsibilities 4.5.4 Consequences of Conflict (1)  Positive Consequences  Leads to new ideas  Stimulates creativity  Motivates change  Promotes organizational vitality  Helps individuals and groups establish identities  Increases group cohesiveness  Serves as a safety valve to indicate problems  Forces articulation of views and positions  Results in greater clarification of issues  Results in greater understanding of issues and individuals  Makes values and belief system of the organization more visible and concrete  Easier to see organizational priorities Consequences of Conflict (2)  Negative Consequences  Diverts energy from work  Threatens psychological well-being  Wastes resources  Creates a negative climate  Breaks down group cohesion  Can increase hostility and aggressive behaviors  Dysfunctional conflict reduces:  Productivity  Morale  Job satisfaction  Dysfunctional conflict increases:  Anxiety  Absenteeism  Turnover 4.5.5 Characteristics of Conflict  Behavior typical of conflict situations  Stereotyping  Overvaluation of one’s own group  Devaluation of the other group  Polarization on the issues  Distortion of perceptions  Escalation 4.5.6 Five Conflict Handling Styles A s s e rt iv e n e s s A s s e rt iv e U n a s s e rt iv e Cooperativeness CooperativeUncooperativeness Compromising Avoiding Competing ColWorkerating Accommodating 4.5.7 Conflict Resolution Styles  Avoiding: Recognizing the conflict exists , but react by withdrawing from or suppressing the conflict.Use when the issue is trivial; when you perceive no chance of satisfying your concerns; to let people cool down and gain perspective; and when others can resolve the conflict more effectively.  Dominating: (Competing) When one party seeks to achieve certain goals or to further personal interests, regardless of the impact on the parties to the conflict, he or she competes and dominates. Use when quick decisive action is vital. Conflict Resolution Styles (con.)  Compromising: When each party to the conflict must give up something, sharing occurs, resulting in a compromised outcome. Use when goals are important but not worth the effort of potential disruption of more assertive approaches.  Integrating: (ColWorkerating) When each of the parties in conflict desires to satisfy fully the concern of all parties, there is cooperation and the search for a mutually beneficial outcome. Use to find an integrative solution when both sets of concerns are too important to be compromised. Conflict Resolution Styles (con.)  Obliging: (Accommodating/Smoothing) Placing the opponents interest above your own. Use when you find you are wrong; when issues are more important to others than yourself; to build social credits for later issues; to minimize loss when you are outmatched and losing; and when harmony and stability are important. 4.5.8 Group Conflict  Group conflict is related to the effects of group membership on individual behavior  Tendency to believe whatever is believed in a strong reference group believe  Groups individuals strongly identify with tend to affirm them in important ways  With acceptance by group however comes expectations  To conform to values and behaviors acceptable to the group 4.5.9 Resolving Team Conflicts  Promptly let the people involved know how their conflict is affecting performance.  Set up a joint problem-solving approach to resolve the conflict.  Ask the people involved to present their viewpoints objectively.  Get agreement on the problem that needs to be solved.  Have each person generate possible solutions.  Get commitment on what each person will do to solve the problem.  Summarize and set a follow-up date to make sure the conflict has been resolved. 4.5.10 Some Interpersonal Skills Used in Managing Teams  Ask appropriate questions to stimulate ideas and discussion  Listen closely and intently to ideas and concerns  Manage group discussions to encourage everyone to participate  Establish an informal and non-threatening climate to stimulate open discussion  Use the consensus method to reach decisions on key issues Some Interpersonal Skills Used in Managing Teams (con.)  Involve team members in setting goals  Implement meeting guidelines to minimize wasted time in meetings  Encourage respect so all know their contributions are valued  Deal with dysfunctional behaviors immediately  Celebrate the achievement of milestones and accomplishments  Use recognition, assignments and other techniques to motivate team members 4.5.11 Guidelines for Achieving Consensus  Avoid arguing for your own rankings. Present your position as lucidly and logically as possible, but listen to the other members’ reactions and consider them carefully before you press your point.  Do not assume that someone must win and someone must lose when discussion reaches a stalemate. Instead, look for the next-most-acceptable alternative for all parties.  Source: Decisions, Decisions, by Jay Hall, Psychology Today, 11/71 Guidelines for Achieving Consensus (con.)  Do not change your mind simply to avoid conflict and to reach agreement and harmony. When agreement seems to come too quickly and easily, be suspicious. Explore the reasons and be sure everyone accepts the solution for basically similar or complementary reasons. Yield only to positions that have objective and logically sound foundations. Guidelines for Achieving Consensus (con.)  Avoid conflict-reducing techniques like coin-flips, majority votes, averages, and bargaining. When a dissenting member finally agrees, don’t feel that he must be rewarded by having his own way on some later point.  Differences of opinion are natural and expected. Seek them out and try to involve everyone in the decision process. Disagreements can help the group’s decision for a wider range of information and opinions increases chance that the group will hit upon more adequate solutions. 4.5.12 Resolving Conflict  C: Clarify the Issue the most important step  A: Address the Problem: Have a strategy for addressing the conflict  L: Listen to the other side  M: Manage you way to resolution 4.5.13 Amelioration of intergroup discrimination Summer camp experiment (1) They interacted as two separate groups. (2) The groups competed in sports and games, arousing feelings of competition. (3) An emergency that required a concerted effort by the two groups (failure in the water supply system) was created. Then , the groups had to solve the problem. Nasty relationship due to hostility and conflict 1 2 3 4 5 Friendly 20 40 C h ild re n i n e a ch g ro u p (%) Group A Group B both group became friendly with each other Intergroup discrimination ameliorated as 1 2 3 4 5 20 40 (%) Group A Group B C h ild re n i n e a ch g ro u p Introducing a superordinate goal that can be achieved only with a concerted effort by the groups was effective in ameliorating the intergroup discrimination or conflict. Not friendly FriendlyNot friendly 4.6 Assertive communication 4.6.1 Assertiveness Communication in which people convey their own feelings or thoughts while respecting the feelings and thoughts of others (where all communicating parties are considered important) Three communication types in assertion theory I'm sorry to have to bother you with this, but please review all 50 pages of this manual by the end of the day. - Non-assertive : All right... (Oh man, this is too much. I may have to work through the night.) - Assertive : If I review the manual, I won't be able to complete the report that is due today. Which job should get priority? - Aggressive : This request is too sudden, and I can't handle it! I've got a lot of other work on my plate so I'm really busy. It's definitely impossible for me to do! Project leader Team member 4.6.2 Assertiveness training DESC method For problem resolution, this method organizes in advance the contents of communication from the followings:  D (Describe) : Describe the situation objectively.  E (Explain) : Express your opinion with regard to D, and explain the effects subjectively.  S (Specify) : Suggest a solution or compromise.  C (Choose) : State a positive option (agree) and negative option (disagree) for the suggestion, and the actions for each option. 4.6.3 Example Suppose that one of the people attending a meeting has kept talking to express his opinions. Mr. XX, you've been talking for 15 minutes since the start of the meeting. (D) I need about 5 minutes for my progress report. Now, looking at the time left for the meeting, I may not be able to report my progress. Besides, Mr. YY also needs to present his report. (E) So, I suggest Mr. XX make a report individually to the project leader. (S) If we do so, the two of us giving reports can do so within the specified time. (C for a positive option as the result) If the individual reporting is going to be inconvenient, will you pick and report only the main points? (C for a negative option as the result) 4.7 Distribute Information  Distribute information is the process of making information available to project stakeholders as communication plan.  Distribute information is the key to build a good team.  Main element as a team is that team has regular communication each other.  If you distribute information correctly, team member easy to get the feeling as a team.  It is not good to distribute information to some members only except delicate information.  It is more effective to share bad news between team members as soon as possible to get their support. Project Monitoring & Controlling 5.1 Project Monitoring & Controlling 5.1.1 Overview  The process of tracking, reviewing, and regulating the progress to meet the performance objectives defined in the project management plan. Input Output 1. Project Manage- ment Plan 2. Performance Reports 3. Enterprise Environmental Factors 4. Organizational Process Assets Expert Judgment 1. Change Requests 2. Project Manage- ment Plan Updates 3. Project Document Updates 5.1.2 Verify Scope  The process of formalizing acceptance of the completed project deliverables. Document Software Inspection Accepted Document Software 5.1.3 Control Scope  The process of monitoring the status of the project and product scope and managing changes to the scope baseline.  The content of the process is as follows. (1) Project manager understands the change request (2) Assess the impact of variation from scope baseline. (3) Reflect scope change to the schedule, cost plan, quality plan etc. WBS also should be changed . Sample Form of Change Request Sample Form of Change Log  For effective change control, it is needed to use change log sheet. Change ID Date Submitted Cost / Schedule Impact Requested by: Description Status How to put change control into practice?  Although change control is very important process, it is not easy to be practiced.  You can do  Design the change control process in project planning with stakeholders.  To be understood the process, it can be efficient to make several chance to use this process for stakeholders as an exercise. 5.1.4 Control Schedule  Monitor the status of the project to update project progress and managing changes to the schedule baseline.  Project manager compare project schedule with work performance information.  It is very important to check the real performance. (Not to just believe the report. 5.1.5 Cost control  Monitor the status of the project to update the project budget and managing changes to the cost baseline.  PM will use the inputs as follows;  Project funding requirements  Work performance information 5.1.6 Using Earned Value (1) BAC Budget at Completion Report Day PV（Planned Value） AC (Actual Cost) EV（Earned Value） SV（Schedule Valiance） CV（Cost Valiance） ⑩VAC（Variance at Completion） EAC Estimate at Completion (= AC + ETC = BAC / CPI) ETC（Estimate to Completion） ① ② ③ ④ ⑤ ⑥ ⑦ ⑧ ⑨ Using Earned Value (2) ①PV Planned Value ②EV Earned Value ③AC Actual Cost ⑤SV Schedule Variance EV-PV SPI Schedule Performance Index EV/PV ⑥CV Cost Variance EV-AC CPI Cost Performance Index EV/AC ⑦BAC Budget at Completion ⑧EAC Estimate at Completion ⑨ETC Estimate to Complete EAC-AC ⑩VAC Variance at Completion BAC-EAC 5.1.7 How to report your performance?  Now, you write a design of new system.  The size of design paper is 100 pages and you have written 80 pages until now.  How do you report about your performance using %? 5.2 Manage Stakeholder Expectations 5.2.1 Basic tools  It is necessary to communicate and work with stakeholders to meet their needs.  In stakeholder management, the project manager leads communications using below;  Stakeholder register  Stakeholder Management Strategy  Issue Log  Change Log 5.2.2 Using Issue Log to manage problems  In project, a lot of problems occur.  To manage all, making issue log is effective way to manage problems.  Keep issue log in every meeting.  Issue log is a reins for project manager to manage well many problems. Issue Log (1) Trouble in module A (date - name) (2) Claim from customer about support system (date – name) etc.. 5.3 Monitor and control risks Lose Reduce Expand Risks Change New Risk Risk Risk Risk Risk Identify Risks Risk Analysis Plan Risk Responses Perform Risk Plan 5.4 Administer Procurements Buyer Seller Monitor and Control Procurements thorough the project CloseContract Project Management Review Report Case  Inspection and Audits are effective way to administer procurement. But in some case, you may have some trouble as follows;  In middle phase of project, buyer request to make an audit to check the schedule, seller denied it because of fixed price contract. How can you make an audit in such case? Project Closing 6.1 Close Project or Phase 6.1.1 Overview  Having inspection by your customer if your deliverables meet customer needs and contract.  The contract conclusion is done at each contract corresponding to the project.  Moreover, the review from the purchase acquisition plan to the contract management is systematically done, and information on the contract is collected. 6.1.2 Close Procurements  The process of finalizing all activities across all of the Project Management Process Groups to formally complete the project or phase. Project Management Plan Close Project Organizational process assets updates Close Procurements Closing Check List / Closure Guidelines Accepted Deliverables Deliverables 6.2 Assess the project  Make project final report for your organization.  Final report should be the document for lesson learned.  Good report point out the problems in process which are needed to be resolved for next other project.  Many stakeholders should be involved to write the report including PM, PMO, Sales manager etc.  Final report includes assessment of each processes and their actual performance. Sample Form of Project Final Report 6.3 Give the feedback to project members  One of the effective way to improve the motivation of project members for next project is giving feedback to them at the end of the project.  Feedback need to include some point as follows;  Appreciation of his/her contribution  His/her strong point  His/her weak point which can be improved in future  Having celebration party with your stakeholders! Conclusion  Although project management gives you systematic set of knowledge and skills, the application of PMBOK does not guarantee the project success.  Also, the goal of project is not the application of PMBOK but to get the result.  So, you need to choose the appropriate processes from PMBOK which should be applied to your project.  To do so correctly, you have to understand the reason why each management process is needed.  To do so smoothly, it is also good to use management templates. ~ Thank you so much for your participation~ Good luck!