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MITM743 Advanced Project Management

MITM743 Advanced Project Management. Dr. Abdul Rahim Ahmad Assoc. Professor College of IT, UNITEN. Kerzner Chapter 10&14 Culture and Behavioral Excellence. Contents (Chap 10 and 14 of Kerzner ). Corporate Culture Corporate Values Types of Culture Prioritization of Work

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MITM743 Advanced Project Management

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  1. MITM743Advanced Project Management Dr. Abdul Rahim Ahmad Assoc. Professor College of IT, UNITEN Kerzner Chapter 10&14 • Culture and Behavioral Excellence

  2. Contents (Chap 10 and 14 of Kerzner) • Corporate Culture • Corporate Values • Types of Culture • Prioritization of Work • Situational Leadership • Conflict Resolution • Integrated Product/Project Team • Keys to Behavioral Excellence 

  3. Introduction • Culture is important and significant for companies excellent in PM • Successful PM creates rapid change in organization and corporate culture that promotes necessary behaviour

  4. 10.1 Corporate Culture

  5. Creation of corporate culture • Corporate culture for PM • Based on organizational behaviour • Reflect goals, beliefs, aspiration (of management) • PM culture exist in Organizational culture • Depends on size of company, nature of business, customers, internal/external projects • Unique to each company • Example? • Being honest in reporting • Leadership, management operational method • Strong culture can be formed when PM is viewed as a profession.

  6. Establishing PM Culture • Use PMBOK as basis to form the PM guide • Potential failure can be because senior management • Overemphasize on quantitative component of PM maturity model • Underemphasize on behavioural component • Start with identifying key player that can influence cultural change.

  7. 10.2 Corporate Values

  8. Corporate Values • Part of culture is an established set of values that employees abide to, beyond standard practice manuals. • Goals, objectives and values must be understood by members • Culture must support these values • Cooperation • Teamwork • Trust • Effective communication

  9. 10.3 Types of Culture

  10. Types of cultures • A few different types of PM cultures • Cooperative –trust and effective communication • Non cooperative –mistrust, self centered • Competitive – loyalty issue to PM or line manager? • Isolated - depends on functional units • Fragmented – geographical separated Cooperative • Common values are communication, trust and cooperation • More Informal than formal • Most issues are solved at lower level Non-Cooperative • Problem at management level • No respect Competitive • Healthy in short term • Not favourable long term

  11. 10.6 Prioritization of work

  12. Prioritization of Work • Strong PM culture minimize the need to prioritize work • Not all projects have to be prioritized • A small number can be optimal Case Study • A Household furniture manufacturer company • Introduce products at trade shows by marketing dept. • Products based on projects by Engineering department • Issues • A few times product missed trade shows • Marketing blamed Engineering • Engineering Blamed Marketing • Reality • Engineering dept • has 400 projects • No priority on projects • To solve • Priorities given to top 100 projects • Eventually only 20 projects can be prioritize • Conclusion?

  13. 14 Behavioral Excellence14.1 Situational Leadership

  14. Behavioral skills • Through training • Can cause project failure • Behavioral shortcomings • Poor moral • Negative human relation • Lack of commitment • Important issue is behavioural factor in situational leadership

  15. Situational leadership • PM now emphasize behavioural management over technical management • Project managers need to have the “situational leadership” ability: • Supporting (relationship behaviour) • Directing (task behaviour) • https://situational.com/the-cls-difference/situational-leadership-what-we-do/

  16. 14 Behavioral Excellence14.2 Conflict resolution

  17. Conflict resolution • Conflict are a way of life • Can occur at any level of the organization • Normally due to conflicting objectives • Project manager is obviously a conflict manager as well • Interpersonal • Interdepartment • Handling conflict is necessary

  18. Handling conflicts

  19. Handling conflict

  20. 14 Behavioral Excellence14.4 Integrated Product / project team (IPTs)

  21. IPTs • A team across entire organization • Well suited to long term projects • Example: • https://www.mitre.org/sites/default/files/pdf/08_1645.pdf (local) • Define/ Design/ Implement IPTs • Management • Evaluation • Key Success Indicator (KSI)

  22. 14.7 Keys to behavioral excellence

  23. Keys to behavioural excellence • What each one can do • Project managers level • Top level management • Executive sponsors • Client side • Example standard in behavioural excellence • Lakewood health systemhttp://www.lakewoodhealthsystem.com/documents/download/39 (local)

  24. End of Slide

  25. Project Management…. Work Smart Not Hard !!!

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