Project Management and Group Dynamics DSV2:PG2I10442I16042I4133

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Project Management and Group Dynamics
DSV2PG/2I1044/2I1604/2I4133

• Risk Management and
• Creating measurable goals
• Lecture 4
• Julia Kniazeva
• 04/10/2007

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Agenda

• Managing the Project Team
• Risk
• Risk Management
• Risk Analysis
• Creating measurable goals
• Measures
• Seminar 4 (Friday 5/10)

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Managing the Project Team
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Managing the Project Teamchapter 9

• What is the difference between a group and a
  team?
• Involvement and commitment
• How to promote teamwork? And commitment?
• Involve people in planning
• Common mission formulation
• Consider personal goals

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Creating a team

• Skills
• Participants personal goals
• Temperament
• Person agrees with work requirements

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Team issues

• Human resources
• Goals
• Roles and Responsibilities
• What is expected from each indiv. and by when
• There are no stupid questions!
• Procedures
• How we do it?
• Relationships
• Lack of good interpersonal skills
• Provide training

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Team development phases

• Forming
• People look to understand the structure
• Organize a social event
• Storming
• Conflicting about goals, procedures, leader...
• Reassurance and persuasion is needed from the
  leader
• Do not pretend conflicts do not exist
• Norming
• People understand rules, start to work
• Performing
• Team is formed
• Leader can delegate some work now

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Developing commitment

• Frequent interaction
• Individual needs
• Understand projects importance
• Share goals of the team
• Minimize competition within the team

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Risk Management
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What is a project risk?

• A risk is a danger project could face during any
  phase.
• With risk management you, as a project leader,
  try to avoid negative consequences, i.e. not
  achieving the objectives of the project
• Risk Management facilitates better decision
  making and better project outcomes.

Which risk is riskier?
When can it occur?
What to do?
Maybe it will just solve itself?
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PCTS

• Performance
• Cost
• Time
• Scope
• When calculating above parameters think that in a
  project its most probable that things will go
  wrong than things will go right

P
C
S
T
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Risk Management Definition

• Is the systematic process of
• identifying,
• analyzing,
• and responding to project risk. It includes
  maximizing the probability and consequences of
  positive events and minimizing the probability
  and consequences to undesirable events to project
  objectives.

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Risk Analysischapter 3

• Objective Pass GD course with grade 5 by the end
  of October 2006
• What could go wrong?
• What could keep me from achieving my objective?
• Do not fall into the analysis paralysis trap
  do not try to identify EVERY possible risk, just
  more likely to occur once

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What to consider during the RM?

• All significant risks are identified
• Identified risks are understood (likelihood and
  consequences)
• Evaluation is made of individual risks relative
  to other risks
• Strategies for treating risks are established
• The process itself and the risk treatment
  strategies are implemented cost-effectively

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Risk Identification

• Methods
• Brainstorming
• Examination of previous similar projects
• Standard Questioners and Surveys
• Scenario analysis
• Work Breakdown Structure analysis

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Risk Evaluation
Consequence
Low
High
Likelihood
High
Medium risk
High risk
Medium risk
Low
Low risk
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Risk Treatment

• Identify the options for reducing the likelihood
  or consequence for each risk
• Determine potential benefits and costs of the
  options
• Select the best options for the project
• Develop and implement a detailed Risk Treatment
  Plan
• Make appropriate provisions in project budgets

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Risk Analysis method

• Create a risk table

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Monitoring and review

• Continuous monitoring and review of risks ensures
  new risks are detected and managed, and that
  treatment plans are implemented and progressed
  effectively.
• Method
• Implement a review process as part of the regular
  management meeting cycle.
• Undertake major reviews at significant project
  phases and milestones.

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Meaurable Goals
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Goals

• Provide general purpose and direction
• End result of ultimate accomplishment toward
  which an effort is directed
• Should reflect perceived present and future need
• Must be capable of being effectively pursued
• Goals real outcome or success can be measured
  (examples follows)

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Towards achieving your goals

• IF YOU MAKE A DECISION THE WHOLE WORL WILL CHANGE

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Goals

• Examples of badly defined goals
• Be happy
• Be successful
• Be happily married
• Examples of more explicit and but still general
  goals
• Receive a PhD
• Become a CEO
• Build a house to live in
• Marry a girl

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Towards achieving your goals

• Goal 1 collect information about topic related
  background and develop comprehensive analysis
• Goal 2 examine how employees solve actual
  conflicts between groups or individuals
• Goal 3 conflict between employees in reality
• Goal 4 find out how chosen comapnies are using
  quality assurance
• Goal 5 try to solve conflicts bewteen personal
• Goal 6 collect information related to the group
  topic and create a homepage

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Quality of goals

• Should be as simple and as generic as possible
• The better the goals formalizations 
• the less need for control
• the less execution of power from management
• Football would not be entertaining for the
  audience if there were no rules and common goal -
  to win the game

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Measures
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Definitions of measurement

• Used in relation to a rule or a principle
• What you cannot measure you cannot control (Curt
  Nicolain, Director of SAF)
• We need to measure because if we do not we are
  victims of complete subjectivity instead of
  partial and standardized objectivity
• The most simple example of socio-metrics can be
  found in weekly magazines. Measure yourself
  concerning your ability to X
• More definitions

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Measures should be

• Easy to
• understand
• apply
• communicate
• summarize gt numeric
• General
• Valid are they measuring what they say that
  they measure?
• Reliable to what extend do they work?
• Pedagogic examples
• Not associated with time (deadline)

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Feedback learning organization

• Assess the value of the delivered product/service
  by giving feedback concerning how needed the
  product/service was
• Why is it good or necessary
• How can it be improved. If we do not relate the
  quality of something to any kind of general
  standard the person who delivers something will
  not know if it can be improved or not.
• There should be a formalization of possible
  alternative ways to improve it
• Establish a measure for the product/service that
  shows the quality of it

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Measure description

• Explicitly show the flow of products/services/info
  rmation within the transaction
• How a rule can be related to a general rule.
• How is the value of a measure added on to a
  general measure
• The frequency or reports of the measure.
• How is it weighted in relation to other measures
• Be defined by its users. The machines should be
  designed and modified by the ones who use them.
  The machines are here to allow us to be more
  spontaneous. Form enhances creativity.
• Example How many times have any of your
  colleague given you the "good help card". Each
  employee can give away five such cards every
  month to those who have been supportive for their
  work.

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Developing prototype measures

• Getting a working set of initial hypothetic
  measures
• The company creates initial measures
• Each employee agrees with personal goals with
  each boss
• Refinement phase
• All measures are refined
• Each employee makes frame agreements with boss
• Completion phase
• Measures are standardized globally
• Each employee writes reports
• Management governs by assigning rewarding weights
  on targets

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Examples of general measures and evaluations

• Personal
• Evaluate a person for a job
• Evaluate a persons knowledge
• Organizational
• Degree of centralization
• Degree of creativity
• Degree of efficiency
• Degree of motivated employees
• Degree of business intelligence
• Value of organization. This is the most important
  area
• Results from new investments
• Results from selling production units
• Deficit from investments
• Cost of maintenance
• Economy
• All possible quotas
• Results of politics. Should be a department
• Comparing governments
• Benchmarking governments

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Measurement exercise examples

• Knowledge sharing
• Group rewards
• Knowledge weight contribution bonus
• Management motivation
• intrinsic motivation
• extrinsic motivation
• Customer support
• Call volume
• Customer satisfaction
• Problem handling
• Response time
• Number of problems

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5min Measurement exercise individual

• Give an example of measurement of
• Customer satisfaction
• Employee motivation
• Product improvement

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Continuous refinement of measures

• The only way to measure is through benchmarking
  standard figures
• with other companies in the branch
• with all companies
• with yourself over time

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Risks and dangers when introducing formalisms

• There is a risk that reward systems conserves
  bureaucracies
• The measures should be instantly created in every
  negotiations
• Constant revisions
• They should be related to return of investments

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Summary

• What is a risk
• Methods of identifying, analysing and treating
  risks
• Creating measurable goals
• Measures

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Seminar 4 (Friday 5/10)

• Presentation and discussion of researched by you
  topic with other classmates
• Your presentations includes
• a short intro to the background
• discuss your measures
• Then you change roles
• Give feedback
• Find another person to present to