Session42 43

PROJECT MANAGEMENT & ECONOMICS
SESSIONS 42 & 43 PEOPLE MANAGEMENT
The Management of People

It is the most effective use of people Requires skills in:
communication, leadership, delegation, recruitment, selection, & training
Involves organisational planning, staff acquisition, team development

DR ASSEM AL-HAJJ, Univation, RGU Project Management and Economics. SITP-SPDC, NIGERIA
MANAGING PEOPLE
Involves knowing: What a person can do What a person can achieve How a person behaves What a person knows
PROJECT MANAGERS OBJECTIVES

Cost Effective & Independent Service Correlating Controlling Integrating Managing
PROJECT MANAGERS ROLE

Motivate Manage Co-ordinate Lead
QUALITIES OF A PROJECT MANAGER

Approachable Businesslike Co-ordinator Decisive Energetic Finisher Good Humoured Handler of conflict Ideas man Jack-of-all trades Knowledge transferer
Legal minded Money-watcher
Negotiator Organiser People oriented Quality-man Reliable Stress-proof Time manager Unflappable Variance controller Wise Xenophile Young-at-heart Zealous
THE PROJECT TEAM

Client Design Team Consultants Contractors & Sub-Contractors
PM should have the skills & diplomacy to deal with all
TEAM DEVELOPMENT
WHY TEAMS?
Can tackle larger jobs than individuals Can tackle wider and more complex range of tasks More creative and innovative Members motivate and support each other Provide social support Improve quality of solution by error reduction & cross checking
SELECTING THE PROJECT TEAM

Appreciation & commitment to project objectives Firm duties of teamwork (team attitude) Performance appraisals Suitable locations Technical qualifications
Communicatio n skills
Clear areas of responsibilitie s & authority
Identifying suitable deputies
Creative/innov ative ability
Relevant experience
Availability
Enthusiasm and commitment
Level of available supporting resources

Managing the Team

A. Getting the right people B. Team leadership C. Motivating the team D. Assessment of skills required E. Responsibilities F. Team development G. Forecast of personnel needs H. Dealing with difficult people I. Negotiation to get personnel
A. Getting the right people

Technical proficiency Education Experience Personality
LEADERS VS MANAGERS
Managers do things right Leaders do the right thing
Implement and obtain Set new direction and current operations initiate change Plan, budget, organise, Establish a vision resource, control Set clear& compelling Solve problems goals Procedures & Set strategies for change administration Communicate vision; Influence and motivate enlist support Are formalised in the Influence and motivate company structure ARE YOU A LEADER OR A MANAGER?
Leadership Style
System 1: exploitative autocratic has no confidence or trust in subordinates imposes decisions; never delegates has little communication with subordinates motivates by threat System 2: benevolent authoritative has superficial confidence or trust in subordinates imposes decisions; never delegates sometimes involves subordinates in problem solving motivates by reward; paternalistic
Leadership style should be based on the situation not preferences So.. Assess the situation and adapt your style
System 3: participative has some confidence and trust in subordinates listens and controls decision-making uses ideas and opinions of subordinates constructively motivates by reward and some involvement
System 4: democratic has complete confidence and trust in subordinates allows subordinate to make decisions for themselves motivates by reward for achieving goals shares ideas and opinions
B. Dimensions of team
leadership 2 1
Building trust and team work
3
Working as a team
4
Working through conflict
Fostering team identity & commitment
Expanding Assuming team capabilities a strategic role
B-1. Fostering team identity & commitment

Unity of purpose: Vision , Mission, Objectives Behaviour: Values, Operating agreement, Norms Performance Challenges: achievement of goals Team identity & commitment involves:
Loyalty Willingness to go the extra mile Strong orientation towards achievement Supportive behaviour & high moral Capability
B-2. Building Trust

Members will be accepted by each other Work and credit will be shared in fairness Commitment to do well is shared & demonstrated Opinions & contributions will be valued Team-mates will help one another Build & maintain the self esteem and confidence Keep the focus on the issue not on individuals Help the team recognise problems and take the initiative to solve them.
B-3. Working as a team

Building accountability through an operating agreement which consists of
agreement on individual contribution and behaviour agreement on how to go about managing things guidelines for working together
Procedures for dealing with unteamly behaviour Facilitation

focus on group activity clear organised discussion beneficial use of group's time progress towards the desired results of the activity
B-4. Working through conflict

What does not work Conquest Avoidance Bargaining Plasters Role superiority
What does work Effective atmosphere Clarify perceptions Individual/shared needs Build shared power Future/past Options/action/agree
Team Conflict
Conflict resolution
Establish the roots of conflict and resolve it hold an off-site event honesty, trust, support revisit values and operating agreement surface and examine group norms modify team operating agreement
Healthy conflict
Help team to take advantage of differences among team members Use diversity to build the strength of the team Prize disagreement
B-5. Expanding team capabilities

Developing individual performance Improving team skills Building internal leadership with a team Transferring responsibilities
Problem solving & decision making

Problem solving
Identify problem Use skills to solve problem Structured or systematic, creative approach Train the team Inform Guide the process Empower people Review the results
Developing decision making skills
Decision by consensus
gather a variety of ideas prize disagreement protect individual judgement base decision on solid facts promote mutual respect and trust focus on issues met/not met synthesise and integrate positions
B-6. Assuming a strategic role

Use forward thinking Monitor the need for change Help to implement change
C. MOTIVATING
Knowing which incentives to use Hope people will feel rewarded by the job itself You can not grant pay rise or punish people at least directly
C-1. Carrot
improve productivity or reward for outstanding performance training, annual conventions, in house courses, seminars, workshops, more challenging work assignments, delegate responsibilities, recognition
C-2. Stick
Terminate participation Less challenging tasks Deny certain privileges
MOTIVATION
Maslows Hierarchy of Needs Hertzbergs Hygiene Factors
Selfactualisation Status
Social bad working conditions, minimum pay, health & safety do not motivate. Security Motivation Factors include: recognition, responsibility, satisfaction, Physiological autonomy
A MANAGERS APPROACH TO MOTIVATION

The ideal manager will: Inform, about
project vision and context, individual goals organisational changes
Delegate and develop staff Encourage e.g.

via feedback and challenge for achievers personal interest and teamwork for affiliators offering opportunities for those motivated by power and influence
Accept that no one is perfect Listen

early warning of problems offer genuine support
D. Assessment of Skills Required
Roles of Leadership
1. Interpersonal: figurehead, manage, liaison 2. Informational: monitor, disseminator,
spokesperson
3. Decisional : entrepreneur, disturbance, resource

allocation, negotiator
Leadership Skills
1. Conceptual skills:
To identify a problem and collect information. Ability to think strategically about the team and planning ahead.
2. Human relations skills:

Ability to interact with others, Ability to make people listen and do what you want, Ability to work as part of a group, Ability to communicate, Ability to understand people.
Leadership skills
3. Administrative skills: Ability to put policies into practice rather than formulating them. 4. Technical skills: Ability to put into practice the knowledge, tools, and techniques of a particular sphere of activity.
Leaders will require some measure of all these skills but the particular mix depends on their level and function within organisation.

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PROJECT MANAGEMENT & ECONOMICS

SESSIONS 42 & 43 PEOPLE MANAGEMENT

The Management of People

Involves organisational planning, staff acquisition, team development

PROJECT MANAGERS OBJECTIVES

PROJECT MANAGERS ROLE

QUALITIES OF A PROJECT MANAGER

THE PROJECT TEAM

SELECTING THE PROJECT TEAM

Clear areas of responsibilitie s & authority

Identifying suitable deputies

Creative/innov ative ability

Enthusiasm and commitment

Level of available supporting resources

Managing the Team

A. Getting the right people

Fostering team identity & commitment

Expanding Assuming team capabilities a strategic role

B-1. Fostering team identity & commitment

B-2. Building Trust

B-3. Working as a team

Procedures for dealing with unteamly behaviour Facilitation

B-4. Working through conflict

B-5. Expanding team capabilities

Problem solving & decision making

Developing decision making skills

B-6. Assuming a strategic role

A MANAGERS APPROACH TO MOTIVATION

Delegate and develop staff Encourage e.g.

Accept that no one is perfect Listen

D. Assessment of Skills Required

3. Decisional : entrepreneur, disturbance, resource

2. Human relations skills:

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