17/12/2010

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Omar Al-Sobihi 2- Sultan Al-Gadeer 3-Majeed Al-Harbi 4-Majeed Al-Gannam 5-Saleh Al-Sultan 6-Abdulaziz Al-Harbi 7-Yazeed Al-Omari 8-Moath Al-Habib

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PROJECT EXECUTION PROCESS

Table of contents
6-1 What is executing process 6-2 Risk Management 6-3 Change Management 6-4 Stress Management 6-5 Conflict Management 6-6 Anger Management
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Purpose : to develop or purchase the product or service that the project was commissioned to deliver based on Project Management Plan

Activities in this group are: Direct and Manage Project Execution Perform Quality Assurance Acquire Project team Develop Project Team Information Distribution Request Seller Responses Select Sellers

 In

early phases, this is undertaking the actions required to complete the deliverables maybe the business case, or the user requirements.
In

later phases this becomes the biggest process, where the major project outcomes are developed and delivered. Assigning resources communication and quality assurance are major parts of this process group.
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 The

Project Manager needs to provide managerial guidance to human resources, subordinates, and others ( including subcontractors) that will result in their effective, timely work

Project risk management does not deal with future decisions, but with the future of present decisions. With apologies to Peter Drucker

Responding to risks Monitoring Risks

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Mitigate

Reduce the likelihood Reduce the impact

Change your approach Address indirectly via general reserve

Avoid

Accept

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Procurement (transference) Contingency planning Insurance Reserves

Mitigation actions almost always affect the work, the budget, and the schedule!
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Procurement (transference):

When and why? Examples?

When and why? Examples? When and why? Examples?

Contingency planning:

Insurance:

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Specific reserves a segregated budget item used to address identified risks:

Also called contingency reserve Under control of the project manager

General reserves a segregated budget item used to address unidentified risks:

Also called management reserve Cannot be used without special permission

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Total Cost Reserves

Specific Reserves General Reserves

Activity Budgets Baseline

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Total Cost

Activity Budgets
Hidden Reserve Baseline

Visible Reserves = 0

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Cumulative Values

General cost reserve General schedule reserve

Actual Cost

Scheduled Cost Earned Value

Time
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Scope changes Change management Inflation Price/cost variances Estimating uncertainty

Staff turnover Start-up problems Workarounds Weather Claims

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F (9) A (6) H (8)

M (8)

Start

Q (10)

Target

?
B (9) L (17)
Promise

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Estimating error one standard deviation Merge bias 10-15% of critical path General reserve and specific reserves use historical results

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Risk statement Risk severity Response options considered, taken Symptoms and triggers Risk owner

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Risk symptom an indication that a risk event is about to occur:

Late submission of time sheets or other project documentation may be a symptom of an impending overrun or delay. An increase in the number of unresolved issues may be a symptom of poorly understood requirements.

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Risk trigger a problem response should be implemented:

When the expected schedule delay reaches 2 weeks, start working overtime. When the CPI drops below 0.90, request a budget increase. If the order hasnt shipped by June 1, pay for air freight.

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Change management include risk assessment as part of change control process Issue management monitor issues for changes to risks Performance measurement view variances as symptoms or triggers

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Choose your project or someone in your group is familiar with. Use a different project than the one you have been working on.

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Identify and prioritize the risks. Write your risk statements in the proper format! Develop and select responses to the high priority risks. Select a presenter and prepare a short presentation to convince your stakeholders that you are in control of risk on this project.

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Risks are always in the future. You can never eliminate all risk. Focus your attention on the most severe risks.

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The Question is What can not change????

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Scope changes (modify product documentation and often project plan):

Requirements changes Clarifications Site emergencies Resource changes Modified approach Corrective action

Work changes (modify project plan):

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All change requests are documented:

Emergency changes are documented after the fact. Non-emergencies are documented before being considered.

Change requests should be documented by the requestor.

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Usually provided by the project manager or a senior team member:

Are the expected benefits significant enough to merit further investigation? Must have budget for this work! Benefits may include cost avoidance Organizational politics must be considered

Implications:

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Usually provided by a Change Control Board (CCB):

Do the expected benefits outweigh any negative impacts?

Must have budget for this work! Benefits may include cost avoidance Organizational politics must be considered

Implications:

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A formally constituted group responsible for approving or rejecting change requests. Powers and responsibilities should be well-defined and agreed upon in advance. On larger, more complex projects, there may be multiple CCBs.

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6-4 Stress Management

Definitions of Stress

Stress as a Stimulus (stressors) Stress as a Response (feeling stressed) Stress as a Person-Situation Transaction

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Stress is a particular relationship or transaction between a person and the environment that is appraised by the person as taxing or exceeding his/her resources and/or endangering his/her well being, (Lazarus and Folkman)

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 Primary

What is the nature of the stressor? What kinds of resources do I posses to cope with this stressor? Reassessment of situational given additional information and/or secondary appraisal

Secondary

Reappraisal

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 Predictability

Event Uncertainty

Ambiguity Novelty Imminence Controllability

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 Motives,
Beliefs

Goals, & Values

Personal Control Beliefs Existential Beliefs

Personality

Factors: Hardiness Coping Skills

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 Challenge
Commitment Control

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 Anticipatory
Impact Post

Impact

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 Problem-Focused

Coping Emotion-Focused Coping Seeking Social Support

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 Physical
Beliefs Problem

Resources

-Solving Skills Social Support Social Skills Material Resources

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 People

with effective coping skills have

complex repertoires (good variety) that are flexibly applied and readily generalizable to different situations.

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 Repetition

of a word, phrase, mantra, prayer, or muscular activity Passive disregard towards thoughts that will arise Helpful to do in a quiet place and in a comfortable position

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 Smile

when you feel tense Have fun and enjoy pressure-filled and adverse situations Intentionally set up stressful situations Slow down and take your time Stay focused on the present Create and stick to a plan

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 All-or-Nothing

Thinking Overgeneralization Mental Filter Disqualifying the Positive Jumping to Conclusions

Mind Reading Fortune Teller Error

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 Magnification

& Minimization Emotional Reasoning Should Statements Labeling & Mislabeling Personalization Depressogenic Attribution Pattern Negative Cognitive Triad

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6.5 conflict managements

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6.5.2 Types of conflict

Inter-personal and intrapersonal Inter-group and intra-group Competitive and Disruptive

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6.5.3 Conflict Process

Antecedent conditions

Perceived conflict

Felt Conflict
Manifest behavior
Conflict Resolution Or Suppression

Resolution aftermath
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Antecedent Conditions
Scarce

Resources Conflicting attitude Ambiguous jurisdiction Communication barriers Need for consensus Unresolved prior conflicts Knowledge of self and others

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6.5.4 How to create conflict?

Not being a role model Take credit, no recognition Be judgmental Send written messages Subordinate should come to see me Make yourself inaccessible to your team Individual Vs team approach Telling them? Consulting them? Or deciding with them? Come tomorrow Introduce change without consultation or discussion

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6.5.5General causes of conflicts

Poorly

defined goals Divergent personal values Lack of cooperation/trust Competition of scarce resources Unclear roles/lack of job description

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6.5.6Effects of conflict in organizations

Stress Absenteeism Staff

turnover De-motivation Non-productivity

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6.5.7 Conflict Table

I win
You win Win-Win

I lose
Lose-Win

You lose

Win-Lose

Lose-Lose

6.5.8Methods to deal with conflicts

Competition

(win-lose situation) Accommodation (win-win situation) Avoidance (lose-lose situation) Compromise (lose-lose situation) Collaboration (win-win situation)

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6.5.9 Steps to resolve conflicts

Assure privacy Empathize than sympathize Listen actively Maintain equity Focus on issue, not on personality Avoid blame Identify key theme Re-state key theme frequently Encourage feedback Identify alternate solutions Give your positive feedback Agree on an action plan

6.5.10 How to prevent conflicts

Frequent meeting of your team Allow your team to express openly Sharing objectives Having a clear and detailed job description Distributing task fairly Never criticize team members publicly Always be fair and just with your team Being a role model

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Conclusion
Conflict is unavoidable
Complexity

of organizational relationship Interaction among workers Dependence of workers on one another

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Conclusion (Contd)

Poorly managed conflicts Unfavorable with counter productive results Problems and negative attitude Well managed conflicts Stimulate competition Identify legitimate differences Powerful source of motivation

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Anger Management

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We all know what anger is, and we've all felt it: whether as a fleeting annoyance or as full-fledged rage.

Anger is a completely normal, usually healthy, human emotion. But when it gets out of control and turns destructive, it can lead to problemsproblems at work, in your personal relationships, and in the overall quality of your life. And it can make you feel as though you're at the mercy of an unpredictable and powerful emotion.

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The term anger management commonly refers to a system of psychological therapeutic techniques and exercises by which someone with excessive or uncontrollable anger can control or reduce the triggers, degrees, and effects of an angered emotional state.

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 Feelings of Power
Self-Righteous Get peoples attention Make them do what you want

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 Physical Symptoms:

- Tension - Fatigue Psychological Symptoms: - Remorse - Guilt May cause fear rather than respect

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Who controls your anger?

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YOU!
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Anger is: a result of our thinking a choice controlled by your own thinking Anger is not: a reflex automatic caused by others
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These are examples of Common factors that can make people angry:

Losing someone you love Sexual frustration Being tired, hungry or pain Physical withdrawal from certain medicines or drugs
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These are some health conditions that are linked to uncontrolled or unresolved anger: Headache Backache High blood pressure Heart attack stroke Insomia
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 Exercise
Music (Diaphragmatic breathing)

Classical or sound of nature

Praying (Salah)

Warm Bath
Massage

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Identify a range of feelings including anger

Identify aggressive acts by self and others

Identify self-destructive behavior Identify thoughts prior to aggressive acts Identify internal cues to feelings of anger
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The Assertive Problem Solving Style of anger management can be summed up using the ACTS technique.

ACTS
A = AWARE of your anger signals C = CONTROL your response T = TALK about the situation in a calm, polite, and assertive manner S = SOLVE the problem through a mutually agreeable plan of action
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1. Change your perception about the event and choose to drop your anger. 2. Get professional help and counseling. 3. Withdraw or leave the situation.

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Who can make you angry?

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YOU!
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There are three kinds of situation in which we need to learn to be patience: When we are experiencing suffering, hardship, or disappointment When we are practising Dharma When we are harmed or criticized by others

Correspondingly, there are three types of patience: The patience of voluntarily accepting suffering The patience of definitely thinking about Dharma The patience of not retaliating

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Anger can be your friend or enemy; it depends on the way in which you choose to express it.

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Anger is a natural part of life. It has many causes and there are many ways to deal with anger. When anger has a connection with spirituality, it is important to acknowledge it and try to understand where the anger is coming from. Often, it is best to go through this process with a trusted professional, such as a therapist or appropriately trained spiritual leader.

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