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ProjectManagementCTC-ITC310Spring2017
HowardRosenthal
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Notice� Thiscourseisbasedonandincludesmaterialfromthetext:
AUser’sManualTothePMBOKGuideAuthors:CynthiaStackpoleSnyderPublisher:WileyISBN:978-1-118-43107-8,Copyright2013
� ItalsoutilizesgeneralinformationandfiguresfromthePMBOK:AGuidetotheProjectManagementBodyofKnowledge(PMBOK5THEdition)Publisher:ProjectManagementInstituteISBN:978-1-935589-67-9,Copyright2013andAGuidetotheProjectManagementBodyofKnowledge(PMBOK6THEdition)Publisher:ProjectManagementInstituteISBN:978-1-628251-84-5,Copyright2017
� Thecoursealsoincludesandinterspersessomematerials,mostoftendiagrams,providedbyMr.Wysocki’sPowerPointslides,atthewebsite:www.wiley.com/go/epm7eAndthebookEffectiveProjectManagement-Traditional,Agile,Extreme7THEditionAuthors:RobertK.WysockiPublisher:WileyISBN:978-1-118-72916-8,Copyright2014
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LessonGoals
� ProvideanoverviewanddescribetheprocessesinvolvedinProjectResourcesManagement
� Describethemanagementofphysicalresourcesandhowthatdiffersfromhumanresourcesmanagement
� Understandprojectorganization� Understandwhataprojectteamis� Understandthedifferencebetweenaprojectroleandthepersonwhofulfillsthatrole
� Learndifferentgraphicaldepictionstodescribeorganizationandroles
� UnderstandtheMaslow,McClellandandHerzbergtheoriesofpeoplemanagementandmotivation
� Describevariousmanagementstyles� Discussconflictresolutiontechniques
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ProjectManagementProcessGroupsandKnowledgeAreas
5PMBOKStdV6Table1-1
ProjectResourcesManagement
� ProjectResourceManagementincludestheprocessestoidentify,acquireandmanage,theresourcesneededtosuccessfullycompletetheproject� Theseprocesseshelpensurethattherightresourceswillbeavailabletotheprojectmanagerandprojectteamattherighttimeandplace
� Thereisadifferencebetweenthemanagementofphysicalversushumanresources� Managementofphysicalresourcesrequiresplanning,acquisition,followedbyefficientdeploymentandtracking� SomephysicalresourcesareobtainedviaProcurement
Managementprocesses(CurrentversionofPMBokisalittleambiguous
� Humanresourcemanagementincludestheskillsofphysicalresourcemanagement,andalsoincludesawiderangeofmotivational,decisionmakingandconflictresolutionskills� AllhumanresourcesareacquiredintheAcquireResourcesprocess
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ProjectResourceManagement-Processes� ProjectHumanResourcesManagementhasfourprocesses
� 9.1PlanResourceManagement� Theprocessofhowtodefininghowtoestimate,acquire,manageandutilizephysical
andteamresources� Theprocessofidentifyinganddocumentingprojectroles,responsibilities,required
skills,reportingrelationships,andcreatingaStaffingManagementPlan� Whatpeopleyouneed,whattheywilldo,andhowtheyareorganizedtodoit
� 9.2EstimateActivityResources� Theprocessofestimatingteamresourcesandthetypeandquantityofmaterial,
equipmentandsuppliesnecessarytoperformprojectwork� 9.3AcquireResources
� Theprocessofobtainingteammembers,facilities,equipment,materials,suppliesandotherresourcesnecessarytocompleteprojectwork
� 9.4DevelopTeam� Theprocessofimprovingcompetencies,teammemberinteraction,andoverallteam
environmenttoenhanceprojectperformance� Needtodevelopwaysformotivatingpeople
� 9.5ManageTeam� Theprocessoftrackingteammemberperformance,providingfeedback,resolving
issues,andmanagingchangestooptimizeprojectperformance� 9.6ControlResources
� Theprocessofensuringthatthephysicalresourcesassignedandallocatedtotheprojectareavailableasplanned,aswellasmonitoringtheplannedversusactualuseofresources,andperformingcorrectiveactionasnecessary
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ProjectResourceManagementOverview
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PMBOKGuideV6Figure9-1
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WhatIsThePlanningPhysicalResources� Physicalresourcemanagementisconcentratedonallocatingandusingthe
physicalresourcesneededforsuccessfulprojectcompletioninanefficientandeffectiveway.
� Physicalresourcesinclude� Equipment� Materials� Facilities� Infrastructure
� Resourceestimationisanimportantelementinscheduleplanning� Aschedulecannotbebaselinedwithoutknowingtherequiredresources
� Themechanismsthatwillbeusedtoacquire,trackanddisposeofresourcesaredocumentedintheResourcesManagementPlan
� Physicalresourcemanagementisconcentratedinestimatingandallocatingresourcestoactivitiesbasedontheworkbreakdownstructure(WBS),andonthencontrollingthoseresources� Mayincludedcomputerizedsystemstotrackallresourcesandtheirallocation� Tradestudiesmaybeusedtodetermineproperresources� Physicalresources,unlikehumanresources,arestillconductedunderthe
ConductProcurementsProcess(PMIV6isstilltransitioningandthereissomeambiguityinthewrite-ups
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AcquiringPhysicalResourcesForActivities� Resourcesareofteninconflict,andchangesintheschedulecanhavea
dominoeffect� Example:Externaltestfacilitiesareoftenreservedweeksormonthsinadvance� Example:Transportationresourcesmayneedtobescheduled(imagine
transportingnuclearwaste)� WewilldiscusshowtoprocurematerialsunderConductProcurements
� Ontopofthephysicalresourcesyoumustcoordinatethehumanresources� Peoplecanhavealternatecommitments,evenvacation
� Thereforeallocatingresourcestoactivitiesisacomplexprocess� Thinkofhowharditistocoordinateallthephysicalandhumanelementsofa
wedding� People� Caterer� Facilities� Officiators� Paperwork� Etc.
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ImpactsOfPoorPlanningOfPhysicalResources
� Failuretomanageandcontrolresourcescannegativelyimpactprojectresults� Failuretosecurecriticalequipmentorinfrastructureontimemayresultindelaysinthemanufacturingofthefinalproduct
� Orderinglow-qualitymaterialmaydamagethequalityoftheproductwithanyorallofthebadeffectsofpoorqualitypreviouslydescribed
� Overorderingandkeepingtoomuchinventorycanleadtoincreasedcostsandreducedprofitability
� Lowinventoryofrequiredmaterialscanleadtoslipsindelivery,canceledorders,otherliabilities,allofwhichreduceprofitability
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Overview
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WhatIsTheProjectTeam?
� Theprojectteamiscomprisedofthepeoplewithassignedrolesandresponsibilitiesforcompletingtheproject� Projectteammembersarealsostakeholders
� Projectteammembers(alsoreferredtoasprojectstaff)mayhavevariedskillsets,maybeassignedfullorpart-time,andmaybeaddedorremovedfromtheteamastheprojectprogresses
� Althoughspecificrolesandresponsibilitiesfortheprojectteammembersareassigned,theinvolvementofallteammembersinprojectplanninganddecisionmakingisbeneficial� Participationofteammembersduringplanningaddstheirexpertisetotheprocessandstrengthenstheircommitmenttotheproject
� Ialwaysaskedmyteammembersiftheycouldstandbehindtheschedulesthattheydeveloped
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ManagingTheProjectTeam
� HumanresourcesmanagementisamajorsubsetoftheProjectResourceManagementKnowledgegroup
� Humanresourcesmanagementactivitieswillmanagetheentireprojectteam� Identifyresources� Acquireresources
� Internalorexternal,includingrecruiting
� Organizetheteam� Motivate� Manageproblemsandconflicts� Settheleadershiptone� Planfordestaffing� Adheretotoalllegalrequirementsandcompanypolicies
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FactorsInfluencingHumanResourcesManagement� Fortheprojectmanagertodevelopaneffectiveteam,theprojectmanagershouldbeawareofandpreparedtodealwithdifferentaspectsthatmayinfluenceateam� Emergingcorporateruleswithrespecttopersonnelinteraction
� Differentpeoplereactdifferently,andwithincreasedlitigationcompanieswillstrivetoreducefriction
� Example:Manycompaniesdefinethepropergreetings–anohuggingrule
� Constantorganizationalchangesinmatrixorganization� Internalandexternalpolitics� Legalrequirements
� Diversity,considerationsfordisabilities,layoffrules,etc.� Communicationbetweenstakeholders� Geographicallocation
� Isolatedpersonnelorsmallgroupsneedtobeintegratedintotheproject
� Culturalissues–especiallywhendealingacrosscountries� Anexpectationinonecountrymaybeafelonyinanother
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PlanningandAcquiringHumanResources
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PlanningHumanResources
� Humanresourceplanningisusedtoidentifythetypesandnumbersofpersonnelwiththeskillsneededforprojectsuccess
� Effectivehumanresourceplanningshouldconsiderandplanfortheavailabilityoforcompetitionforscarceresources
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ThePlanForHumanResources� TheResourceManagementPlansectionsonhumanresourcesdescribe� Howtherolesandresponsibilities,reportingrelationships,andstaffingmanagementwillbeaddressedandstructuredwithinaproject
� ContainstheStaffingManagementPlanincluding� Timetablesforstaffacquisitionandrelease� Evolvingskillmix� ResourceHistograms� Identificationoftrainingneeds� Team-buildingstrategies–4motivationaltheoriesthatcanbe
applied–Whichonewouldyouchoose?� McGregor’sTheoryofXandY� Maslow’sHierarchyofNeeds� DavidMcClelland’sTheoryofNeeds� Herzberg’sTheoryofHygieneFactorsandMotivationalAgents
� Plansforrecognitionandrewardsprograms� Complianceconsiderations� Safetyissues� ImpactoftheStaffingManagementPlanontheorganization
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DefiningProjectRoles
� Projectrolescanbedesignatedforteamsorteammembers.Theroledescribes� Allthequalitiesandskillsrequired� Thepreferredgradelevel� Availablesalaryfortherole� Duration� Projectedstartandenddates� Location� Travelrequirements� Otherfactors
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AcquiringHumanResources� Arequisitionisissuedbasedontheroledescription� Oncetheroleisdefinedandarequisitionissueditcanbefilledbyaspecificpersonfromwithinoroutsidetheprojectororganization
� Insidetheorganizationisusuallygivenpreference� SelectionprocessusuallyinvolvesHRandmayinvolvefunctional
management� Sometimeskeypersonnelareidentifiedasapartoftheproposal
process� Otherprojectsmaybecompetingforhumanresourceswiththe
samecompetenciesorskillsets� Giventhesefactors,projectcosts,schedules,risks,quality,and
otherprojectareasmaybesignificantlyaffected� Recruitingtechniquesinclude
� Advertising� Word-of-mouth� Referrals� Agenciesforfreelancers� Others
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ATypicalStaffingHistogram
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ATypicalStaffingHistogram–LargerProject
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OrganizationalChartsandPositionDescription� Variousformatsexisttodocumentteammemberrolesandresponsibilities.Mostoftheformatsfallintooneofthreetypes� Hierarchical� Matrix� Text-oriented� Someprojectassignmentsarelistedinsubsidiaryplans,suchasthe
risk,quality,orcommunicationsmanagementplans.� Theobjectiveistoensurethateachworkpackagehasanunambiguousownerandthatallteammembershaveaclearunderstandingoftheirrolesandresponsibilities.� Forexample,ahierarchicalformatmaybeusedtorepresenthigh-
levelroles,whileatext-basedformatmaybebettersuitedtodocumentthedetailedresponsibilities
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HierarchicalCharts� Thetraditionalorganizationchartstructurecanbeusedtoshowpositions
andrelationshipsinagraphical,top-downformat� TheWorkBreakdownStructure(WBS)isdesignedtoshowhowproject
deliverablesarebrokendownintoworkpackagesprovideawayofshowinghigh-levelareasofresponsibility� TheWBSshowsabreakdownofprojectdeliverables,
� TheOrganizationalBreakdownStructure(OBS)isarrangedaccordingtoanorganization’sexistingdepartments,units,orteamswiththeprojectactivitiesorworkpackageslistedundereachdepartment.� Anoperationaldepartmentsuchasinformationtechnologyorpurchasingcan
seeallofitsprojectresponsibilitiesbylookingatitsportionoftheOBS� Theresourcebreakdownstructure(RBS)isahierarchicallistofresources
relatedbycategoryandresourcetypethatisusedtofacilitateplanningandcontrollingofprojectwork� Eachdescending(lower)levelrepresentsanincreasinglydetaileddescription
oftheresourceuntilsmallenoughtobeusedinconjunctionwiththeworkbreakdownstructure(WBS)toallowtheworktobeplanned,monitoredandcontrolled.
� Theresourcebreakdownstructureishelpfulintrackingprojectcostsandcanbealignedwiththeorganization’saccountingsystem.
� Itcancontainresourcecategoriesotherthanhumanresources.
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ATypicalOrganizationalChart
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AProjectizedOrganizationalChart
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PMBOKV5Fig.2-5
AITProjectOrganizationalChart
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Matrix-basedCharts� Aresponsibilityassignmentmatrix(RAM)isagridthatshowstheprojectresourcesassignedtoeachworkpackage� Itisusedtoillustratetheconnectionsbetweenworkpackagesor
activitiesandprojectteammembers� Onlargerprojects,RAMscanbedevelopedatvariouslevels.
� Ahigh-levelRAMcandefinewhataprojectteamgrouporunitisresponsibleforwithineachcomponentoftheWBS
� Lower-levelRAMsareusedwithinthegrouptodesignateroles,responsibilities,andlevelsofauthorityforspecificactivities.
� Thematrixformatshowsallactivitiesassociatedwithonepersonandallpeopleassociatedwithoneactivity.� Thisensuresthatthereisonlyonepersonaccountableforanyone
tasktoavoidconfusionofresponsibility.� OneexampleofaRAMisaRACI(responsible,accountable,consult,andinform)chart
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SampleRACI
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PMBOKV6Figure9-4
Note:Thischartshowsactualpersonnelratherthanroles
MotivationalTheories
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McGregor’sTheoryofXandY� DouglasMcGregorstatesthat(hisbook‘TheHumansideofEnterprise’)
peopleinsideanorganizationcanbemanagedintwoways.ThefirstiswhichfallsunderthecategorynegativeXandtheotheroneispositiveY.
� UndertheassumptionsoftheoryX:� Employeesinherentlydonotlikeworkandwheneverpossible,willattemptto
avoidit.� Becauseemployeesdislikework,theyhavetobeforced,coercedor
threatenedwithpunishmenttoachievegoals.� Employeesavoidresponsibilitiesanddonotworkuntilformaldirectionsare
issued.� Mostworkersplaceagreaterimportanceonsecurityoverallotherfactorsand
displaylittleambition.� UndertheassumptionsoftheoryY
� Physicalandmentaleffortatworkisasnaturalasrestorplay.� Peopledoexerciseself-controlandself-directionandiftheyarecommittedto
thosegoals.� Averagehumanbeingsarewillingtotakeresponsibilityandexercise
imagination,ingenuityandcreativityinsolvingtheproblemsoftheorganization.
� Peoplehavepotential.
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TheXVersusYManager
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Maslow’sHierarchyofNeeds(1)� OneofthemostwidelymentionedtheoriesofmotivationistheHierarchyof
NeedstheorybypsychologistAbrahamMaslow.� Maslowsawhumanneedsintheformofahierarchy,ascendingfromthe
lowesttothehighest,andheconcludedthatwhenonesetofneedsissatisfied,thiskindofneedceasestobeamotivator.Needscanbecategorizedas:� Physiological:Theseareimportantneedsforsustainingthehumanlife.Food,
water,warmth,shelter,sleep,medicineandeducationarethebasicphysiologicalneedswhichfallintheprimarylistofneedsatisfaction.Maslowbelievedthatuntiltheseneedsweresatisfiedtoadegreetomaintainlife,noothermotivatingfactorscanwork.
� SecurityorSafety:Thesearetheneedstobefreeofphysicaldangerandofthefearoflosingajob,property,foodorshelter.Italsoincludesprotectionagainstanyemotionalharm.
� Social:Sincepeoplearesocialbeings,theyneedtobelongandbeacceptedbyothers.Peopletrytosatisfytheirneedforaffection,acceptanceandfriendship.
� Esteem:AccordingtoMaslow,oncepeoplebegintosatisfytheirneedtobelong,theytendtowanttobeheldinesteembothbythemselvesandbyothers.Thiskindofneedproducessuchsatisfactionaspower,prestigestatusandself-confidence.Itincludesbothinternalesteemfactorslikeself-respect,autonomyandachievementsandexternalesteemfactorssuchasstates,recognitionandattention.
� Self-Actualization:Maslowregardsthisasthehighestneedinhishierarchy.Itisthedrivetobecomewhatoneiscapableofbecoming;itincludesgrowth,achievingone’spotentialandself-fulfillment.Itistomaximizeone’spotentialandtoaccomplishsomething.
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Maslow’sHierarchyofNeeds(2)
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DavidMcClelland’sTheoryofNeeds(1)� DavidMcClelland’sachievementmotivationtheorystatesthata
personhasneedforthreethingsbutpeopledifferindegreeinwhichthevariousneedsinfluencetheirbehavior
� NeedforPower� Peoplewhoseneedforpowerissociallyorientedareeffectiveleadersandshouldbe
allowedtomanageothers.� Thesepeopleliketoorganizeandinfluenceothers.� Peoplewhohaveahighneedforpowerareinclinedtowardsinfluenceandcontrol.� Powerseekerswantpowereithertocontrolotherpeople(fortheirowngoals)orto
achievehighergoals(forthegreatergood).Theyseekneitherrecognitionnorapprovalfromothers,onlyagreementandcompliance
� NeedforAffiliation� Thesepeopleworkbestwhencooperatingwithothers.� Theyseekapprovalratherthanrecognition.� Affiliationseekerslookforharmoniousrelationshipswithotherpeople.� Theywillthustendtoconformandshyawayfromstandingout.� Theyaredrivenbyloveandfaith.� Theyliketobuildafriendlyenvironmentaroundthemselves.� Socialrecognitionandaffiliationwithothersprovidesthemmotivation.
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DavidMcClelland’sTheoryofNeeds(2)� NeedforAchievement
� Thesepeopleshouldbegivenprojectsthatarechallengingbutarereachable.
� Theylikerecognition� Theyaredrivenbythechallengeofsuccessandthefearoffailure.� Theyareanalyticalinnatureandtakecalculatedrisks.� Suchpeoplearemotivatedtoperformwhentheyseeatleastsome
chancesofsuccess.� Achieversseektoexcelandappreciatefrequentrecognitionof
howwelltheyaredoing.� Theywillavoidlowriskactivitiesthathavenochanceofgain.� Theyalsowillavoidhighriskswherethereisasignificantchance
offailure.
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Herzberg’sTheoryofHygieneFactorsandMotivationalAgents(1)
� HerzbergDistinguishesbetweenhygienefactorsandmotivationalagents.
� HygieneFactors� WorkingConditions� Salary� PersonalLife� Relationshipatwork� Security� Status� Company'spoliciesandadministration� Jobsecurity
� Poorhygienefactorsmaydestroymotivation,butimprovingthem,undermostcircumstances,willnotimprovemotivation.� Theydonotleadtohigherlevelsofmotivationbutdissatisfaction
existswithoutthem.� Hygienefactorsarenotsufficienttomotivatepeople.
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Herzberg’sTheoryofHygieneFactorsandMotivationalAgents(2)
� Whatmotivatespeopleistheworkingitself,includingsuchthingsas:� Responsibility� Self-Actualization� ProfessionalGrowth� Recognition
� Preferably,thetwoapproaches,hygieneandmotivation,mustbecarriedoutsimultaneously.
� Treatpeoplesotheyobtainaminimumofdissatisfaction.� Usepeoplesotheyachieve,getrecognition,growandadvanceintheircareers.
� BasedonMaslow'sHierarchy,Herzbergtheorizedthatthefactorsthatmotivatetheworkerorarelikelytosatisfytheirneeds,leadtopositivejobattitudes.
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StylesofManagement
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ManagementStyles(1)Thekeytobeinganeffectiveleaderistohaveabroadrepertoireofstylesandtousethemappropriately� DIRECTIVE
� TheDIRECTIVE(Coercive)stylehastheprimaryobjectiveofimmediatecompliancefromemployees:� The“doitthewayItellyou”manager� Closelycontrolsemployees� Motivatesbythreatsanddiscipline
� Effectivewhen:� Thereisacrisis� Whendeviationsarerisky
� Noteffectivewhen:� Employeesareunderdeveloped–littlelearninghappenswiththisstyle� Employeesarehighlyskilled–theybecomefrustratedandresentfulatthemicromanaging.
� AUTHORITATIVE� TheAUTHORITATIVE(Visionary)stylehastheprimaryobjectiveofprovidinglong-term
directionandvisionforemployees:� The“firmbutfair”manager� Givesemployeescleardirection� Motivatesbypersuasionandfeedbackontaskperformance
� Effectivewhen:� Cleardirectionsandstandardsneeded� Theleaderiscredible
� Ineffectivewhen:� Employeesareunderdeveloped–theyneedguidanceonwhattodo� Theleaderisnotcredible–peoplewon’tfollowyourvisioniftheydon’tbelieveinit
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ManagementStyles(2)� AFFILIATIVE
� TheAFFILIATIVEstylehastheprimaryobjectiveofcreatingharmonyamongemployeesandbetweenmanagerandemployees:� The“peoplefirst,tasksecond”manager� Avoidsconflictandemphasizesgoodpersonalrelationshipsamongemployees� Motivatesbytryingtokeeppeoplehappy
� Effectivewhen:� Usedwithotherstyles� Tasksroutine,performanceadequate� Counseling,helpingormanagingconflict
� Leasteffectivewhen:� Performanceisinadequate–affiliationdoesnotemphasizeperformance� Therearecrisissituationsneedingdirection
� PARTICIPATIVE� ThePARTICIPATIVE(Democratic)stylehastheprimaryobjectiveofbuilding
commitmentandconsensusamongemployees:� The“everyonehasinput”manager� Encouragesemployeeinputindecisionmaking� Motivatesbyrewardingteameffort
� Effectivewhen:� Employeesworkingtogether� StaffhaveexperienceandcredibilitySteadyworkingenvironment
� Leasteffectivewhen:� Employeesmustbecoordinated� Thereisacrisis–notimeformeetings� Thereisalackofcompetency–closesupervisionrequired
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ManagementStyles(3)� PACESETTING
� ThePACESETTINGstylehastheprimaryobjectiveofaccomplishingtaskstoahighstandardofexcellence:� The“doitmyself”manager� Performsmanytaskspersonallyandexpectsemployeestofollowhis/herexample� Motivatesbysettinghighstandardsandexpectsself-directionfromemployees
� Effectivewhen:� Peoplearehighlymotivated,competent� Littledirection/coordinationrequired� Whenmanagingexperts
� Leasteffectivewhen:� Whenworkloadrequiresassistancefromothers� Whendevelopment,coaching&coordinationrequired
� COACHING� TheCOACHINGstylehastheprimaryobjectiveoflong-termprofessionaldevelopment
ofemployees:� The“developmental”manager� Helpsandencouragesemployeestodeveloptheirstrengthsandimprovetheirperformance� Motivatesbyprovidingopportunitiesforprofessionaldevelopment
� Effectivewhen:� Skillneedstobedeveloped
Employeesaremotivatedandwantingdevelopment� Ineffectivewhen:
� TheleaderlacksexpertiseWhenperformancediscrepancyistoogreat–coachingmanagersmaypersistratherthanremoveapoorperformerInacrisis
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ConflictResolution
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ConflictResolution(1)Conflictisinevitableinaprojectenvironment.� Sourcesofconflictinclude
� Scarceresources� Schedulingpriorities� Personalworkstyles� TechnicalDisputes� Personalityconflicts
� Teamgroundrules,groupnorms,andsolidprojectmanagementpractices,likecommunicationplanningandroledefinition,reducetheamountofconflict.� Successfulconflictmanagementresultsingreaterproductivityand
positiveworkingrelationships.� Whenmanagedproperly,differencesofopinioncanleadtoincreased
creativityandbetterdecisionmaking.� Ifthedifferencesbecomeanegativefactor,projectteammembersare
initiallyresponsiblefortheirresolution.� Ifconflictescalates,theprojectmanagershouldhelpfacilitatea
satisfactoryresolution.� Conflictshouldbeaddressedearlyandusuallyinprivate,usinga
direct,collaborativeapproach.� Ifdisruptiveconflictcontinues,formalproceduresmaybeused,
includingdisciplinaryactions. 45
ConflictResolution(2)� Thesuccessofprojectmanagersinmanagingtheirprojectteamsoftendependsagreatdealontheirabilitytoresolveconflict.
� Differentprojectmanagersmayutilizedifferentconflictresolutionmethods.
� Factorsthatinfluenceconflictresolutionmethodsinclude:� Relativeimportanceandintensityoftheconflict� Timepressureforresolvingtheconflict,� Positiontakenbypersonsinvolved� Motivationtoresolveconflictonalong-termorashort-termbasis
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ConflictResolution(3)� Confronting(ProblemSolving)
� Solvingtheproblemsothatitgoesaway,creatingawin-winsituation� Compromising
� Searchingforsolutionsthatbringsomedegreeofsatisfactiontoallpartiesinordertotemporarilyorpartiallyresolvetheconflict.Thisisconsideredlose-loseandisnotconsideredasgoodconfronting
� Withdraw/Avoidance� Retreatingfromanactualorpotentialconflictsituation;postponing
theissuetobebetterpreparedortoberesolvedbyothers.ThisisnotwhatagoodPMdoesinmostsituations
� Smoothing/Accommodating� Emphasizingareasofagreementratherthanareasofdifference;
concedingone’spositiontotheneedsofotherstomaintainharmonyandrelationships.
� Collaborating� Incorporatingmultipleviewpointsandinsightsfromdiffering
perspectives;requiresacooperativeattitudeandopendialoguethattypicallyleadstoconsensusandcommitment
� Force/direct� Pushingone’sviewpointattheexpenseofothers;offeringonlywin-
losesolutions,usuallyenforcedthroughapowerpositiontoresolveanemergency.
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