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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