execution process in pm

7/30/2019 Execution Process in PM

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17/12/2010


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1- Omar Al-Sobihi 271101201

2- Sultan Al-Gadeer 426036026

3-Majeed Al-Harbi 426035332

4-Majeed Al-Gannam 271100920

5-Saleh Al-Sultan 426035188

6-Abdulaziz Al-Harbi 426040110

7-Yazeed Al-Omari 426035292 8-Moath Al-Habib 426035450

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PROJECT EXECUTION PROCESS

Table of contents6-1 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


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Activities in this group are:

Direct and Manage Project Execution

Perform Quality Assurance

Acquire Project teamDevelop Project Team

Information Distribution

Request Seller Responses

Select Sellers

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In early phases,this is undertaking the actions required to

complete the deliverablesmaybe the business case, or the userrequirements.

In later phases this becomes the biggestprocess, where the major project outcomes aredeveloped and delivered. Assigning resourcescommunication and quality assurance are majorparts of this process group.

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The Project Manager needs to provide

managerial guidance to human resources,subordinates, and others ( includingsubcontractors) that will result in theireffective, timely work

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Project risk managementdoes not deal with futuredecisions, but with the

future of present decisions.

With apologies toPeter Drucker


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Responding to risks

Monitoring Risks


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Mitigate

Reduce the likelihood

Reduce the impact

Avoid Change your approach

Accept

Address indirectly via general reserve


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Procurement (transference)

Contingency planning

Insurance

Reserves

Mitigation actions

almost always affectthe work, the budget,

and the schedule!


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Procurement (transference): When and why?

Examples?

Contingency planning: When and why?

Examples?

Insurance: When and why?

Examples?


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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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Activity Budgets

Total Cost

Reserves

General

Reserves

Specific

Reserves

Baseline


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Activity Budgets

Total Cost

Visible

Reserves = 0

Baseline

Hidden Reserve


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Earned Value

Cumulativ

e

Values

Time

Scheduled

Cost

Actual

Cost

General cost reserve

General

schedule

reserve


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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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A (6)

F (9)

H (8)

L (17)

StartTarget

B (9)

M (8)

Q (10)

Promise

?


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Estimating error one standard deviation

Mergebias 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

Work changes (modify project plan): Resource changes

Modified approach

Corrective action


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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?

Implications:

Must have budget for this work!

Benefits may include cost avoidance

Organizational politics must be considered


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Usually provided by a Change Control Board (CCB):

Do the expected benefits outweigh any negative

impacts?

Implications: Must have budget for this work!

Benefits may include cost avoidance

Organizational politics must be considered


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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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Definitions of Stress

Stress as a Stimulus (stressors)

Stress as a Response (feeling stressed)

Stress as a Person-Situation Transaction

6-4 Stress Management


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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 orexceeding 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?

Secondary What kinds of resources do I posses to cope with

this stressor?

Reappraisal Reassessment of situational given additional

information and/or secondary appraisal

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Predictability

Event Uncertainty

Ambiguity

Novelty Imminence

Controllability

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Motives, Goals, & Values

Beliefs

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 Resources

Beliefs

Problem -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

ariseHelpful 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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Inter-personal and intra-

personal Inter-group and intra-group

Competitive and Disruptive

6.5.2 Types of conflict

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6.5.3 Conflict Process

Antecedent conditions

Perceived conflict Felt Conflict

Manifest behavior

Conflict ResolutionOr Suppression

Resolution aftermath

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Scarce Resources

Conflicting attitude

Ambiguous jurisdiction

Communication barriers

Need for consensus

Unresolved prior conflictsKnowledge of self and others

Antecedent Conditions

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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

6.5.4 How to create conflict?

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Poorly defined goals

Divergent personal values

Lack of cooperation/trustCompetition of scarce resources

Unclear roles/lack of job description

6.5.5General causes of conflicts

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Stress

Absenteeism

Staff turnoverDe-motivation

Non-productivity

6.5.6Effects of conflict in organizations

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Win-Win Lose-Win

Win-Lose Lose-Lose

I win Ilose

You win

You lose

6.5.7 Conflict Table


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Competition (win-lose situation)

Accommodation(win-win situation)

Avoidance(lose-lose situation)

Compromise(lose-lose situation)

Collaboration(win-win situation)

6.5.8Methods to deal with conflicts

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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

6.5.9 Steps to resolve conflicts


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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

6.5.10 How to prevent conflicts

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Conflict is unavoidable

Complexity of organizational relationship

Interaction among workers

Dependence of workers on one another

Conclusion

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Poorly managed conflicts

Unfavorable with counter productive results

Problems and negative attitude

Well managed conflicts

Stimulate competition

Identify legitimate differences

Powerful source of motivation

Conclusion (Contd)

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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, humanemotion. 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 themercy of an unpredictable and powerful emotion.

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The term anger management commonly refers to a

system ofpsychological therapeutic techniques andexercises 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 youranger?

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YOU!

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Anger is not:

a reflex

automatic

caused by others

Anger is:

a result of our thinking

a choice

controlled by your own

thinking

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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 drugs70


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These are some health conditions that are

linked to uncontrolled or unresolved anger:

Headache

Backache

High blood pressureHeart 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, andassertive 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 youangry?


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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 DharmaWhen we are harmed or criticized by others

Correspondingly, there are three types of patience:

The patience ofvoluntarily accepting sufferingThe patience of definitely thinking about Dharma

The patience ofnot 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 isimportant to acknowledge it and try to understand where the

anger is coming from.

Often, it is best to go through this process with a trustedprofessional, such as a therapist or appropriately trained

spiritual leader.

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