Class 7 - Page 1 EM 636 - PROJECT MANAGEMENT Instructor: Adj

EM 636 - PROJECT MANAGEMENT
Instructor: Adj. Prof. James W. Harte, PMP
WEEK 7
Conflict
Variables for Success
James W. Harte, PMP EM636
Class 7 Slide1
EM636 Project Management
Week 7
1. Administrative Details
2. Review highlights of Week 6
3. Discussion - Conflict
4. Team Exercise - Handling Conflict
5. Discussion - Conflict (cont’d)
6. Discussion - Variables for Success
James W. Harte, PMP EM636
Class 7 Slide2
Class 7 - Page 1
EM636 Project Management
Week 7
7. Instructions for Home Assignment # 3
8. Assignments for next class
• Study for Midterm - Handouts through Class 6
and reading assignments through Chapter 6
GIVE PRIORITY TO STUDYING FOR
MIDTERM. Do reading assignment before
start of Class 9
• Read Chapter 11 - Planning - Ed. 5 Pgs. 567 to 634,
(skip 11.18, 11.26, 11.27) Ed. 6 Pgs. 519 to 591
(skip 11.20, 11.28, 11.29)
James W. Harte, PMP EM636
Class 7 Slide3
Conflict-Definition
Random House Webster Dictionary
1. to be contradictory, at variance, or in
opposition; clash; disagree.
2. to fight or contend; do battle.
n. 3. a fight, battle, or struggle, esp. a
prolonged one; strife.
4. controversy; quarrel.
5. antagonism or opposition, as between
interests or principles: a conflict of
opinions.
6. discord of action, feeling, or effect.
7. incompatibility or interference, as of
one idea, event, or activity with
another: a conflict in the schedule.
8 . a mental struggle arising from opposing
demands or impulses.
9. a striking together; collision
James W. Harte, PMP EM636
Class 7 Slide4
Class 7 - Page 2
CONFLICT OVERVIEW
• Conflict is part of every project
– Conflict is part of change and therefore inevitable
• Conflicts can generally occur at any level in
the organization
– usually the result of conflicting objectives.
• Sometimes conflict is meaningful and
produces beneficial results
– More often conflict is destructive - to both the project
and the people involved
James W. Harte, PMP EM636
Class 7 Slide5
CONFLICT OVERVIEW (Contd.)
• Conflict is inherent in the
structure of project management organization
– “It is there, waiting to pounce”- Anton K. Dekom
– Most conflict occurs at and because of interfaces
– Most project organizations are some form of matrix
• Temporary management situations produce
conflicts - resulting from:
– differences in the organizational behavior of individuals
– differences in the way the functional and project manager
view the work required
– lack of time ... to establish ideal working relationships
James W. Harte, PMP EM636
Class 7 Slide6
Class 7 - Page 3
CONFLICT OVERVIEW (Contd.)
• Although conflict is inevitable, conflicts and
their resolution can be planned for.
• There are techniques to anticipate,
recognize, avoid and head off conflict.
For example, conflicts over misunderstanding of
each other’s roles and responsibilities can be
headed off through use of documentation such
as linear responsibility charts
James W. Harte, PMP EM636
Class 7 Slide7
CLASSICAL CONFLICT STUDIES
Most project management authors refer to
two classical studies when discussing
conflict:
1. THAMHAIN, H.J. AND WILEMON, D.L.
“Conflict Management in Project Life Cycles”
Sloan Management Review, Summer 1975.
This study reports on a survey which ranks
seven sources of conflict in each of four
phases of the project life cycle
James W. Harte, PMP EM636
Class 7 Slide8
Class 7 - Page 4
THAMHAIN, H.J. AND WILEMON, D.L. (Contd.)
Sources of conflict:
•
Schedules
•
Priorities
•
Manpower (Staffing)
•
Technical Issues
•
Administration (inc. Procedures)
•
Personality
•
Cost
James W. Harte, PMP EM636
Class 7 Slide9
THAMHAIN, H.J. AND
WILEMON, D.L. (Contd.)
PROJECT LIFE CYCLE PHASES:
•
Project Formulation
(Concept)
•
Project Buildup
(Development)
•
Main Program
(Execution)
•
Phase-Out (Installation) (Finish)
James W. Harte, PMP EM636
Class 7 Slide10
Class 7 - Page 5
THAMHAIN, H.J. AND WILEMON, D.L. (Contd.)
RANKED SOURCES OF CONFLICT IN EACH PHASE OF
PROJECT LIFE CYCLE
CONCEPT
(FORMATION)
PRIORITIES
PROCEDURES
SCHEDULES
MANPOWER
COST
TECHNICAL
PERSONALITY
DEVELOPMENT
(BUILDUP)
PRIORITIES
SCHEDULES
PROCEDURES
TECHNICAL
MANPOWER
PERSONALITY
COST
James W. Harte, PMP EM636
EXECUTION
(MAIN PROGRAM)
FINISH
(PHASE OUT)
SCHEDULES
TECHNICAL
MANPOWER
PRIORITIES
PROCEDURES
COST
PERSONALITY
SCHEDULES
PERSONALITY
MANPOWER
PRIORITIES
COST
TECHNICAL
PROCEDURES
Class 7 Slide11
Conflict Studies (Contd.)
There is a later survey, 1986,
which somewhat modifies the decade earlier
Thamhain and Wilemon Survey.
3. Posener, B.
“What’s All This Fighting About? Conflict in Project
Management”. IEEE transactions on Engineering
Management, Vol. EM-33. No. 4, November 1986
The primary difference in the Posner survey is
the higher ranking of Cost in all phases of the
project life cycle, particularly in the project
formation and phaseout (installation) phases.
James W. Harte, PMP EM636
Class 7 Slide12
Class 7 - Page 6
CLASSICAL CONFLICT STUDIES (Contd.)
2. Blake, R., Mounton, J.S.
“The Management Grid”Gulf Publishing ,1964.
Five styles for handling conflict:
• Withdrawal (Denial/Retreating) - Ignore the Conflict
• Smoothing (Suppression)-De-emphasizing disagreement,
emphasizing agreement
• Compromising (Negotiation) - Each gives up something
to meet half way
• Forcing (Power/Dominance) - Imposing one’s view on
others; usually results in win-lose situation
• Confrontation (Integration/Collaboration) - Facing conflict
directly and using a problem solving approach.
James W. Harte, PMP EM636
Class 7 Slide13
CONFLICT OVERVIEW (Contd.)
Most common types of conflict involve:
. Manpower resources
. Equipment & Facilities
. Capital Expenditures
. Costs
. Technical Opinions/
.
.
.
.
.
Priorities
Procedures
Scheduling
Responsibilities
Personality Clashes
Tradeoffs
James W. Harte, PMP EM636
Class 7 Slide14
Class 7 - Page 7
CONFLICT OVERVIEW (Contd.)
Each of these conflicts can vary in relative
intensity over the life cycle of a project because of:
•
•
•
•
Getting close to project constraints
Having only two constraints instead of three
The project life cycle itself
The person whom the conflict is with
James W. Harte, PMP EM636
Class 7 Slide15
Conditions that predispose organizations
towards conflict
1.
2.
3.
4.
5.
6.
7.
8.
9.
Ambiguous Roles, Overlapping Responsibilities
Inconsistent and/or incompatible goals
Communication barriers
Interdependent tasks or activities
Differentiation or specialization in organization
Need for joint decision-making
Need for consensus
Procedures and regulations
Unresolved, prior conflict
James W. Harte, PMP EM636
Class 7 Slide16
Class 7 - Page 8
Conflict Handling
Modes (Styles)
STYLE
CHARACTERISTICS
USE WHEN
Withdrawal
Temporary Measure
Does not solve conflict
May have to be revisited
Can escalate disagreement
For cooling-off
To avoid current discussion
Lack of time/importance
Smoothing
Might be temporary measure Lack of time/importance
May not solve Conflict
Project objectives not
May have to be revisited
significantly compromised
Compromise Usually always favorable
Time permits
Can be permanent solution Topic is significant
Win-Win
Project objectives not
significantly compromised
(Con’t)
James W. Harte, PMP EM636
Class 7 Slide17
Conflict Handling Modes (Styles) (Contd.)
STYLE
CHARACTERISTICS
USE WHEN
Forcing
Settles issue-by dictate
Can build resentment
Win-Lose
Absolutely necessary!
Immediate decision required
Topic is trivial
Topic is significant
Project objectives can’t be
compromised
Confrontation
Most favorable
Style most used by
experienced project
managers
Win-Win
Time permits
Topic is significant
After proper preparation
James W. Harte, PMP EM636
Class 7 Slide18
Class 7 - Page 9
Class 7 - In-class Exercise
Handling Conflict in Project Management:
Text Ed. 5 Pg. 432, Ed. 6 Pg. 408
Rules: See detailed instructions and worksheet on Pg. 10a
in handout. Ignore Kerzner instructions. Do group
response only, not individual response. Ignore scoring.
1. Read the six situations - Time 15 minutes
2. Establish a team position as to how each situation should
be handled
- Time 15 minutes
If a consensus cannot be reached, the Team leader is to
resolve the situation and define the team response.
3. Team Leader will fill out the team answer form and
transparency, and present team results.
James W. Harte, PMP EM636
Class 7 Slide19
PLANNING FOR CONFLICT
One Approach:
Wait for conflict to happen and
then use management skills to solve it.
A Better Approach:
• Minimize conflict through preventive planning.
– Planning can prevent some but not all
conflict
– It can put in place conflict solving strategies
James W. Harte, PMP EM636
Class 7 Slide20
Class 7 - Page 10
EM636 Project Management
Prof. James W. Harte, PMP
Class 7 Exercise - Handling Conflict in Project Management - Text: Ed. 5 Pg. 432, Ed. 6 Pg. 408
USE THIS WORKSHEET TO RECORD YOUR TEAM'S ANSWERS.
THEN, DURING THE PRESENTATIONS, YOU CAN RECORD THE ANSWERS OF THE OTHER TEAMS
PART SUBJECT/QUESTIONS
PUT YOUR TEAM'S ANSWERS IN YOUR TEAM COLUMN
Team 1
Team 2
Team 3
1
Facing the Conflict - Your Alternatives - A to I, Pg. 432
2
Understanding Emotions- Which of Emotions a. to e. Pg. 434
Answer 2A to 2G with a. to e.
are displayed by Department Manager emotions listed below:
Select One Group Choice each question
Team 4
Team 5
4
5
4
5
4
5
4
5
4
5
3
5
Select A to I One Group Choice
1
2A I've given my answer. See the General Manager if you're not happy.
1
2
2
3
3
2B I understand your problem. Let's do it your way.
2C I understand your problem but I'm doing what's best for my department.
2D Let's discuss the problem. Perhaps there are alternatives.
2E Let me explain to you why we need the new requirements.
2F See my section supervisors; it was their recommendation.
2G New managers are supposed to come up with new and better ways,
aren 't they?
3
Establishing Communications - Your Best Approach, A to G, Pg. 435
Select A to G One Group Choice
4
Conflict resolution Modes - Modes a. to e. Pg. 435
Answer 4A to 4F with a. to e.
Your options to Department Manager opening remarks listed below:
Select One Group Choice each question
1
1
2
2
3
3
4A The requirements are my decision and we're doing it my way
4B I've thought about it and you're right. We'll do it your way.
4C Let's discuss the problem. Perhaps there are alternatives.
4D Let me explain again why we need the new requirements.
4E See my section supervisors; they're handling it now.
4F I've looked over the problem and I might be able to ease up on some of the
requirements.
5
6
Understanding your choices. What to do when the Department Manager Select A to D One Group Choice
refuses to see you again. - Choices A. to D., Pg. 436
1
Interpersonal Influences - Your Options to gain support from the Department
Select A to F One Group Choice
Manager's Organization - Options A to F., Pg. 437
1
James W. Harte, PMP
CL7PG10A.xls
2
2
3
3
Class 7 Pg. 10a Insert
Planning for Conflict
Kerzner Suggestions
• Be aware of the intensity and impact of each
potential conflict source in order to detect
conflict early and minimize its destructive
effects.
– Schedules, priorities and costs are the major
conflict sources, followed by resources and
technical opinions.
– Communication barriers, conflict of interest,
and differences in management philosophies
are also source of conflict.
James W. Harte, PMP EM636
Class 7 Slide21
Planning for Conflict (Contd.)
• Consider the procedural methods
that will be used in conflict resolution
– Development of company wide conflict resolution policies
and procedures
– The establishment of project conflict resolution
procedures during the early planning activities
– The use of hierarchical referral
– The use of direct contact
In each of the above methods, the appropriate conflict
resolution mode (style) is selected
Withdrawal, Smoothing, Compromising, Forcing, Confrontation
James W. Harte, PMP EM636
Class 7 Slide22
Class 7 - Page 11
Planning for Conflict (Contd.)
• Do sound project planning and scheduling.
It will head off much potential conflict
– With a good plan, the odds for meeting
project control parameters are increased and
conflict levels diminish.
– The (process of ) planning may prove to be
as important as the (resultant) plan itself.
Involve participants in the planning process personnel commitment is generated
James W. Harte, PMP EM636
Class 7 Slide23
The Management of Conflict
• Once a conflict exists :
– Study the problem and collect all available
information
– Develop a situation approach or methodology
– Apply the appropriate conflict resolution
strategy
• When a conflict confrontation meeting
is necessary:
– Set the appropriate atmosphere or climate
– Plan and conduct the meeting - See Ed.5 pgs.
423 & 424, Ed. 6, pgs. 399 & 400
James W. Harte, PMP EM636
Class 7 Slide24
Class 7 - Page 12
Key Steps to Managing Conflict
Dr. Kezbom
“Effective project managers realize that
conflict is inevitable and, therefore, develop
procedures and techniques of minimizing its
negative effects and maximizing its
constructive potential. These may include:
– Analyzing the problem in terms or the
variety of situations that lead to conflict.
– Assessing the effect of a particular
approach or methodology on the conflict
and the project team.
– Developing the appropriate atmosphere or
conditions for negotiation and resolution.”
James W. Harte, PMP EM636
Class 7 Slide25
Key Steps to Managing Conflict
Dr. Kezbom (Contd.)
“Should a conflict occur within a project team,
a confrontation meeting is necessary
between conflicting departments or parties.”
Dynamic Project Management
Deborah S. Kezbom, Donald L. Schilling,
Katherine A. Edward, John Wiley & Sons,
New York 1989
James W. Harte, PMP EM636
Class 7 Slide26
Class 7 - Page 13
Six-step Conflict Management Strategy
for Project Managers:
Dr. Ruth Sizemore House
STEP A:
Expect conflict and plan ahead
how to handle it.
STEP B:
Have your own stress management
techniques in place before the
project begins.
STEP C:
Be a lightning rod.
STEP D:
Excavate the issues.
STEP E:
Look for win-win alternatives.
STEP F:
Cut your losses when necessary
The Human Side of Project Management
Ruth Sizemore House, Addison Wesley, 1988
James W. Harte, PMP EM636
Class 7 Slide27
VARIABLES for SUCCESS
In Chapter 9, Kerzner addresses:
• Predicting Success
• Project management effectiveness
• Expectations
• Force field analysis
Before addressing these, let’s discuss:
• Defining Success
James W. Harte, PMP EM636
Class 7 Slide28
Class 7 - Page 14
Defining Success:General Definition
Meeting Time, Cost & Quality Constraints
plus Satisfaction Expectations
• Completing the project on Schedule
• Staying within Budget
• Meeting Technical Performance and/or
Mission Goals
• Achieving high level of satisfaction from
project stakeholders
James W. Harte, PMP EM636
Class 7 Slide29
Defining Success:Explicit Definition
• Many companies find it necessary or
desirable to define project success in terms
of explicit achievements
• The achievements required for project
success are usually published in a separate,
concise document with a name like:
– “Criteria for Project Success”
– “Measurement of Project Success”
James W. Harte, PMP EM636
Class 7 Slide30
Class 7 - Page 15
Defining Success:Explicit Definition
Achievements required for success are often:
• Selected milestones extracted from the
detailed Requirements Definition
• Additional milestones defining success after
installation or delivery to end user.
Examples:
–
–
–
–
Manufacturing production, efficiency, cost, etc.
Achieved sales bookings , margins, share of market, etc.
User experienced efficiencies, improvements, etc..
Decommissioning of replaced systems, equipment, etc.
James W. Harte, PMP EM636
Class 7 Slide31
Project Success
Project success measured by “actions” of
three groups
• project manager and team
• parent organization
• customer’s organization
James W. Harte, PMP EM636
Class 7 Slide32
Class 7 - Page 16
Selections from Kerzner list - Actions project
manager and team can take to ensure success:
• Insist on right to select key project team
members - select successful teams members
• Have team members assist in decision
making and problem solving.
• Seek sufficient authority and projectized
organizational form
• Maintain good relationship with parent, client
& team
• Seek to enhance the image of the project
James W. Harte, PMP EM636
Class 7 Slide33
Actions project manager and team can
take (contd.)
• Develop realistic cost, schedule &
performance estimates and goals
• Stress importance of meeting cost, schedule
& performance goals
• Give priority to achieving mission or function
of end item
• Avoid overreliance on one type of control
tool
• Keep changes under control
James W. Harte, PMP EM636
Class 7 Slide34
Class 7 - Page 17
Selections from Kerzner list - Actions parent
organization can take to ensure success:
• Select project manager with proven track record
– technical skills
– human skills
– administrative skills
• Delegate sufficient authority to project manager
• Demonstrate enthusiasm and support for project
• Avoid arbitrary slashing or “ballooning’of team’s estimates
• Avoid “Buy Ins”
• Develop close, not meddling, working relationships with
client contact and project manager
James W. Harte, PMP EM636
Class 7 Slide35
Selections from Kerzner list - Actions client
organization can take to ensure success:
• Encourage openness and honesty from participants
• Encourage healthy competition, not cutthroat
situations or “liars” contests
• Reject “buy-ins”
• Plan for adequate funding to cover entire project
• Delegate sufficient authority to principal client contact
• Make prompt project decisions
• Avoid excessive reporting schemes
• Develop close, not meddling, working relationships
with project participants
James W. Harte, PMP EM636
Class 7 Slide36
Class 7 - Page 18
Some major causes for failure of project
management - Kerzner
•
•
•
•
•
•
Selection of a concept that is not applicable
Selection of the wrong person as project manager
Upper management that is not supportive
Inadequately defined tasks
Misused management techniques - over management
Project termination not planned
James W. Harte, PMP EM636
Class 7 Slide37
Home Assignment # 3
The Trophy Project
Text: Ed. 5 Pg. 315, Ed. 6 Pg. 398
See Instructions on next page.
• Part A: Prepare a synopsis of the case study in
a maximum of 50 words.
• Part B: Answer each of the 4 questions listed.
Assignment is due at start of Class 10.
James W. Harte, PMP EM636
Class 7 Slide38
Class 7 - Page 19
EM636 - Project Management
Prof. James W. Harte, PMP
HOME ASSIGNMENT #3 - THE TROPHY PROJECT
Ed. 5 - Chapter 5 Pg. 314, Ed. 6 - Chapter 5 Pg. 398
Due at start of Class 10
Read the case study and do the following:
A.
Prepare a synopsis of the case study in a maximum of 50 words. A synopsis is a
condensed restatement of the history and problem. It is not an analysis of the
problem or a statement of how it could have been avoided.
B.
Answer the following questions and justify your answers:
1.
Did the project appear to be planned properly?
2.
Did functional management seem committed to the project?
3.
Did senior management appear supportive and committed?
4.
What could Reichart have done that he did not?
James W. Harte, PMP
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