Befor Ride -RUN TIME CHECK Types of powers of PM:
Legitimate
Reward
Expert
Referent
Coersive/Punishment
Reward
Expert
Referent
Coersive/Punishment
Referent. This an example of Referent form of power derived from respect and appreciation. There are several types of power a leader uses namely: Formal authority (legitimate power): ability to influence through the authority to direct, based upon position in the hierarchy of the organizational structure or the perception of official empowerment to issue orders. Reward power: ability to influence based upon direct or indirect control over positive consequences, one desires to gain such as raises in compensation, bonuses, promotions, choice assignments, or other perks. Penalty (coercive) power: ability to influence based upon direct or indirect control over negative consequences, one desires to avoid such as the lack of raises in compensation, bonuses, promotions, choice assignments, or other perks. Expert power: ability to influence based upon expertise or special knowledge considered important to the work at hand. Referent power: ability to influence based upon respect, loyalty, admiration, affection, or a desire to gain approval.
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Motivational Theories
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Hertzbergs highgyene-motivation
Maslow’s hierarchy of needs
McGregor Theory X, Y; / Z(assurance of permanent job position)
McClelland’s Need Theory
Victor Vroom Expectance theory
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Motivational Theories
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Hertzbergs highgyene-motivation
Maslow’s hierarchy of needs
McGregor Theory X, Y; / Z(assurance of permanent job position)
McClelland’s Need Theory
Victor Vroom Expectance theory
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Peter Principle=Halo effect
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Range of variance on a budgetary estimate can be from -10% to +25%.
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Paul Hersey/Ken blanchard’s Situational continuum/leadership
change leadership style based on maturity of subbordinates/team.
S1: Telling; S2: Selling; S3: Participating; S4: Delegating;
Paul Hersey/Ken blanchard’s Situational continuum/leadership
change leadership style based on maturity of subbordinates/team.
S1: Telling; S2: Selling; S3: Participating; S4: Delegating;
System testing vs integration testing
Seven Quality Mgmt and Control tools(NP, MAP IT)
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Network diagram
PDPC
Matrix diagram
Affinity diagram
Prioritization Metrics
Interrelationship digraphs
Tree diagram
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Network diagram
PDPC
Matrix diagram
Affinity diagram
Prioritization Metrics
Interrelationship digraphs
Tree diagram
7 Basic Quality Tools (See See See, Husband and Father Playing Soccer)
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Check sheet
Control chart
Cause-and-effect diagram
Histogram
Flow chart
Pareto chart
Scatter diagram
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Check sheet
Control chart
Cause-and-effect diagram
Histogram
Flow chart
Pareto chart
Scatter diagram
type II error – beta risk
ACTIVITY ON ARROW/arrow diagramming method
ACTIVITY ON ARROW/arrow diagramming method
McKinsey’s 7S’s – Robert H. Waterman, Jr. and Tom Peters
Hard Elements
Strategy
Structure
Systems
Hard Elements
Strategy
Structure
Systems
Soft Elements
Shared Values
Skills
Style
Staff
Shared Values
Skills
Style
Staff
7 reasons of conflicts on projects———————————-
schedule
project priorities
human resources
technical opinions and performance trade-offs
administrative procedures
persnality conflict
cost and budget
schedule
project priorities
human resources
technical opinions and performance trade-offs
administrative procedures
persnality conflict
cost and budget
Conflict management style————————-
withdraw/avoid
compromise
smoothen/accommodate
collaborating
confront/problem solving
force
withdraw/avoid
compromise
smoothen/accommodate
collaborating
confront/problem solving
force
Collaborating: win/win;
Compromising: win some/lose some; >> lose/lose
Accommodating: lose/win;
Competing: win/lose;
Avoiding: no winners/no losers
Compromising: win some/lose some; >> lose/lose
Accommodating: lose/win;
Competing: win/lose;
Avoiding: no winners/no losers
Test of Normality
Paired Comparison Analysis
opm3
management by objective
capability maturity model
tqm
Merrill and Reid in their employee motivation theory?
Personality traits: driver, expressive, amiable, and analytical.
Paired Comparison Analysis
opm3
management by objective
capability maturity model
tqm
Merrill and Reid in their employee motivation theory?
Personality traits: driver, expressive, amiable, and analytical.
Joseph Juran: applied the Pareto principle to quality issues
“Juran’s Trilogy”: quality planning, quality control, and quality improvement.
“Juran’s Trilogy”: quality planning, quality control, and quality improvement.
W. Edwards Deming
PDCA – along with Shewart
PDCA – along with Shewart
Philips Crosby – DIRFT (4 principles)
The definition of quality is conformance to requirements (requirements meaning both the product and the customer’s requirements)
The system of quality is prevention
The performance standard is zero defects (relative to requirements)
The measurement of quality is the price of nonconformance
The definition of quality is conformance to requirements (requirements meaning both the product and the customer’s requirements)
The system of quality is prevention
The performance standard is zero defects (relative to requirements)
The measurement of quality is the price of nonconformance
Vilfredo Federico Damaso Pareto
80-20 principle
80-20 principle
Kaoru Ishikawa
root-cause diagram: fishbone
root-cause diagram: fishbone
KJ Diagram ()
William Ouchi (jap)
Theory Z, permament job offer
Theory Z, permament job offer
Genichi Taguchi
Design of experiments
Design of experiments
F.C. Moore
“Delegation means assigning work to the others and giving them authority to do so”
“Delegation means assigning work to the others and giving them authority to do so”
Overlapping relationship
Sequential relationship
Multi-phase relationship
Iterative relationship
Sequential relationship
Multi-phase relationship
Iterative relationship
Predictive/plan-driven
Iterative and Incremental
Adaptive/Agile
Iterative and Incremental
Adaptive/Agile
NPV is defined as: The difference between the present value of cash inflows and the present value of cash outflows.
critical chain methd by Eliyahu M. Goldratt
The critical path method (CPM) is a project modeling technique developed in the late 1950s by Morgan R. Walker (of DuPont) and James E. Kelley
Parkinson’s law is the adage which states that “work expands so as to fill the time available for its completion”.
Student’s syndrom – work is done at the last moment before deadline
The critical path method (CPM) is a project modeling technique developed in the late 1950s by Morgan R. Walker (of DuPont) and James E. Kelley
Parkinson’s law is the adage which states that “work expands so as to fill the time available for its completion”.
Student’s syndrom – work is done at the last moment before deadline
Group decision making criteria (BINAM)
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Brainstorming
Idea/mind mapping
Nominal technique
Affinity diagrams
Multi-criteria decision analysis
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Brainstorming
Idea/mind mapping
Nominal technique
Affinity diagrams
Multi-criteria decision analysis
Failure mode and effect analysis – FMEA
QFD – quality function deployment (type of Facilitated workshops)
QFD – quality function deployment (type of Facilitated workshops)
Discrete, Apportioned, Level of Effort – EMV effort types
marginal analysis
lifecycle costing
deming’s 14 points?
ARMA>
zero sum processing
issue log
lifecycle costing
deming’s 14 points?
ARMA>
zero sum processing
issue log
shannon-weaver model of communication
code of ethics: Respect, Responsibility, Honesty, Fairness >>>> Aspirational and Mandatory
direct, indirect, fixed, variable costs
Types of PMO:
1. Supportive PMO: As the name suggests they support you, the project manager, with templates, best practices and even training. This type of PMO cannot have much control over how project is managed.
2. Controlling PMO: This type of PMO is a bit more involved with project management.
3. Directive PMO: This type of PMO pretty much manages the project on its own and hence has complete control over how things are done.
6 Constraints of a Project:
Scope, Time, Cost, Risk, Resource, Quality
Three Types of Managers:
1. Functional Manager: A Functional Manager is responsible for a specific function of an organization, such as Finance, Customer Success, Sales, or Human Resources.
2. Operational Manager: Operations are 'ongoing' activities of an organization, and an Operations Manager is responsible for efficiently running Operations.
3. Project Manager: a project manager is responsible for leading the team that is achieving project objectives.
Three fundamental characteristics of an effective project manager are –
1. Knowledge
2. Performance
3. Personal Skills
What is project management?
Project management is the application of knowledge, performance and personal skills of a project manager to achieve project objectives.
Types of Organization:
1. Functional Organization: ...is where functional manager has complete control over the project. Functional manager decides everything - who works on the team, what is the budget, what is the plan, so on. Team members report directly to the functional manager.
2. Weak-matrix Organization: …is still structured around functional organization. Project managers have limited powers, such as chairing project meetings, certain reporting functions - depending on the practices in the organization. (Coordinator will have some powere where as Expediter will have zero power)
3. Balanced-Matrix Organization: ...is the one where management responsibilities are divided almost equally between functional and project manager.
4. Strong-Matrix Organization: A place where project managers feel a bit more comfortable - they control good part of the decisions on the project, including selection of resources and decisions on the budget.
5. Projectized Organization: ...is the one where teams are organized around projects. Project manager takes complete responsibility of the project, its deliverables and the team. Project team reports only to the project manager.
Project Phases:
1. Phase to Phase relationship: There are two basic type of phase to phase relationship
a. Sequential Relationship: A Phase starts when the previous phase finish and may eliminate of options for reducing overall schedule
b. Overlapping Relationship: A phase starts prior to completion of the previous one. This can some time applied as schedule compression technique. This requires additional resources to allow work to be done in parallel, may increase risk.
2. Predictive Life Cycle: Also known as Plan-driven are one in which the project scope,Time and Cost required to deliver that scope are determined as early in the project life cycle as practically possible.
3. Iterative and Incremental Life Cycles: Iterations develop the product through a series of repeated cycles while increments successively add to the functionality of the product.
4. Adaptive Life Cycle: Adaptive life cycles are intended to respond to high levels of change and ongoing stakeholder involvement. Adaptive methods are also interactive and incremental, but differ in the integrations are very rapid and fixed in time and cost.
