Project Management: The Human Factor Lecture Notes PDF

Course Title PROJECT MANAGEMENT Course Code 0404438 Course Leader: Prof. Alex Opoku (PhD, MSc, BSc (Hons), PGCHE, FHEA, MCIOB, FRICS) Professor of Sustainable Built Environment Lecture overview The manag...

Course Title PROJECT MANAGEMENT Course Code 0404438 Course Leader: Prof. Alex Opoku (PhD, MSc, BSc (Hons), PGCHE, FHEA, MCIOB, FRICS) Professor of Sustainable Built Environment Lecture overview The management of project teams, leadership theories, motivation and conflict management Course Learning Outcomes covered: 1. Understand what a Project is, what Project Management is, and the role and responsibilities of the Project Manager within the construction team. 2. Understand how Project Managers manage projects by integrating scope, time, cost, quality, human resources, communications, risk and procurement of a project. 3. Learned to apply methods for estimating time and cost and managing quality in a construction context. 4. Learned theories of leadership, communication, motivation, conflict management within teams. 5. Understand Procurement and Risk management and how they are related.  Project Management Art vs Science ORGANISE HUMAN MATHEMATICAL BEINGS TOOLS IT IS A BIT OF BOTH © Dr Alex Opoku  Project Management-Relationships Client External Team(s) Project Manager Third Parties In House Team(s) © Dr Alex Opoku © Dr Alex Opoku © Dr Alex Opoku  Team Building & Leadership © Dr Alex Opoku  TEAM BUILDING © Dr Alex Opoku  What is a team? “ A team is a number of persons associated together in work or activity: as a group on one side (as in football or debate).” In other words, when one person cannot accomplish a job alone and several individuals must cooperate to fulfill a mission, you need a team The better the cooperation, communication, and coordination among team members, the more efficient the team © Dr Alex Opoku  What is a team More than a just a group with a common aim The effect of synergy…..WORKING TOGETHER! Contributions of the individual are seen as ‘Complementary’ © Dr Alex Opoku  Reasons for team building Improving communication Making the workplace more enjoyable Motivating a team Getting to know each other Getting everyone "onto the same page", including goal setting Teaching the team self-regulation strategies Helping participants to learn more about themselves (strengths and weaknesses) Identifying and utilizing the strengths of team members Improving team productivity Practicing effective collaboration with team members © Dr Alex Opoku  THE CONSTRUCTION TEAM © Dr Alex Opoku  Groups / teams in construction Various participants – Architects, Engineers, QS’s, Construction Managers, Project Managers, property developers…etc Formation of teams during projects Retaining teams on a project-to-project basis New teams on each project What is the impact? Learning © Dr Alex Opoku  Is construction a team or group? DESIGNER QS PROJECT MANAGER CONTRACTOR © Dr Alex Opoku  Arch Design Team QS Employer Eng Building Contractor SC SC SC The Traditional Approach Contract Information © Dr Alex Opoku  Why you need to be an expert at collaboration and teamwork:  You cannot succeed alone  You need a team of the brightest people you can possibly find to help you  You need to help the team work extremely well together  You need the team to support you with enthusiasm, respect and trust © Dr Alex Opoku  'Team Development Model The 'Team Development Model', identified by ‘Bruce Tuckman’, offers a foundational definition of the stages teams go through during their lifecycle. Those stages are: 1. Forming 2. Storming Tuckman’s study (4+1 stages) 3. Norming 4. Performing 5.Adjourning © Dr Alex Opoku  Development of groups/Team © Dr Alex Opoku © Dr Alex Opoku  Barriers to Team Building  Credibility of the project leader  Unclear project objectives  Changing goals and priorities  Lack of team definition and structure  Confusion about roles and responsibilities  Performance appraisals that fail to recognize teamwork © Dr Alex Opoku  LEADERSHIP 22 © Dr Alex Opoku  The Functions of a Leader Leader’s Role Achieving tasks Building Developing the team individuals © Dr Alex Opoku John Adair, 1973  What is leadership? Leadership in an organisational role involves: (1) establishing a clear vision, (2) sharing (communicating) that vision with others so that they will follow willingly, (3) providing the information, knowledge, and methods to realise that vision, and (4) coordinating and balancing the conflicting interests of all members or stakeholders. © Dr Alex Opoku  Managing versus Leading a Project Managing—coping with Leading—coping with complexity change – Formulate plans and – Recognize the need to objectives change to keep the – Monitor results project on track – Take corrective action – Initiate change – Expedite activities – Provide direction and – Solve technical motivation problems – Innovate and adapt as – Serve as peacemaker necessary – Make tradeoffs among – Integrate assigned time, costs, and project resources © Dr Alex Opoku  The Ideal Project Manager? A person who can be both: A very efficient project manager and An effective project leader This person must therefore be able to: Lead the project team spontaneously Mainly focus on the project Motivate the project team members to achieve the targets within the agreed project framework © Dr Alex Opoku CIOB CoP for Project Mgmt  Traits of Effective Project Leaders A number of studies on effective project leadership reveal these common themes: Good communication Flexibility to deal with ambiguity Work well with project team Skilled at various influence tactics © Dr Alex Opoku  Human Relations Soft Skills/Transferable Skills Dealing effectively with conflict Establishing rapport Helping clarify misunderstandings Treating Being a people cooperative fairly team Creating an member environment of © Dr Alex Opoku social interaction  Leadership Style Leaders’ styles encompass how they relate to others within and outside the organization, how they view themselves and their position, and—to a large extent—whether or not they are successful as leaders © Dr Alex Opoku  Leadership Style Autocratic Leader Benevolent leader Lacks flexibility Very people oriented; Controlling and demanding encouraging “carrot and stick” approach Organizes around people Focused solely on Can be paternalistic productivity “country club” atmosphere: non-competitive Laissez-faire Leader Democratic/Team Leader Uninvolved - “leave them Balances production and alone” people issues Sees main role as passer of Builds a working team of information employees Lets others make decisions Team approach: involves Basically abdicates subordinates responsibility for team or Organization is a vehicle for unit carrying out plans © Dr Alex Opoku  Styles of leadership 10 Benevolent Team Leader Leader concern for (Y) (Z) people Laissez-faire Autocratic Leader Leader (L) (X) 1 concern for 10 production → © Dr Alex Opoku © Dr Alex Opoku  Are you motivated yet? © Dr Alex Opoku  Motivation The job of a manager in the workplace is to get things done through employees  To do this the manager needs to motivate employees, but that's easier said than done Understanding what motivates staff is key to getting their best performance at work © Dr Alex Opoku  Maslow’s (1943) Hierarchy of Needs © Dr Alex Opoku  Construction managers Obviously control physical work environment - plant, materials, labour, access, procedures, etc. Can manipulate social environment too - with motivational factors including communication, pay & conditions, work standards, attitudes to health and safety, grouping © Dr Alex Opoku Lead by example!  Motivation & Performance Performance = Ability + Motivation Ability is increased by training, motivation is increased by improved environment Throw in - perception - role play - role clarity - individual’s needs & desires (Maslow’s hierarchy) Good performance - can be difficult to measure in teams Goals – must be realistic & measurable Rewards – must be known and valued by the individual © Dr Alex Opoku  Conflict Management © Dr Alex Opoku © Dr Alex Opoku  Causes of Conflict  Difference in personality – i.e. personality clash where difference are based on different disciplines and beliefs  Differences in interests & objectives  Clarity of role – behaviour may not be what is required  Role incompatibility or ambiguity. 3 types.  Person-role conflict - personality of team leader may be ‘soft’ where a hard nosed approach is required e.g. team leader dealing with union rep.  Intra-role conflict - contradictory expectations about how a role should be played.  Inter-role conflict - where different requirements of 2 or more must be played simultaneously. © Dr Alex Opoku  Conflict Management  Some conflict within groups and organisations may not be a bad thing  Healthy argument can improve standards so long as they are managed properly.  Outcome from healthy conflict may be:  improved standards  Improved communication thereafter and so on. © Dr Alex Opoku  Conflict Resolution Modes Withdrawal - Retreating or withdrawing from an actual or potential disagreement Smoothing - De-emphasizing or avoiding areas of difference and emphasizing areas of agreement Compromising - Bargaining and searching for solutions that bring some degree of satisfaction to the parties in a dispute. Characterized by a “give-and-take” attitude Forcing - Exerting one’s viewpoint at the potential expense of another. Often characterized by competitiveness and a win-lose situation Confrontation - Facing the conflict directly, which involves a problem-solving approach whereby affected parties work through their disagreements. © Dr Alex Opoku  Negative effects of conflict  Lack of teamwork  Escalated competition  Frustrated arguments  Poor communication  Frustration  Friction  Hostility and jealousy  Personal defeat  Aggression  Low morale © Dr Alex Opoku  References Adair, J. E. (1973) Action-Centred Leadership. London: McGraw-Hill Cole, G. A. (2004) Management: Theory and Practice. 6th Edition, Thompson, UK CIOB, 2014, “Code of Practice for Project Management for Construction & Development”, 5th edition, Wiley Blackwell. Covey, S,R. (2006) The 8th Habit From Effectiveness to Greatness Drake & Smith, 1973, ‘Behavioural Handy C, 1993, ‘Understanding Organisations’, 4th edition, Penguin. Hannagan, T.(2005)Management Concepts and Practices- Prentice Hall Harvey, R.C. and Ashworth, A. (1997) The Construction Industry of Great Britain. Butterworth-Heinemann, Oxford. Latham, M. (1994) Constructing the Team. HMSO, London. Tannenbaum, Robert and Schmidt, Warren H. (1958), ‘How to Choose A Leadership Pattern’, Harvard Business Review, 36(2): 95-101. Tannenbaum, Robert and Schmidt, Warren H. (1973), ‘How to Choose A Leadership Pattern’, Harvard Business Review Turner J R, 1999, “The Handbook of Project-based Management”, 2nd edition, McGraw Hill. Schein E, 1980, ‘Organisational Psychology’, 3rd edition, Prentice-Hall. © Dr Alex Opoku