Fluent Essays

Reflect on the assigned readings for Week 2 and then type a two page paper regarding what you thought was the most important concept(s), method(s), term(s), and/or any other thing that you felt was worthy of your understanding.  Define and describe what you thought was worthy of your understanding in half a page, and then explain why you felt it was important, how you will use it, and/or how important it is in project planning.   After submitting your two page paper as an initial post in the Reflection and Discussion Forum, then type at least two peer replies in response to your classmates posts (200 word minimum each).Culture and Project Management This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 6: Culture and Project Management 1 Culture and Project Management Definition of Organizational Culture Project Manager’s Checklist Team Challenges Dealing with conflict This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 6: Culture and Project Management Organizational Culture Shared beliefs, attitudes, values Behaviors that arise from the beliefs, attitudes and values May be obvious or subtle This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 6: Culture and Project Management Project Manager’s Checklist Decision-making—who makes the decision and what processes are followed Communication Formality Medium Complexity Vocabulary and format— “Image” This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 6: Culture and Project Management Team Challenges Individual identity Verbal and emotional expressiveness Relationship expectations Style of communication Language Personal priorities, values and beliefs Time orientation This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 6: Culture and Project Management Dealing with Conflict Conflict is not a bad thing Problem-solving is a key activity for successful teams Understanding your own preferred approach and those of your team helps in productive conflict resolution This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 6: Culture and Project Management Five basic approaches to conflict resolution Avoidance Accommodation Competition Compromise Collaboration This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 6: Culture and Project Management Culture and Project Management Organizational Culture means shared beliefs, attitudes and values, along with related behaviors Project Managers need to be aware of cultural issues Team Members can also face challenges in cross-cultural relationships Effectively dealing with conflict is a success factor for projects—every project team must resolve differences and make decisions This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 6: Culture and Project Management Questions? This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 6: Culture and Project Management 9Project Stakeholder Management This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 5: Project Stakeholder Management 1 Outline Definition of stakeholder Typical stakeholders Stakeholder management Stakeholder Analysis The stakeholder register This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 5: Project Stakeholder Management Stakeholder definition People, groups or organizations that could impact or be impacted by the project Source: PMBOK Guide, Fifth Edition, Page 391. This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 5: Project Stakeholder Management Stakeholder management Identify stakeholders, analyze stakeholder expectations and their impact on the project, and develop appropriate management strategies for effectively involving stakeholders in project decisions and execution. Source: PMBOK Guide, Fifth Edition, Page 391. This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 5: Project Stakeholder Management The stakeholder register Used throughout the project A table used to manage interactions with the stakeholders Lists all stakeholders and stakeholder groups Information added and updated throughout the phases of the project: Interests, involvement, interdependencies, influence on project success All interactions with each stakeholder or group, whether planned or not, whether initiated by the project or by the stakeholder Who on the project team is responsible Closely related to the project communication plan This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 5: Project Stakeholder Management Project Initiation: Identify Stakeholders Top Management Your Manager Peers Resource Managers Internal Customers External Customers Government Contractors, Subcontractors, Suppliers Others (the public, landowners, interest groups, business competitors) This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 5: Project Stakeholder Management Stakeholder Analysis Who are they? What are their interests? Will their interest level vary throughout the project? Can coalitions be built? The power/interest grid This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 5: Project Stakeholder Management Project sponsor The person or group responsible for enabling success. May be inside but is usually outside the project. Signs off that the project is complete—the one the PM has to satisfy. The person responsible for escalating issues that are beyond the control of the PM. Significant role in developing the initial charter and project plan. Source: PMBOK Guide, Fifth Edition, Page 3Framework for Project Management This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 4: Framework for Project Management 1 Framework for Project Management Project Management as a profession The Project Management Institute (PMI) Project Management Knowledge Areas Project Management Certifications Scrum development The Project Management Office This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 4: Framework for Project Management Project Management as a Profession Body of knowledge Standards Professional organizations Currently, anyone can call him or herself a project manager Unresolved issue: to what extent can an expert PM move from one industry to another? This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 4: Framework for Project Management Project Management Standards Standards organizations PMI Project Management Institute: http://www.pmi.org/ CAPM, PMP and other professional standards IPMA International Project Management Association: http://ipma.ch/ Several certifications This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 4: Framework for Project Management Project Management Institute (PMI) Established in 1969 Certifications: most popular is PMP Also offer CAPM, for novice PMs, and several specialized certifications Currently over 590,000 PMPs in the world Have published the Project Management Body of Knowledge or PMBOK, now in its 5th edition. This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 4: Framework for Project Management Project Management Professional (PMP) Requirements: 5 years of project management experience pass a rigorous exam maintain ongoing professional development Currently over 590,000 PMPs in the world The CAPM or Certified Associate in Project Management only requires an exam and is considered to be a step along the way to a PMP This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 4: Framework for Project Management PMBOK Knowledge Areas Managing Integration Managing Scope Managing Time/Schedule Managing Costs Managing Quality Managing Human Resources . . . continued on next slide This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 4: Framework for Project Management PMBOK Knowledge Areas (continued) Managing Communication Managing Risks Managing Procurement Managing Stakeholders This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 4: Framework for Project Management Project Integration Very active during the startup Coordinates all activities in all