tailieunhanh - Lecture Modern project management: Chapter 9 - Norman R. Howes

The need for reducing the project duration occurs for many reasons such as imposed duration dates, time-to-market considerations, incentive contracts, key resource needs, high overhead costs, or simply unforeseen delays. This chapter presented a logical, formal process for assessing the implications of situations that involve shortening the project duration. | Leadership: Being an Effective Project Manager Chapter 10 Managing versus Leading a Project Managing: Coping with Complexity Formulate plans and objectives Monitor results Take corrective action Expedite activities Solve technical problems Serve as peacemaker Make tradeoffs among time, costs, and project scope Leading: Coping with Change Recognize the need to change to keep the project on track Initiate change Provide direction and motivation Innovate and adapt as necessary Integrate assigned resources Managing Project Stakeholders Project Management Maxims: You can’t do it all and get it all done. Projects usually involve a vast web of relationships. Hands-on work is not the same as leading. More pressure and more involvement can reduce your effectiveness as a leader. What’s important to you likely isn’t as important to someone else. Different groups have different stakes (responsibilities, agendas, and priorities) in the outcome of a project. Remember: project management is tough, . | Leadership: Being an Effective Project Manager Chapter 10 Managing versus Leading a Project Managing: Coping with Complexity Formulate plans and objectives Monitor results Take corrective action Expedite activities Solve technical problems Serve as peacemaker Make tradeoffs among time, costs, and project scope Leading: Coping with Change Recognize the need to change to keep the project on track Initiate change Provide direction and motivation Innovate and adapt as necessary Integrate assigned resources Managing Project Stakeholders Project Management Maxims: You can’t do it all and get it all done. Projects usually involve a vast web of relationships. Hands-on work is not the same as leading. More pressure and more involvement can reduce your effectiveness as a leader. What’s important to you likely isn’t as important to someone else. Different groups have different stakes (responsibilities, agendas, and priorities) in the outcome of a project. Remember: project management is tough, exciting, and rewarding—endeavor to persevere. Network of Stakeholders FIGURE Influence as Exchange The Law of Reciprocity One good deed deserves another, and likewise, one bad deed deserves another. Quid pro Quo Mutual exchanges of resources and services (“back-scratching”) build relationships. Influence “Currencies” (Cohen and Bradford) Cooperative relationships are built on the exchange of organizational “currencies” (favors). Commonly Traded Organizational Currencies TABLE Task-related currencies Resources Lending or giving money, budget increases, personnel, etc. Assistance Helping with existing projects or undertaking unwanted tasks. Cooperation Giving task support, providing quicker response time, or aiding implementation. Information Providing organizational as well as technical knowledge. Position-related currencies Advancement Giving a task or assignment that can result in promotion. Recognition Acknowledging effort, accomplishments, or abilities. Visibility .

• Kiến trúc - Xây dựng
• Modern project management
• Project management
• Managerial process
• Lecture Project management
• Project manager
• Project Governance
• Lecture Project management in practice
• Project management process
• Project life cycle
• Organization strategy
• Project selection
• Defining the project
• Estimating project times
• Managing risk
• Scheduling resources
• Modern information systems
• Today’s IT environment
• Critical success factors
• The project management discipline
• The software engineering discipline
• Managing quality
• Procurement and outsourcing
• Stakeholder management
• Software systems
• Managing multiple projects