Transcript aiktcDspace1825.3.ppsx

PROJECT EXECUTION, MONITORING, CONTROLLING
eCourseware@AIKTC
MODULE 4
PROJECT EXECUTION, MONITORING,
CONTROLLING
MOTIVATION THEORIES
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In simple words, motivation is the psychological feature
that arouses an individual to action toward a desired
goal. In other words, motivation is an incentive that
generates goal-directed behaviors.
The phrase Motivation Theory is concerned with the
processes that depict why and how human behavior is
activated and directed. It is regarded as one of the most
important areas of study in the field of organizational
behavior.
MOTIVATION THEORIES
MOTIVATION THEORIES
Herzberg’s Motivation-Hygiene Theory
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Hygiene Factors:
Poor hygiene factors may destroy motivation, but improving them, under most circumstances,
will not improve motivation. In other words the factors that help prevent dissatisfaction. They
do not lead to higher levels of motivation but dissatisfaction exists without them. Hygiene
factors are not sufficient to motivate people. Examples of this are-
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Working Conditions
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Salary
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Personal Life
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Relationship at work
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Security
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Status
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Company's policies and administration
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Job security
MOTIVATION THEORIES
Motivating Agents:
 What motivates people is the working itself,
including such things as:
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Responsibility
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Self-Actualization
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Professional Growth
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Recognition
MOTIVATION THEORIES
McGregor’s Theory of X and Y
Douglas McGregor states that (his book ‘The Human side of
Enterprise’) people inside an organization can be managed in two
ways. The first is which falls under the category negative::X and the
other one is positive::Y.
Under the assumptions of theory X
 Employees inherently do not like work and whenever possible, will
attempt to avoid it.
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Because employees dislike work, they have to be forced, coerced
or threatened with punishment to achieve goals.
 Employees avoid responsibilities and do not work until formal
directions are issued.
 Most workers place a greater importance on security over all other
factors and display little ambition.
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MOTIVATION THEORIES
Under the assumptions of theory Y
 Physical and mental effort at work is as natural as rest or play.
 People do exercise self-control and self-direction and if they are
committed to those goals.
 Average human beings are willing to take responsibility and exercise
imagination, ingenuity and creativity in solving the problems of the
organization.
 People have potential.
Theory X assumes that lower-order needs dominate individuals and Theory
Y assumes that higher-order needs dominate individuals. An
organization that is run on Theory X lines tends to be authoritarian in
nature. In contrast, Theory Y organizations can be described as
participative, where the aims of the organization and of the individuals
in it are integrated; individuals can achieve their own goals best by
directing their efforts towards the success of the organization.
COMMUNICATION AND REPORTING
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Communication and leadership go hand in hand. Communication
is NOT ONLY talking to the troops, and telling them what you expect
of them - it goes much much deeper. Successful project management
communication is about being there for everyone,
being in touch with the real challenges
understanding the real issues
Being present, visible and engaged with everyone is IMPORTANT Body language, another immense subject not to be covered in depth
here; only that so often the words spoken conflict totally with the
body language adopted to deliver them
LISTEN! Listen! and Listen some more!
COMMUNICATION AND REPORTING
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Consider the following project management communication
issues that are typical of all projects:
Communication of the VISION - the reason for the project,
how we will successfully deliver it, and what new benefits it will
provide.
Progress - communicating where the project is relative to
where it should be.
Presentations of the project's status.(REPORTING)
Methods of communication.
Listening and being there.
COMMUNICATION AND REPORTING
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Methods of Communication
Given the geographical and organisational diversity within typical
project teams today, successful project managers should also
consider how the team can best communicate, and to put in place
tools to facilitate efficient and frequent communication.
ACTIVE communication methods being those used to communicate in
the here and now, for example the use of:
Face to Face meetings
-Video conference, meeting - one on one, or group
-Telephone conference, or voice only web conference
-Webinars, becoming increasingly popular for the delivery of
presentation based activities
-Telephone - Old School! granted but still better than not speaking
to someone.
-Stand Up presentations in person
COMMUNICATION AND REPORTING
PASSIVE communication methods would be those which
recipients can adopt in their own time, for example:
-Pod cast
-Web cast
-Email
-Internet bulletin boards
-Blogs
-Website
-Project Newsletter - paper based
CO-ORDINATION
CO-ORDINATION
CO-ORDINATION
CO-ORDINATION
TECHNIQUES OF CO-ORDINATION
MANAGEMENT OF SCOPE
Scope refers to a project’s boundaries: it determines what work will be
completed during the project lifecycle.
This includes identifying the work that won’t be included in the current
round of product/service development.
During the planning process, outputs are created to capture and
define the work that needs to be completed.
The controlling and monitoring process is concerned with
managing scope creep , documenting, tracking, and
approving/disapproving project changes. Finally, the closing
process includes an audit of project deliverables and assesses the
outcomes against the original plan.
MANAGEMENT OF SCOPE
Planning
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Inputs-The project manager gathers initial project facts from the project charter.
Moreover, background information on the stakeholder’s workplace, existing business
model and rules etc. assists in creating the vision of the final product/service, and
consequently, the project scope.
Techniques to collect requirements
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Gather requirements is part of scope definition, and it can be done using one or
more of following techniques:
Interviews, Prototyping, Observation, Questions and surveys
Group creativity techniques: brainstorming, nominal groups, mind map, affinity
diagnose
Group decision making techniques: unanimity, majority, plurality, dictatorship
MANAGEMENT OF SCOPE
Tools
Statement of Scope(SOS)
 The SOS usually opens with a problem statement. This
statement captures a description of the catalysts which are
related to the project’s rationale and a summary of the new
product/service that is being created. This section of the SOS
often reads like an executive summary of the entire project.
Work Breakdown Structure (WBS)
 As the name implies, a WBS lists all of the work that needs to
be completed to address items listed in the SOS. It organizes
the list of work by using a tree structure (chart or list). This
means that the tool is hierarchical in nature.
TOTAL QUALITY MANAGEMENT(TQM)
Total Quality Management (TQM) is a methodology derived from
Japanese industry. This method of quality control has been around
since the 1950s.The methodology looks to customers to define
quality. Also, TQM depends upon a hierarchy; those in the top
managerial positions of a company must implement and model TQM
principles for employees. Finally, improvement is seen as a
continuous, not a static, state of affairs. Each member of a team
running TQM strives to consistently improve the product or service.
The first three principles of TQM are as follows:
 It requires everyone in the company to be completely involved and it
covers all company activities.
 It requires that the standards are set by customers, and that all
practices conform to those requirements.
 It requires that quality is monitored and controlled for optimum
results.
TOTAL QUALITY MANAGEMENT(TQM)
There are ten steps to total quality management. These ten steps are:
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New strategic thinking must be pursued. A great way to do this is to use
brainstorming tools to come up with solutions to perceived problems.
Know your customers - you must research their needs. Create a survey, gather
the data, and determine who your customers are.
Quality requirements will be set by your customers' requirements for quality.
Prevention is key - correction costs too much money. By preventing quality
problems in the future, the quality improvement process is more streamlined and
less costly.
Reduce waste and sources of waste Waste is anything that does not contribute to
the immediate needs of the project.
TOTAL QUALITY MANAGEMENT(TQM)
6.
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The improvement strategy that your company pursues should be
continuous. It would not make sense to start a quality improvement
project only to quit after small successes.
Improve processes through use of a structured methodology. By
following a structure, you can minimize time figuring out how to
improve processes or when to improve processes.
Reduce any variation in your products or services.
Balance your approach - make sure that one sector isn't receiving
more attention than others.
Apply the quality improvement process to all functions.
TOTAL QUALITY MANAGEMENT(TQM)
STAKE HOLDER MANAGEMENT
STAKE HOLDER MANAGEMENT
LOGISTICS MANAGEMENT
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Logistics is the process of planning, implementing
and controlling the efficient, cost-effective flow and
storage of raw materials, in- process inventory,
finished goods and related information from point
of origin to point of consumption for the purpose of
conforming to customer requirements
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The mission of logistics is to get the right goods or
services to the right place, at he right time, and in the
desired condition and quantity in relation to customers
order
LOGISTICS MANAGEMENT
LOGISTICS TECHNIQUES
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Just in time delivery
Demand smoothing
On site marketplace
Reusable packaging
Pre-assembled and offsite fabrication
ICT(Information and communication technology)
systems
Inventory management optimisation
Reverse logistics