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Assignment 6

The third document discusses how keeping team sizes small leads to higher project quality, as larger teams result in more people checking work rather than doing it. Small teams have advantages like greater accountability and faster communication. The fourth document says trust in employees requires integrity, competence, and

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111 views5 pages

Assignment 6

The third document discusses how keeping team sizes small leads to higher project quality, as larger teams result in more people checking work rather than doing it. Small teams have advantages like greater accountability and faster communication. The fourth document says trust in employees requires integrity, competence, and

Uploaded by

Dyl N
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd
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QUESTION 1

"Do As I Do," Phillip Quigley, APICS – The Performance Advantage

Being a leader one of the important things to take into consideration is to take care of people
and they will care of you. Loyalty also starts from the from the top and goes down.if you dnt
apply some of these principle it will result in poor result. Alot of companies pay less attention o
their people especially in the era of laying off ,downsizing,and some companies abolishes
giving awards.

Nowadays, companies worry more about its people they are a competitive advantage companies
produce,sell,and service products.these people come up with innovative ideas, improve
processes and satisfy customers but to get the performance people must be
trained,organized,led. Companies can buy sophisticated equipment's but its still boils down to
your people resource and if they believe in the organization resource.

Leadership entails talking to people honestly, listening to people, treat people with respect and
dignity , grow people and let them accomplish, take care of people, promote the right people to
leadership spots.

Note your only real advantages lies in how well your people come together to produce.

QUESTION 2

Five Ways To Make Or Break Your Team”, by Chauncey Hollingsworth

Project managers need to pay attention to their team’s concerns and figure out how to solve
issues when it arises.complains are inevitable but whats is most important is how to handle it.

 Out of meeting controls: keep meetings targeted and stick to the point

 Random changes in project directions:explanations are good if changes come up even if the
team members will adapt to it .change in project scope are unavoidable.

 Over demanding stakeholders:don’t overextend your forces , speak the truth and explain
cost overrun on changes made on projects.
 Energy Zapping ,soul sucking unexpected delays:Discover the issue, resolve it and move
forward.

 Team Squabbles: there is no time waste

QUESTION 3

In Praise of Small Teams”, by Bud Baker, PM Network, Mar 2009, p26-27

Parkinson’s Law:Keeping team numbers down means project quality goes up

Its is the number of people that leads to rise in work , not the work that rises with the number of
people.

As team size grows , project quality declines.

Small team has some advantages greater accountability,simple, faster communication, more
people doing,fewer people checking.

QUESTION 4

“A Matter of Trust”, by Bud Baker, PM Network, Dec 2008, p26

Trusting the wrong people can lead to traumatic outcomes.willingness and ability are two
characteristics to be worthy of trust and delegation both conditions need to be met.

Before we give our trust to people you need to ask these questions state below;

Do they have integrity?Are they honest ?have they demonstrated truthfulness,openness and
candor in the past

The people who we give our trust are they competent

Do they put the interest of the organization diligently as they do their own

QUESTION 5

“Power to the People”, by Libby Ellis, PM Network, Dec 2008, p42-47

Brief synopsis
In today's global world delegating can help leaders survive.sometimes delegating can be
interpreted as trying to pin task on the team .as a project manager let the team members be
experts in their fields to perform their work while you do your own work.

Project leaders have confidence in their team member on a personal level that on resume.talking
to people on a personal basis helps managers delegate wisely.

 Project managers need to empower people to gain trust.how to go about it is to let teams
organize themselves around particular tasks.give people a chance to try things.

 Create a balance of assigning responsibilities, power and transparency.

 There is no limit to delegating .some tasks should be passed off no matter how competent
they are.

QUESTION 6

Role Play”, by Marcia Jedd, PM Network, Apr 2008, p69-71

Brief Synopsis

There are times the project managers have to reach out to senior managements most times they
are ignorant about the situation.when a project requires mandatory compliance related to
deliverables only senoir management can communicate the message.senior executives need
some prompting and guidance on projects if the projects run into bottleneck.Most senior
managers rely on project managers to tell their input or authority which required.

Major roles

 Senior executives

 Sponsor

 Upper management

 Functional Manager
 A project champion is a trusted subordinate or direct link to the project sponsor

 Mr campbell advises forming a working committee consisting of the project manager , the
champion , six or seven members each will be representing a functional area of the business
affected by the project or key stake holder.

QUESTION 7

Go, Team, Go!”, by Simon Kent, PM Network, Nov 2007, p38-4

Working on a project can mean a great deal of stress and anxiety , so the responsibility of the
project manager must be able to cheer his team to maintain team morale and remain on track .

Setting up projects with realistic time lines and work load is one of the first steps. Some projects
almost inevitably seem to veer off.

How to motivate your team.

Give tasks and tell how it fits into the rest of the project.let them know how their work fits into
a bigger picture.

QUESTION 8

The Two-Boss Problem, PMCS, pg. 311

Brain Richards was assigned a project turnbolt all work went for 4 months and one half of the
five months during these months the project was performance was good.

During the last month of the project the project manager was receiving conflicting request from
the project office and the departmental manager regarding the preparation of the final report.

There was a policy implemented over a year of the format of the report and the department
manager was aware of these changes but wanted the reports in formal report so he put his name
on it to present in at technical meetings or publish it. All the approval went through the
department manager. A meeting was held in the course of the meeting there was a conflict on
uniformity, procedures standardization of how the reports should be handled nut there wasn’t
any clear communication among them.
 What are the major causes for the problem? Lack of communication
 Who is really at fault here?the project manager
 Should the cost of the departmental report be included as part of the cost of the project?
It depends on the project need to pay for it .it will be caught in the next actuals.
 How can such a problem be prevented from occurring? There should be transparency and
information should be communicated clearly

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