Drgoms Ipma Icb4 People10

IPMA-ICB4: Cl. 1.
0
Dr.S.Gomathinayagam FIE ,
IPMA-A Cert.Project Director
[email protected]
www.consultingoms.org
IPMA level :
D/C/B
ICB 4.0 Exam
Preparation Training
www.consultingoms.org www.consultingoms.org
Compiled Slide shared Dr.S.Gomathinayagam

10/18/2020 1
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IPMA-ICB4: Cl. 1.0
Myself ………A road map

• 63 years + ,B.E(Civil) 1979 , NIT, Trichi,
• MS (Structural Engg.) 1982 , IIT, Madras
• Ph.D(Ocean Engg) 2005 , IIT, Madras
• BHEL-BAP Ranipet Project QA of construction, ICSR,IITM

• BEST&Crompton Engg Transmssion Tower design office
• 25 years at CSIR-SERC, Chennai
• 8 years of CEO till Jan 2017 as,

• Director General , National Institute of Wind Energy, Chennai
• Ministry of New and Renewable Energy, Govt. of India

10/18/2020 CMRL_IPMA_lev-D 2
IPMA-ICB4: Cl. 2.0
IPMA-D level Preparation Training by Dr.S.Gomathinayagam

[email protected]

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IPMA-ICB4: Cl. 2.3
Long title Capabilities Certification Process Validity
Stage 1 Stage 2 Stage 3
A
Certified Competence Application,
Projects = knowledge Curriculum Director
Director + experience vitae, self- report Interview 5 years
assessment,
B references,
Certified project list
Senior Project Exam,
Manager Project
report
C
Certified
Project Exam,
Manager Short
project
report
D
Certified Knowledge Application, Exam
Project Curriculum
Management vitae, self -
Associate assessment
Certification programme IPMA 4-L-C

PA179 PMSLC IPMA Competence
4
Elements
IPMA-ICB4: Cl. 4.2

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IPMA-ICB4: Cl. 4.4.
PEOPLE
Competence
Elements

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IPMA-ICB4: Cl. 4.4.1
Creativity-
Creativity Chaotic
Knowledge Wise-Guy
QUALITY PITFALLS
SELF
ALLERGY CHALLENGE
Beaurocracy
Creativity-
Stupidity
Discipline
Intuition

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0015418/

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https://www.youtube.com/watch?v=Wtsp5tycCc0
https://www.youtube.com/watch?v=BWii4Tx3GJk

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Personal Integrity
• Personally be an Example , a Roll Model
• Practice before Preaching others
• Stick to your decisions
• Act as committed
• Do What you say
• Be unbiased to caste, religion, and gender

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Ethics
11
Ethics
Ethical Issues
 Admission of Wrongdoing
 Focus of Blame
 Hard Choices Regarding Contracts
1. Virtues Ethics ( based on personality)

Develop yourself as a good person
1. Utilitarionism ( based on impact of decision)
Always weight up consequences
1. Deontology (based on principles of moral )
Act on standpoint of moral obligation
1. Ethics of care ( based on relations
Know your loyalties
12
Reliability
• Reliability is delivering what was promised in terms of

quality, time and specifications of the project.
• Being reliable builds trust in others
• Reliability is highly valued by stakeholders
• Reliability requires.
– Being responsible
– Following correct behaviour
– Having confidence and robustness

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Communication
Communication critical in a project - Provides the critical link
between People, Ideas and Information in the project
Communication of vision to team and stakeholders
Passage of instructions
Progress Reports
Presentation of the project status
Project Manager responsible for communication in the
project – spends 80% time on communication
Right Information – to right person – at right time – in a cost
effective manner
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Communication
Communication can be:
 Oral
 Written
 Non Verbal (Body language)
Message Impact on the receiver : 7% words +38% vocal tone +55% non
Verbal
Effective communication requires:

 talking
 writing
 listening

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Communication Plan
Communication Management Plan
What to consider?
 What does the project hope to achieve
 Who are the stakeholders
 Stakeholders communication requirements
 Different communication media
 Communication barriers
 Technical requirements to communicate

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Communication
1. Communication Requirement Analysis
• Complexity of communication channels - A project with “N” number of
stakeholders has N(N-1)/2 possible channels of communications
• A key component is communication planning is to determine who will
communicate with whom and who will receive what information.
2. Communication Technology
• As part of the communications planning, the project manager should
identify all of the required and approved methods of communicating.
• Communication modalities can also include meetings, reports, memos, e-
mails, and so on.
• The project manager should identify which are the preferred methods of
communicating based on the conditions of the message to be
communicated.

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Communication
Communication Models :
• Encode - Translate thoughts or ideas into a language that understood by
others
• Message and feedback message - The output of encoding Medium - The
method used to convey the message
• Noise - Anything that interfaces with the transmission and understanding of
message (Distance, unfamiliar technology etc)
• Decode - To translate message back into meaningful thoughts or ideas
Medium
Sender Receiver
Message Noise
Encode Decode
Feedback-Message
Decode Encode
Noise

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Message Layers
• Matter
• Expressive
• Relational
• Appealing
Ref: Schulz von Thun

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NOT the Right Question ??

• The Closed ?
• The multiple Choice ?
• The Why ?
• Multiple ????
• The suggestive ?
• The judgemental ?

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Methods of Communication
Communication Methods :
• Interactive communication - Between two or more parties in
• multidirectional (Phone calls, meetings, interviews). Most effective way.
• Push communication - Sent a specific information to specific recipients.
Examples are letters, memos, e-mails, faxes etc. This ensures that message is
sent but will but will not certify that it is actually received or understood.
(Push the message to recipient)
• Pull communication - Used for large volume of information and large
audiences. Examples are internet sites, company data bases, e-learning etc.
Recipients has to access the communication content (Pull out information) at
their own discretion.

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Stakeholder Communication
 Plan how you will communicate with them
 Project Management focuses on planning before taking action
 Communication is the most common cause of problems in a project –
hence planning for communication is critical
 Communicate with them
 Stakeholders are included in the project presentations and receive project
information including progress reports, updates, changes to project
management plan, and if required even changes in project documentation
 Manage their expectation and influence
 Managing stakeholders is an ongoing process from the beginning of the
project – early phases till the end

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Plan Communication
Communication Management Plan includes
 Identifying requirement of communication of various
stakeholders
 Information to be communicated including content, format and
level at which it is to be made
 Nominating the person responsible for this communication
 Persons or groups who will receive the information
 Method, technology and media to be used for the
communication eg. Email, video conferencing, press release etc.
 Frequency of communication – monthly, daily, weekly or ‘on
need basis’
 Escalation process

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Directions of Communication
Project Manager communicates with:
 Upper management, Sponsor client

to ensure continued support
 Team members to solve their

conflicts, motivate, train, supervise
them, co- ordinate activities
 Other departments, co-workers, users

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Communication Barriers
 Different perceptions - goals and objectives; different perceptions about each other
 Differences in attitudes - receiver and sender
 Personality clashes
 Hidden agendas
 Selective listening
Active Listening
 Cultural barrier Hmm
Parroting
 Message not clear Paraphrasing
Summarizing

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 Competition e.g. facilities, material, manpower
 Subjective interpretations Active Listening

Hmm
Parroting
 Organizational hierarchy - receiver disregards message Paraphrasing
Summarizing
 Organizational hierarchy - receiver disregards message
 Resistance to change
 Insufficient knowledge – use of jargon
 Language problems
 Number of links – more number of links leads to distortion of message
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What is motivation?
Motivation
 Motivation is an inner force
 PM needs to motivate team – for performance
 Performance = Ability X Commitment
Key Motivation theories
 Maslow’s Hierarchy of Needs Theory
 Herzberg’s Two Factor Theory
 McGregor’s Theory of X and Y

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Maslow's Hierarchy of Needs Theory
 Developed by Abraham Maslow in 1943
 There are five basic human needs that

must be fulfilled to motivate people
 Behaviour of all persons including project team

members governed by their personal needs
 Needs have to be met from lowest level to

highest level

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Maslow’s Hierarchy of
Personal fulfillment Professional fulfillment
Needs
Creative success and Challenging work, leadership,

Highest: Self-Actualization
achievement professional achievement
Esteem Status and respect Authority, titles, recognition
Team membership and social

Social Family and friendships
activities
Safety Financial stability Seniority/ Job security
Lowest: Physiological Food and shelter Salary
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Maslow's Hierarchy of Needs Theory
 Physiological needs - air, water, food, shelter,

clothing
 Safety/security needs – Job security, Stability, Freedom

from Physical Harm
 Social needs – Love, Affectionate relationships,

Friends, Social status
 Esteem/recognition needs –Accomplishment, Respect,, Attention,

Appreciation, Self worth,
 Self Actualization – Self-fulfillment, Growth, Creativity, Learning,

Developing potential

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Herzberg’s Factor Theory

 In 1960 Frederick Herzberg identified two separate categories
of need and motivation
 ‘Hygiene factors’ and ‘Motivators’
 Both are independent and affect persons differently
 Hygiene factors necessary for persons to avoid becoming

dissatisfied and de-motivated with their job
 Motivators necessary for persons to be motivated

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Herzberg’s Factor Theory

Hygiene factors Motivators
•Company policies •Achievement
•Peer, subordinate, superior •Recognition
relationships
•Work content
•Working conditions
•Responsibility
•Salary
•Professional growth
•Personal life
•Status
•Security

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McGregor's Theory X and Y

 Theory X - average worker is lazy, needs
supervision. Authoritarian management style
 Theory Y - self-motivated workers, involved in
decision-making. Democratic management style
• Employees believe Performance • Employees value the

that effort will offered reward
produce an
acceptable
performance. • Employees believe that
acceptable performance Reward
Effort will earn them the desired
reward.
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Autonomy, relatedness or solidarity,Competence
A strong drive and learning goal being in to BUY-IN
Techniques for motivation Intrinsic

 Interesting work
 Job appreciation
 Job satisfaction
 Stress • Employees believe
Performance
•Employees value the
that effort will produce offered reward
 Job security an acceptable
performance.
•Employees believe that
 Good salary acceptable performance
will earn them the desired Reward
Effort reward.
 Promotion and
Growth:
 Recognition

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Leadership in Project Management

 Motivate a diverse group of team members
 See around corners and identify issues that
need to be dealt
 Anticipate and resolve people orientated
issues
 Keep executive leaders properly informed
 Identify and manage project and business
risks.
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Dimensions of Leadership
• Robert Tannenbaum and Warren Schmidt
– leaders are either autocratic or democratic
• Harold Leavitt
– leaders are pathfinders (visionaries), problem solvers
(analytical), or implementers (team oriented)
• James MacGregor Burns
– leaders are either transactional (focused on actions and
decisions) or transformational (focused on the long-term needs
of the group and organization)
• Fred Fiedler
– contingency theory, the ability of leaders to adapt

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The Process of Great Leadership
• Challenge the process

• Inspire a shared vision
• Enable others to act
• Encourage the heart

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Principles of Leadership
 Know yourself and seek self-improvement

 Be technically proficient
 Seek responsibility and take responsibility for
your actions
 Make sound and timely decisions
Cont.

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Principles of Leadership
 Set the example- Be a good role model for your

team members
 Know your people and look out for their well-
being
 Keep your team members informed
 Develop a sense of responsibility in your team
members
 Ensure that tasks are understood, supervised, &
accomplished
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Approaches of Leadership
• Transformational Leadership
• Bureaucratic Leadership
• Charismatic Leadership
• Servant Leadership
• Transactional Leadership
• Autocratic
• Democratic
• Laissez faire
• Directive
• Supportive
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Leadership
Leadership is the ability to:
 Establish direction
— the vision of the future and strategies to achieve the vision
 Align people
— communicate the vision effectively
 Motivate and inspire

— help people to overcome obstacles and achieve their aim
 Set goals and objectives

— identify the right people to implement them

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PM Characteristics
The project manager must possess the following characteristics:
 Leader
 Committer
 Goal oriented
 Communicator
 Supportive to team
 Decision maker
 Integrator
 Budget conscious
 Sees overall picture
 Independent thinker
 Creative
 flexible

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Leadership – PM
The project manager must:
 Deal effectively with managers and supporting

personnel
 Integrate individual demands, requirements and limitations for

better project performance
 Ensure team members understand and follow project goals and

aims
 Have SMART objectives

- Specific, - Measurable, - Achievable,
- Realistic, - Time-framed

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PM – Approaches of Leadership
Hersey and Blanchard Situational Leadership
Team stage and Team Leadership Style Focus of PM
maturity level
Forming – low High direction, low Structuring/ Task focus – what to do,
competence, low support directing how to do
commitment
Storming – medium High direction, Coaching/ selling Listen – advise, coach
competence, limited skills high support
Norming – good High support, low Encouraging/ Low task focus – high
competence, mixed direction supporting support
commitment
Performing – high Low direction, low Delegating Low supervision – low
competence, high support guidance
commitment

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• https://www.pinterest.com/pin/293578469434305018/
• Situational Leadership is a registered trade mark of Centre for leadership studies Inc.
https://www.youtube.com/watch?v=pykuvuA-QFU
https://www.youtube.com/watch?v=pykuvuA-
QFU

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1.Be Proactive
If I am the Leader
2.Start with END in mind
3.Start at the BEGINNING
4.Think Win-Win
5.Understand& Be Understood
6.Work with high trust& Co-op
7.Be sharp/Smart updated
https://www.slideshare.net/celliott/collaborati
ve-partnerships-choosing-the-right-ingredients
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What is a team?
Team - Performance
Group of individuals that share common:
What do you think has
 Objective and identity
happened?
 Values
 Norms
 Standard of behavior
 Commitment
 Loyalty
 Diversity

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Team Management
Project Teams
 Teams are at core of the project
 Essential to have high performing, cohesive teams that share same aims &
objectives for project success
 Uniqueness of project and uncertainty creates a large dependency on the team

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Team Formation Stages

Team Formation Stages – TUCKMAN MODEL
Project teams generally go through 4 development stages and a final disbanding

phase:
 Forming – 1st stage
 Storming – 2nd stage
 Norming – 3rd stage
 Performing – 4th stage
 Mourning / Adjourning – Final Disband

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Forming
Team members only moderately effective as they lack a common

aim, are hesitant and unsure of each other
PM’s role - give direction, build common grounds, help
members to understand each other better
Storming
Differences and hostilities surface between team members

leading to arguments, different opinions, personality conflicts,
formation of groups /sub groups
PM’s role - motivate and educate team members, clarify
project goals and manage team conflicts

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Norming
Team members start developing an identity and set of

norms and values.
Better understanding and communication among team.
Issues become more important than personalities
PM’s role - resolve issues that came up, define and assigning
team roles and responsibilities

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Performing
Team becomes high performing team - members understand and

appreciate each other.
Team works effectively as a resourceful, focused, cohesive force
with a united aim. Problems tackled more confidently and
innovatively
PM’s role - maintain performance by co-coordinating and

controlling the work, appraise performance, delegate work,
acknowledge good work
Mourning / Adjourning
Team disbanded - some persons happy some sad

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Team Formation
For effective team PM should:
 Clarify individual role and responsibilities
 Delegate to appropriate person
 Expect and resolve conflicts at the earliest
 Encourage diversity
 Build a team identity

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Team Performance
Good Team Attributes Poor Team Attributes
 Imaginative  Hiding facts
 Trust  Personal Agenda
 Respect  No clear direction
 Innovative  Lot of rework
 Clear Roles  Blame culture
 Supportive  Self centered
 Adaptive  Unresolved conflicts
 Result oriented
 Committed

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Types of Conflicts
Conflict
 Intra-individual &
 Inter-personal Crisis Management
 Organizational
 Goal conflict
 Cognitive conflict
 Affective conflict
 Behavioural conflict

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Steps in Conflict Management

• Identify the problem
• Identify the limiting resource or constraint that is generally at the
root cause of the conflict
• Engage in participatory dialogue and find a range of solutions
that will be acceptable to all the parties concerned
• See which solutions clash with the organizational objectives and
are not in keeping with the company’s culture.
• Eliminates those that do not promote mutual understanding or
acceptance
• Choose the best solution that satisfy most people most of the
time and implement this
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Crisis Management
Types of Crisis
• Financial cries
• Natural disasters
• Technological crises
• Political and Social

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Leadership framework for Crisis Management

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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
Task and Organisational /Power&dependacy
Identity / mutual Respect Interest and Scarcity
Social and Emotional
Ref.Ack.Project Management for Skills for All Careers by Project Management Open
Resources and TAP-a-PM licensed under Creative Commons Attribution 3.0 Unported.
Five basic approaches to conflict

resolution
• Modes of conflict management (Thomas-Kilmann, 1976)
Modes of conflict management (Thomas-Kilmann, 1976)

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styles&psig=AOvVaw3v4DuEjDI5g3YtLtZ_90Ah&ust=1566564662946947&ictx=3&uact=3 Aug22
Conflict Resolution Techniques

Managing team conflicts
Five main methods to resolve conflicts:
 Withdrawal
 Smoothing
 Compromising
 Forcing
 Confrontation

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Withdrawal / Avoiding Result – Not important
Relationship – Not Important
• Retreating or withdrawing from an actual or potential
disagreement/conflict
• No action is taken by the disagreeing parties. Does not solve the

problem
• PM can use this method for conflicts over trivial issues, to lessen
tension or when resolving the conflict could increase immediate
problem

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Smoothing Result – Important
Relationship – Important
• Emphasize areas of agreement and play down areas of disagreement -
give less importance to or avoid areas of conflict
• Keeps the atmosphere friendly and less stressful in team but does not
solve problem
• PM can use this method to encourage a team member and help him/her
to grow by learning from own experience

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Compromising Result – Relative important
Relationship – Relative Important
• This method uses a “give and take attitude”
• Both parties need to make some trade offs so neither

party can win
• Gives some satisfaction to each concerned party – but

not ideal solution
• PM can use to resolve a conflict in team temporarily

to avoid delays in work, or in making concessions
when negotiating for contracts
Compiled Slide shared Dr.S.Gomathinayagam 66

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Forcing Result – important
Relationship – Not Important
• Uses authority to exert one’s viewpoint at the potential expense of
another
• PM uses his power and authority to force a solution
• Should be used as a last resort as ill feelings are likely to return as a
problem
• PM can use forcing to make quick decisions in crucial or urgent
situations or when he wants a specific solution to be used

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Result – Important
Confrontation / Problem Solving Relationship – Not Important
• The issue kept as focus. Affected parties try to resolve their
disagreements by directly facing the conflict
• Most direct and objective approach that pinpoints the problem
• It provides a final solution to the conflict
• PM can use confrontation method when team is mature

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Managing conflicts
What to use for resolving conflicts?
 1st - Confrontation
 2nd - Compromise
 3rd - Smoothing
 Last - Forcing and Withdrawal

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• Creativity
• Problem solver
• Seek Alternate best solutions
• Exercise inner creativity to help manage stress

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Creativity

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Creativity & Project Leader
Creativity is the ability to generate new ideas through original

thought and/ or foster and harness creativity in others.” Someone
competent in this area develops new insights into situations and
designs and implements cutting edge programs, services or
systems”.
• Individuality and Uniqueness

• Unconventionality
• Curiosity

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How to boost creative thinking

• Be creative through thought processes.
• Take charge of an event in a creative manner.
• Evaluate your creativity in relationships
• Exercise inner creativity to help manage stress

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Areas of Focus
 Identifying the problem.
 Developing a goal or objective.
 Gaining support of sponsor and stakeholders.
 Developing a detailed plan.
 Assessing risks
 Securing resources.
 Assembling a project team
 Handling problems/crisis management.
 Motivating team members.
 Motivating team members.

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Clear Objective
• SMART
– Specific
– Measurable
– Acceptable
– Realistic
– Time based
Acknkowledged Source Slide Ref: Project Management by Adrienne Watt,

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Delegation In Project Management
Effective Delegation:
• Defining Objectives
• Assigning Responsibilities
• Developing Standards of Performance
• Apprising Performance

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Problem Solving Steps
 Define the Problem

 Determine the Causes
 Generate Ideas
 Select the Best Option
 Take Action

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Seven Problem Solving Steps
 Identify Problem
 Define Problem
 Analyse the Problem
 Develop Possibilities - Solutions
 Select the Best Solution/s
 Implement
 Evaluation & Learning

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Problem Solving Techniques
 Brainstorming  Lateral Thinking

 Swim Lane Diagram  Thinking Hats
 System Diagram  SWOT Analysis
 Simplex  Root Cause Analysis
 Appreciative Inquiry  Affinity Diagram
 Soft System Methodology  Cause & Effective Diagram

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Problem Resolution Methods

Lateral Thinking
 Edward De Bono – a Maltese Physician coined the term
 Sometimes traditional step by step methodology does not give
any results
 It is about reasoning the not immediately obvious ideas
 Promotes shifting from the obvious and routine and using new or
unexpected ideas
 According to De Bono we may need to solve problems not by
removing cause but by designing a way forward; even if the
cause remains in place
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Thinking Hats – Propagated by Edward De Bono… Encourages
parallel thinking – uses 6 metaphorical hats
 White – Covers facts, figures, information needs and gaps
 Red – for intuition, feelings and emotions
 Black – Caution and judgment – very valuable
 Yellow – logic: why something will work; what benefits it will
give
 Green – for creativity, alternative proposals, provocations and
changes
 Blue – overview or process control hat. Does not look at the
subject itself, but atCompiled
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the “thinking” about the problem
Slide shared Dr.S.Gomathinayagam
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SWOT Analysis
 Provides a framework for analyzing Strengths, Weaknesses,
Opportunity and Threats
 Internal factors – Strengths and Weakness
 External factors – Opportunity and Threat
Root Cause Analysis
 5 whys popularized by Toyota in 1970s
 Cause and effect analysis
 Brainstorming

10/18/2020 82
Negotiation
 It is a process of bargaining in which two parties, each of whom
have something that the other wants, try to reach an agreement
on mutual accepted terms.
 Negotiation can only take place when both the parties are willing
to meet and discuss an issue. That is to say, they both want to
reach an agreed decision by discussion, not force or authority.

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Process of Negotiation

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Stages of Negotiation
• Protocol. In this stage, the participants get acquainted and set some
ground rules for the negotiation meeting. It is often more useful to
create a collaborative atmosphere and let the meeting evolve, rather
than trying to rush things.
• Probing. During this stage, the parties actually start
communicating with each other. Verbal communication plays a
significant role, so participants need to feel comfortable and speak
fluidly. But non-verbal components such as eye contact, gestures,
vocal tones, postures, etc., also become meaningful.
• Through language, gestures and body language, the parties start to
feel each other out. They try to identify weaknesses and areas of
shared interest.
• During this stage, negotiators try to verify the adequacy of their
strategies or fall back on contingency plans developed during their
pre-negotiation planning.
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85
• Rough bargaining. This involves knowing your

points and issues and going after them with
confidence and assertiveness, which is very important
for successful negotiations.
• Closure. The issues of cost, schedule and
performance are settled during this stage. The
agreements reached on individual bases are
summarized and, if no objections are raised, last stage
follows—agreement.

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• Agreement. Reaching an agreement is the final goal of
negotiation.
• During this stage, discussions take place about where
and when the work should start, when to meet again,
how the progress will be monitored, and other side
issues.
• This is a good time to review key phrases to be
included in the contract because different words have
different meanings for different people.
• Both sides must feel like "winners"—even though one
side may actually have gained more.
10/18/2020 87
Negotiation Strategy
• Trusting collaboration. Negotiators should consider
this strategy when both relationships and substantive
outcomes are important.
• The negotiator seeks a win-win outcome in terms of
both substantive goals and positive relationships.
Trusting collaboration is most effective when both
parties are open, interdependent, and support each
other.
• It increases mutual trust and leads to effective
problem solving and a win-win settlement . Project
managers should use this strategy when negotiating
important issues with the client, project team
members, and functional
10/18/2020 managers.
88
• Open subordination. This corresponds to an

accommodating style of conflict management in which
negotiators are more concerned about positive
relationships than about substantive outcomes.
• Open subordination can dampen hostility, increase
support and cooperation, and foster more
interdependent relationships.
• Project managers should use this strategy with support
staff.

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• Firm competition. This is used when substantive

outcomes are important and relationships are not.
• Similar to the forcing style, this is used when a
negotiator has little trust in the other party or the
relationship is not good from the beginning.
• The negotiator exerts status or position power to gain
substantive outcomes for himself or herself.
• In competitive strategy, negotiators seek a win-lose
outcome and are willing to risk their relationships.
• This is not a very effective strategy in project
management and should be used cautiously.
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• Active avoidance. People consider this strategy

when neither the substantive outcomes nor the
relationship are important to them or to their
organizations.
• Refusing to negotiate is the most direct and active
form of avoidance.
• This strategy does not lead to successful
negotiations in a project environment and
therefore should be used only as a last resort.

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Results orientation is a term used to describe "Knowing what

results are important and focusing resources to achieve them."

10/18/2020 92
Do’s and Don’ts for result orientation

Do’s
 Accountability for the work
 Deliverable goals
 Monitoring
 Focus on the tasks and activities
 Boost efficiency and effectiveness
 Maintain team work
 Frequent reviews
 Reward your team members
 Position benchmark

10/18/2020 93
Don’ts
 Compromising on quality
 Distracting team work and team building particularly in the
work involving interdependencies.
 Short circuiting the processes and compromising on quality
and other standards.
 Overshooting the budgeted costs
 Eyeing short term results at the cost of long term
implications.
 Not sharing success with others who also contributed in
achieving the results.

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Process of Result orientation

 Define results unambiguously
 Arrange results into interest groups
 Clearly manage expectations
 Determine and communicate the critical path
 Make the project plan definitive, communicate it and get it approved
 Restating the previous steps for as many times as is necessary
 Communicating project performances and results
 Striving for a continuous result improvement
 Compare project performance and results against the plan
 Apply lesson learned

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Efficiency
Efficiency relates to ‘doing things in the most

economical way (good input to output ratio)

10/18/2020 96
Effective project management
 Eliminates unnecessary costs associated with the

project
 Matching the highest quality work to the best price

10/18/2020 97
Effectiveness Factors
http://www.saylor.org/site/textbooks/Explori
ng%20Business.docx

10/18/2020 98
Dimension of Integration Covers
 People Dimension
 Process Dimension
 Tool Dimension
 Methodology Direction

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Scope Verification
 Acceptable Deliverables
 Requested Change
 Recommended Corrective Action

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Personal Attitude Towards Delegation

 Receptiveness
 Willingness to let Go
 Willingness to make others Mistakes
 Willingness to Trust subordinates
 Willingness to establish & use broad Control

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Delegation Six-Step Process

 Selection
 Training
 Competence
 Confidence
 Trust
 Delegation

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Types of Power of Project

manager

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Seven Key Elements of Self -Control

“Self- control is the ability to control oneself,
in particular one's emotions and desires,
especially in difficult situations.”
 Self-assessment and reality check
 Goal setting and action planning
 Written contract
 Constructive thought patterns
 Designing rewards
 Self- monitoring
 Self- reinforcement

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Self-controlled Manager
Should Have Three Habits
• Self-Preservation
• Self-Assertion
• Self Fulfillment
PM should
 Maintain own self control at all times
 Be aware of the stress being faced by team members
 Ensure the stress does not go beyond a level
 Identify actions to reduce stress
 Take suitable action against team members if they lose
their self control
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Assertiveness
“Assertiveness means standing up for your

personal rights - expressing thoughts,
feelings and beliefs in direct, honest and
appropriate ways.”

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[email protected]
Assertive behavior includes
• Listening to the views of others and responding appropriately,

whether in agreement with those views or not.
• Accepting responsibilities and being able to delegate to others.
• Regularly expressing appreciation of others for what they have
done or are doing.
• Being able to admit to mistakes and apologize.
• Maintaining self-control.
• Behaving as an equal to others.

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Why People Are Not Assertive???

• Assertiveness - rights and responsibilities
• Low self-esteem and self-confidence
• Roles
• Past experience
• Stress

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An individual's assertive rights

should always include:
 The right to express feelings, opinions, values and beliefs.
 The right to change one's mind.
 The right to make decisions.
 The right to say "I don't know" and/or "I don't understand".
 The right to say "no" without feeling bad or guilty.
 The right to be non-assertive.
 The right to personal freedom, to be one's self.
 The right to privacy, to be alone and independent.

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Assertiveness in Specific Situations

• Dealing with Criticism
• Giving and Receiving Compliments
• Dealing with Demands
PM’s Assertiveness
• Persuasiveness – ability to achieve consensus to common
goals
• Discuss decisions affecting project – obtain team consensus
• Assertive behavior requires acting politely, reasonably and
objectively
• Be neither passive nor aggressive, but balanced
• Assertiveness ensures effective communications with
stakeholders
• PM can avoid being led, manipulated or taking decisions that
10/18/2020are not in the interest of the project
110
Relaxation
“Relaxation is a state of mind that protects from being
affected by harmful stress.”
Relaxation helps reduce tension, re-energises PM and team

To maintain cooperation – important to de-escalate tense situations
After stressful events it is important for PM and team to relax
Relaxation improves effectiveness
Some ways to relax
Team building events
Social events involving whole team
Humour
Story telling
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[email protected]

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Challenges generate Stress level

• Unrealistic Deadlines
• Project Risk Factors
• Management Pressure
• Conflicting Situations
• Project Environment
• Competition
• Career Expectations

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Some Simple Meditation Steps

• Find a place where you can sit quietly and comfortably without any
disturbance
• Close your eyes
• Start relaxing your muscles gradually from the top of your head to
your feet
• Breath slowly and start focusing on rhythmic breathing
• Witness everything and judge nothing
• As you inhale visualize that you are absorbing energy and fresh air
• As you exhale visualize that you are freeing your stress and tension
• Repeat this for ten or twenty minutes
• Open your eyes

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Stress Management Techniques

• Detach or dissociate
• Monitor “what if?” thinking
• Develop potent conflict resolution skills
• Know when enough is enough and stay away from
• Looks for a paradoxical component in the situation

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Openness
Personal development means being open, honest and
transparent, not least with ourselves. It means being
able to accept our own weaknesses and when something
has gone wrong having the strength to apologize and to
explain. Personal development means being open to
new ideas – the thoughts and opinions of
others. Sometimes you need the grace to agree to
disagree.

10/18/2020 116
[email protected]
How to initiate the first step?

 Try to be relaxed when discussing new ideas
 Start to challenge your own preconceptions
 Start to listen more carefully
 Work on taking a different perspective.
 Spend some time with a community
 Learn a new skill
 Practice saying sorry.
 Learn to accept uncertainty

10/18/2020 117
Consultation
Common Mistakes people make

 Making a decision and then starting a debate.
 Not getting a real agreement, and then having to revisit the
issue.
 Failing to stay goal focused

10/18/2020 118
Good Consultation Process
 Targeted at those most likely to be affected by the project

 Early enough to scope key issues and have an effect on the
project decisions to which they relate
 Informed as a result of relevant information being
disseminated in advance
 Meaningful to those consulted because the content is
presented in a readily understandable format and the
techniques used are culturally appropriate

10/18/2020 119

 Two-way so that both sides have the opportunity to
exchange views and information, to listen, and to have
their issues addressed
 Gender-inclusive through awareness that men and women
often have differing views and needs
 Localized to reflect appropriate timeframes, context, and
local languages
 Free from manipulation or coercion

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 Documented to keep track of who has been consulted and

the key issues raised
 Reported back in a timely way to those consulted, with
clarification of next steps
 On-going as required during the life of the project

10/18/2020 121
Benefits of Good Employee

Communications and Consultation
• Improve organizational performance
• Improve team performance and decision making
• Improve team’s commitment
• Develop greater trust
• Increase job satisfaction
• Encourage flexible working environment

10/18/2020 122
Values Appreciation
Process of building a higher-performing team
• Above all else, do no harm
• Practice appreciation by starting with
yourself
• Make it a priority to notice what others are
doing right.
• Be appreciative.

10/18/2020 123
Thank you for the
patience and kind
attention
Wish you best of luck
10/18/2020 124

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IPMA-ICB4: Cl. 1.

Compiled Slide shared Dr.S.Gomathinayagam

Myself ………A road map

• BHEL-BAP Ranipet Project QA of construction, ICSR,IITM

• 8 years of CEO till Jan 2017 as,

Compiled Slide shared Dr.S.Gomathinayagam

IPMA-D level Preparation Training by Dr.S.Gomathinayagam

Compiled Slide shared Dr.S.Gomathinayagam

Certification programme IPMA 4-L-C

Compiled Slide shared Dr.S.Gomathinayagam

Compiled Slide shared Dr.S.Gomathinayagam

Compiled Slide shared Dr.S.Gomathinayagam

Compiled Slide shared Dr.S.Gomathinayagam

Compiled Slide shared Dr.S.Gomathinayagam

Compiled Slide shared Dr.S.Gomathinayagam

1. Virtues Ethics ( based on personality)

• Reliability is delivering what was promised in terms of

Compiled Slide shared Dr.S.Gomathinayagam

 Non Verbal (Body language)

Effective communication requires:

Compiled Slide shared Dr.S.Gomathinayagam

 What does the project hope to achieve

 Who are the stakeholders

 Stakeholders communication requirements

 Different communication media

 Technical requirements to communicate

Compiled Slide shared Dr.S.Gomathinayagam

Compiled Slide shared Dr.S.Gomathinayagam

Compiled Slide shared Dr.S.Gomathinayagam

Ref: Schulz von Thun

Compiled Slide shared Dr.S.Gomathinayagam

NOT the Right Question ??

Compiled Slide shared Dr.S.Gomathinayagam

Compiled Slide shared Dr.S.Gomathinayagam

Compiled Slide shared Dr.S.Gomathinayagam

Compiled Slide shared Dr.S.Gomathinayagam

 Upper management, Sponsor client

 Team members to solve their

 Other departments, co-workers, users

Compiled Slide shared Dr.S.Gomathinayagam

 Differences in attitudes - receiver and sender

Compiled Slide shared Dr.S.Gomathinayagam

 Subjective interpretations Active Listening

 Insufficient knowledge – use of jargon

Compiled Slide shared Dr.S.Gomathinayagam

Maslow's Hierarchy of Needs Theory

 Developed by Abraham Maslow in 1943

 There are five basic human needs that

 Behaviour of all persons including project team

 Needs have to be met from lowest level to

Compiled Slide shared Dr.S.Gomathinayagam

Creative success and Challenging work, leadership,

Esteem Status and respect Authority, titles, recognition

Team membership and social

Safety Financial stability Seniority/ Job security

Lowest: Physiological Food and shelter Salary

http://www.saylor.org/site/textbooks/Exploring%20Business.docx by Virginia Tech under a Creative

Maslow's Hierarchy of Needs Theory

 Physiological needs - air, water, food, shelter,