The document discusses the execution phase of project management. It involves carrying out the project plan by coordinating work, motivating teams, and using a blend of technical, people and leadership skills. Effective execution requires defining processes for escalation, risk management, change management and resolving conflicts. The project manager must influence stakeholders and guide the project through changes using techniques like John Kotter's 8 step process for leading change. Resolving conflicts and gaining buy-in for changes are important aspects of successful project execution.
The document discusses the execution phase of project management. It involves carrying out the project plan by coordinating work, motivating teams, and using a blend of technical, people and leadership skills. Effective execution requires defining processes for escalation, risk management, change management and resolving conflicts. The project manager must influence stakeholders and guide the project through changes using techniques like John Kotter's 8 step process for leading change. Resolving conflicts and gaining buy-in for changes are important aspects of successful project execution.
The document discusses the execution phase of project management. It involves carrying out the project plan by coordinating work, motivating teams, and using a blend of technical, people and leadership skills. Effective execution requires defining processes for escalation, risk management, change management and resolving conflicts. The project manager must influence stakeholders and guide the project through changes using techniques like John Kotter's 8 step process for leading change. Resolving conflicts and gaining buy-in for changes are important aspects of successful project execution.
The document discusses the execution phase of project management. It involves carrying out the project plan by coordinating work, motivating teams, and using a blend of technical, people and leadership skills. Effective execution requires defining processes for escalation, risk management, change management and resolving conflicts. The project manager must influence stakeholders and guide the project through changes using techniques like John Kotter's 8 step process for leading change. Resolving conflicts and gaining buy-in for changes are important aspects of successful project execution.
your Project Charter in order to deliver your products or services to your stakeholders or clients.
Even if you have planned your project
well, it won’t be successful unless you can effectively implement those ideas.
After initiating and planning the project,
its time to execute the work packages/activities. THE EXECUTION PHASE NEEDED SKILLS OF THE PROJECT MANAGER
✓ Coordinate the work
✓ Motivate and coordinate well with the people involved
✓ A balance of technical skill, people skill and management/leadership
skill ON INITIATION ANG PLANNING AND PLANNING PHASE
If all the process and procedures were clearly defined in the
Initiation and Planning phase, then it will be easy to the Project Managers to just apply or execute them. THE EXECUTION PHASE - CONFLICTS
• Examples of process needed to be defined:
• Escalation
• Risk Management
• Change Management
• Conflicts EXECUTION PHASE: WHAT ARE CONFLICTS?
Conflicts are disagreements during the
project that should be dealt and remedied.
Conflicts may arise from any of the following:
managers, senior management, client, team members and subcontractors.
A good project manager knows how, when to
intervene and take action when conflict occurs.
The skills required for dealing with conflict will
depend on the level that is the most appropriate for the situation. THE EXECUTION PHASE - CONFLICTS
Potential Cause of conflicts
Diversity of disciplinary expertise (PMP,
certifications etc.) Task interdependency Poor leadership and management of the project manager Insufficient authority given to the project manager Lack of communication or an understanding of objectives Lack of organization structures and role ambiguity Human emotion The prospect of change THE EXECUTION PHASE - CONFLICTS
Conflict Resolution Approaches
•Avoidance – the conflict is ignored as the leader may feel that the conflict is not worth the effort to resolve at this time. They may address at a later stage if necessary.
•Accommodation – agreement through yielding or conforming to the
positions of others; cooperation in an effort to create harmony, even at the expense of your own ideas and values.
•Compromise – involves a search for a solution which is mutually
acceptable (give and take to get to the middle ground). Compromise may be one of the best ways of dealing with conflict when time is short, or when total agreement is impossible. THE EXECUTION PHASE - CONFLICTS
Conflict Resolution Approaches
•Competition – This is the offensive, aggressive approach to conflict
resolution. One of the criticisms of competition is that it takes advantage of the oppositions weakness, by resorting to various strategies and tactics which have a disarming nature.
•Collaboration – a total membership approach to conflict resolution. All
involved accept the fact that there is conflict, take time to share values/needs, discover possible solutions, selects the best solution for all, forms a team plan, implements and evaluates the outcomes. THE EXECUTION PHASE – CHANGE MANAGEMENT
Change management (sometimes abbreviated as CM) is a
collective term for all approaches to prepare, support, and help individuals, teams, and organizations in making organizational change. THE EXECUTION PHASE – CHANGE MANAGEMENT
Changes are inevitable!
All projects undergo changes!
THE EXECUTION PHASE – CHANGE MANAGEMENT
Key factors for Project Success:
1. Ensure that all project members/teams know what Change
Process it.
2. Ensure that the change is current and relevant
3. The decision to accept or reject the change. Decided by the
project owner and not the project manager
4. Project Manager to incorporate the change into the project
and monitor implementing the change THE EXECUTION PHASE – CHANGE MANAGEMENT FORM Change Request Form: A document to include the agreed details of change in the project:
• Description of the Change
• Justification for the change • Effort estimates (amount, time) • Requested by: • Approved by THE EXECUTION PHASE – RESISTANCE TO CHANGE
Reason for Resistance:
1. Lack of vision 2. Lack of experience in change implementation 3. Lack of support from upper management 4. Change are imposed without consultation THE EXECUTION PHASE – THE BURNING PLATFORM
Burning Platform is a business lexicon that emphasizes immediate and
radical change due to dire circumstances.
A type of decision exist when a firm is facing major change in which the cost for the status quo is too high THE EXECUTION PHASE – THE BURNING PLATFORM: STORY
The origin of if the term comes from a story about a man on an oil platform in the North Sea.
One night he is awakened by an explosion and resulting fire on the platform.
Striving to escape the impending flames, he was able to find his way though the chaos to the edge of the platform. As the fire approaches him, he must use split second decision makingor surely be engulfed in a horrible death.
His only option is to jump more than 100 feet from the fire ridden platform into the freezing North Atlantic waters. If the dangerous jump doesn’t kill him he will surely die from exposure within minutes if not rescued. With no other rational alternative, he jumped!
Fortunately, the man did survive the jump from the platform and was rescued by boat shortly thereafter. His philosophy had been “Better probable death than certain death.” THE EXECUTION PHASE – JOHN KOTTER’S 8 STEP PROCESS
John Kotter’s “Our iceberg is melting” focused on how people react to change and their role for successful change.
1. Create a sense of urgency: help other see the change immediately and act on it. 2. Pull together the guiding team: ensuring a powerful group to attend to the change 3. Develop the Change Vision and Strategy: clarify how the future will be different from the past, to realize the future making it a reality 4. Communicate for understanding: ensure everyone understands the vision and strategy. 5. Empower others to act: Remove as many barriers as possible 6. Produce Short-Term Wins: create a success as soon as possible 7. Don’t let up: press harder and faster after the first success 8. Create a new culture: Hold on to the new ways of behaving until they become strong enough to replace old traditions. THE EXECUTION PHASE – PM’S INFLUENCING SKILLS
A Project Manager has all the responsibilities in ensuring the success of the project but rarely has the power so he will need to influence the stakeholders.
Influencing others can be in the form of gaining support, inspiring others, engaging to someone’s imagination or creating/building relationships.
Influencing skills require a combination of interpersonal, communication, presentation
