201EMM Engineering

Management

Project Management 2
Lecture 3
Objectives:

To gain an understanding of:

1. Teams:
Working in a Team
Leading a Team

Managing Human Resources (HRM)

2. Projects:
 Control and reporting
 Resource profiling
 Background
Many engineering tasks are complex and require the combined
efforts of many people with specific individual skills to make
them happen and to achieve the desired outcome.

Examples:

https://www.youtube.com/watch?v=Xku3go2OGh8
https://www.youtube.com/watch?v=foj6uiZeIvg
1. Teams
Why work in Teams?
 What are the benefits of working in teams?
Working in a Team
What is a team?

 A small group of people who jointly own a distinct task.

 The people are united behind a shared goal.
 They co-operate to meet individual needs and achieve team targets.

“A team is not a bunch of people with job titles, but a congregation

of individuals, each of whom has a role which is understood by other
members.

Dr. R. M. Belbin”
[http://www.belbin.com/rte.asp?id=8 accessed 09/01/2015]
Team Working
Stages of Team Development:
Whilst forming a team there may be problems
between team members.
Performing
FOUR key stages to becoming an
effective team: Norming
1. Forming:
2.Storming: Storming
3.Norming:
Forming
4.Performing: Reforming

Tuckman’s theory of Team Dynamics:

[http://www.mindtools.com/pages/article/newLDR_86.htm last accessed 14/01/2015]
Benefits of successful Team Working
More
information
and
knowledge
Ability to
Support of solve
the team challenging
problems.

Team
working
Greater
experiences Feeling of
and ownership.
opportunities.
Understanding
of “The
bigger
picture”.
 Team Working
Nine team roles
(Belbin): Plant

Monitor
Specialist
Evaluator

Co-
Shaper
ordinator

Team Resource
worker Investigator

Completer Implementer
Belbin team role Finisher
s
[http://www.belbin.com/rte.asp?id=8 last accessed 09/01/2015]
The Team Leader
“A leader shapes and shares a vision which gives point to the work of others.”
(Handy, C., 1992).

“..the successful leader is less dependent on having the requisite situational

knowledge and skills than on his or her ability to keep in balance the key
issues of achieving the task, building and maintaining the team, and
developing the individual” (Adair, J. 1983).

Action Centred Leadership Model (3 Circles) – J.

Adair. Task

Team Individuals

[Handy, C., (1992). The language of leadership. In: Syrett, Hogg, (Eds.),
Frontiers in Leadership. Blackwell, Oxford.]
[Adair (1983) cited in Project Management: The People Challenge (1997) Roland
and Francis Bee. London: Institute of Personnel and Development - chapter 1-2]
Leadership
Functions:
• Promotes the common mission and vision.
• Clearly defines roles, responsibilities, and performance
expectations.
• Fosters collaboration among team members.
• Provides clear direction and priorities.
• Removes obstacles that impede team progress, readiness, or
effectiveness.
• Promotes team participation in problem solving and decision
making.
• Promotes the diversity within the team.

[Project Management, Gary R. Heerkens, Madison:

McGraw-Hill Education - Chapter 3]
 Leadership – key characteristics
Characteristic Description
Situationally competent Sufficient knowledge and expertise in the
subject area
Task-focused Clear focus on project objectives
Flexible Able to deal with different needs
Networker Develops constructive relationships
Empowering Provides the framework and support
Process-skilled Knowledge of planning, monitoring and
control
Over viewer Focused more on the bigger picture
Resilient Strong willed
Forceful facilitator Will challenge, handle conflict and offers
and receives constructive feedback

[Project Management: The People Challenge (1997) Roland and Francis

Bee, London: Institute of Personnel and Development – p47]
Activities:

Please Go to Aula T3 – Apply

 Teams - Activity

1. What Teams have you been a part of?

2. What were your Team’s objectives?

3. Did the Team work achieve its objectives

and work well together?

4. What was your role within the Team?

Teams - Question:

1. Review Belbin’s different team roles.

2. What team role would you be within the

team?
 Leadership - Question

1. Which of Belbin’s team roles are important

as a Team leader?

2. How will they help lead the team?

Belbin team roles

Human Resources Management (HRM)
Human Resources Management (HRM)
Human resources (HR):
 One of the most important features of many businesses.
 Accounts for a large proportion of many businesses' costs and it is the people
that invariably drive a business.
 Management of these resources therefore is an integral part of business
success.

HRM
 Ideally HR responsibilities shared between Engineering Managers and HR
Managers to achieve the best outcome for the business.
◦ Covering strategic requirements for the business (Engineering Managers)
◦ Ensuring best HR practice (HR Managers).
2. Projects: Project Control and Reporting
Project – Control and Reporting
Project Manager (PM):
 Holds overall control and responsibility of the project.
 An effective PM will forecast and anticipate future problems and take
actions before the event occurs.

Planning

 Roles include:
Controlling Organizing

PM

Directing Resourcing
Project – Control and Reporting
Project Control:
Is the responsibility of the Project Manager.
Attemptsto ensure that the project objectives are delivered on time, on
budget and to the required quality.

Progress control – “on time”:

 Monitoring progress of each activity to ensure that it is on schedule.

Cost control – “on budget”:

 Comparison of actual to planned expenditure linked to a time and output profile.

Quality control – “required quality”:

 Ensuring that the products/processes are achieving the required quality
requirements
Project – Control and Reporting
Project Reporting:

What type of information? To who?

Cost: Could include:

• Original approved
budget. • The Customer.
• Authorized changes.
• Project sponsor.
• Current estimated cost
to complete. • Project team members.
• Line managers.
Progress:
• End users.
• Original approved
completion date. • Affected public.
• Authorized changes. • Government bodies.
• Milestone achieved.
• Current estimated • Etc….
completion date.

Issues:
• Quality / Functionality.
• Risks.
 Project Resource Profiling
Resources:
• The team size and skill requirements of a project will
probably change depending on the activity being completed.
• Having the correct team size and skills on the project at the
right time is critical to project success:
• Too many - may be ineffective and costly.
• Too few – work progress may be slow, potential quality
issues.
• Managing the team size is an important role of the Project
Manager.
Project Resource Profiling
Resource profiling is calculating the resources requirements of the project over the
period that it is running.

Activity Predecessors
Duration Human Added the resource
(days) Resources
requirements for each
activity
A - 1 4
B - 2 3
C - 3 3
D A 4 5
E B 5 8
F B 4 8
G C 6 10
H D, E 6 5
I G 2 4
J H, F, I 3 4
Project Resource Profiling
Activity 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
A 4                             
B 3 3                           
C 3 3 3                         
D       5 5 5 5                 
E     8 8 8 8 8                 
F     8 8 8 8                   
G     10 10 10 10 10 10              
H               5 5 5 5 5 5     
I                   4 4        
J                           4 4 4

Resource profile 10 6 19 31 31 31 23 15 15 9 9 5 5 4 4 4

Resource histogram
35
30
25
20
Resource

15
10
5
0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
Project Resource - Question:

1. As a Project Manager, how can I use this

resource profiling information?

2. How will it help the project?

Recap - Objectives:

To gain an understanding of:

1. Teams:
Working in a Team
Leading a Team

Managing Human Resources (HRM)

2. Projects:
 Control and reporting
 Resource profiling
Recommended reading material

 People Resourcing and Talent Planning : HRM in Practice, Stephen Pilbeam

Marjorie Corbridge, Harlow, England ; New York : Financial Times Prentice
Hall 2010

 Belbin’s Theory - http://www.belbin.com/rte.asp?id=8

 Project Management, Gary R. Heerkens, Madison: McGraw-Hill Education -

Chapter 3

 Project Management: The People Challenge (1997) Roland and Francis Bee,
London: Institute of Personnel and Development – chapters 1 - 3

 Tuckman’s Theory -
http://www.mindtools.com/pages/article/newLDR_86.htm