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Dr. Khaled Bubshait

Human- Side of Project Management. Dr. Khaled Bubshait. Dr. Khaled Ahmed Bubshait

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Dr. Khaled Bubshait

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  1. Human- Side of Project Management Dr. Khaled Bubshait

  2. Dr. Khaled Ahmed Bubshait Khaled Bubshait is an associate Professor of project/operations Management at King Fahd University of Petroleum and Minerals. He was the former Director of the Economic and Management Center at the Research Institute at KFUPM, Dhahran, Saudi Arabia. He received his undergraduate degree B.S in applied Civil Engineering (1976) , his MBA from KFUPM(1978), and his PhD from Georgia State University, USA (1984). He published several articles in the area of project Management, operations Management, Total Quality Management, Business Incubator and SME Strategies . Also he led the project team for establishing a National Training Plan for the Kingdom of Saudi Arabia. He is also in the Editorial Board of the Business Process Reengineering & Management Journal and the Benchmarking Journal. And Dr. Bubshait was the former president pf the American Cost Engineer Arabian Gulf Section Tel . 055842500

  3. PRESENTATION OUTLINES • The Challenge of Project Management • The Project Leader • Development of Project Teams • The Hidden-Side of Project Management • The Human Impact on Project • Recommendations

  4. PROJECT A Combination of human and non-human resources pulled together in a temporary organization to achieve specific objectives within cost, schedule and quality parameters s

  5. Project Management A set of principles, methods and techniques for effectively planning organizing and controlling projects.

  6. The Triple Constraint Budget Schedule Quality

  7. The Triple Constraint Budget Schedule Saftey Quality

  8. WHY THE HUMAN SIDE?“open systems” DIFFICULT TO CONTROL

  9. THE HUMAN IN PROJECT MANAGEMENT • PROJECT LEADER • PROJECT TEAM

  10. Public Groups corporate Management client project leader regulatory Agencies Project Team Functional organization

  11. PROJECT LEADER SKILLS • LEADERSHIP • HUMAN SKILL • TECHNICAL EXPERTISE

  12. LEADERSHIP SKILLS • HONESTY • INTEGRITY • ENERGY • ENTHUSIASM • COURAGE • OPTIMISM • CHARISMA

  13. LEADER STYLES • TRANSFORMATIONAL • DIRECTIVE • CONSIDERATION

  14. LEADERSHIP STYLE & PROJECT TYPES S T Y L E A L L R & D D E V E L O P - P R O J E C T M E N T . 3 3 . 3 7 . 2 5 T R A N S F O R - M A T I O N . 2 5 . 0 3 . 3 5 D I R E C T I V E . 2 6 . 2 0 . 1 6 C O N S I D E R - A T I O N

  15. DIFFERENCES BETWEEN THE BOSS & THE LEADER LEADER BOSS

  16. DRIVES HIS PEOPLE BOSS COMPARED TO LEADER BOSS †††††††††††LEADER INSPIRES PEOPLE

  17. BOSS COMPARED TO LEADER BOSS †††††††††††LEADER DEPEND ON GOOD WILL (INFORMAL RELATIONSHIP) DEPENDS ON AUTHORITY (FORMAL)

  18. BOSS COMPARED TO LEADER BOSS ††††††††††† LEADER RADIATES LOVE EVOKES FEAR

  19. BOSS COMPARED TO LEADER BOSS ††††††††††† LEADER SAY WE SAY I

  20. BOSS COMPARED TO LEADER BOSS ††††††††††† LEADER KNOWS HOW TO DO IT KNOWS HOW IT IS DONE (NO DEEP UNDERSTANDING)

  21. BOSS COMPARED TO LEADER BOSS ††††††††††† LEADER SHOW WHAT IS WRONG (IDENTIFY PROBLEM) SHOW WHO IS WRONG (BLAME)

  22. BOSS COMPARED TO LEADER BOSS ††††††††††† LEADER COMMANDS RESPECT (EARNS) DEMANDS RESPECT (ASKING)

  23. PROJECTTEAM DEVELOPMENT

  24. CHARACTERISTICOF EFFECTIVE TEAMS • HIGH PERFORMANCE • OBJECTIVE S ARE CLEARLY DEFINED • OBJECTIVES COINCIDE WITH REQUIREMENTS • MEMBERS ARE HIGHLY INTERDEPENDENT

  25. CHARACTERISTICOF EFFECTIVE TEAMS • DIFFERENCE OF OPINION ENCOURAGED • HIGH TRUST LEVEL • HIGH INTEREST IN TEAM PROCESSES • HIGH ENERGY LEVELS AND ENTHUSIASM • RESPECT FOR EVERYONE

  26. TO BUILD EFFECTIVE PROJECT TEAM • DEVELOP A REALISTIC PRIORITY LEVEL. (CHOICES) • SHARE EXPECTATIONS • ESTABLISH OPERATING GUIDELINE

  27. BARRIERS TO TEAM DEVELOPMENT • DIFFERING OUTLOOKS, PRIORITIES, INTEREST, JUDGMENT OF TEAM MEMBERS • ROLE CONFLICTS • OBJECTIVES / OUTCOME NOT CLEAR • DYNAMIC PROJECT ENVIRONMENT • LACK OF TEAM DEFINITION & STRUCTURE

  28. HIDDEN SIDE OF PROJECT MANAGEMENT FRUSTRATION

  29. HIDDEN SIDE OF PROJECT MANAGEMENT FEAR & APPREHENSIONS

  30. HIDDEN SIDE OF PROJECT MANAGEMENT MISREADING THE EVENTS WITHIN TEAMS

  31. HIDDEN SIDE OF PROJECT MANAGEMENT PERCEPTION OF ISSUES

  32. HIDDEN SIDE OF PROJECT MANAGEMENT COMMUNICATION

  33. HIDDEN SIDE OF PROJECT MANAGEMENT LOW COMMITMENT/ MOTIVATION

  34. HIDDEN SIDE OF PROJECT MANAGEMENT SUBTLE SABOTAGE

  35. THE HUMAN IMPACT ON PROJECTS PROJECT PRODUCTIVITY

  36. THE HUMAN IMPACT ON PROJECTS PROJECT QUALITY

  37. PRE CONTRACTING ACTIVITIES FINALIZE BID SLATE MGMT. APPROVAL ESTABLISH PREPARE CONTRACTORS DEVELOP RESPONSE BID SLATE MGMT. APPROVAL PLAN OF ACTION SCREENING REQUEST 1/2 1/2 3 2 1 PREPARE MGMT. SUBMITTAL MGMT. REVIEW SUBMIT 1 1 1 JOB EX. MEETING RELEASE BID PACKAGE PREPARE CONTRACT DRAFT REVISE CONTRACT DRAFT PREPARE JOB EX. MEETING REVIEW CONTRACT DRAFT 5 2 2 4 2 THE HUMAN IMPACT ON PROJECTS PROJECT SCHEDULE

  38. THE HUMAN IMPACT ON PROJECTS PROJECT COST

  39. RECOMMENDATIONS FOCUS ON HUMAN-SIDE OF PROJECT MANAGEMENT

  40. RECOMMENDATIONS ADOPT THE RIGHT LEADERSHIPSTYLE FOR THE RIGHT PROJECT

  41. RECOMMENDATIONS ENCOURAGE TEAM PROCESS & DIFFERENCE OF OPINIONS

  42. RECOMMENDATIONS MAINTAIN INTEGRITY & COMMAND RESPECT

  43. RECOMMENDATIONS STOP CONTROLLING PEOPLE , START LEADING THEM

  44. RECOMMENDATIONS FOCUS ON BUILDING TRUST

  45. PROJECT LEADER BOSS

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