A Guide to Project Management

A team may have many of the characteristics of a

Info iconThis preview shows page 1. Sign up to view the full content.

View Full Document Right Arrow Icon
This is the end of the preview. Sign up to access the rest of the document.

Unformatted text preview: own Square, PA 19073-3299 USA Chapter 2--The Project Management Context Writing style--active versus passive voice, sentence structure, word choice, etc. Presentation techniques--body language, design of visual aids, etc. Meeting management techniques--preparing an agenda, dealing with conflict, etc. Project Communications Management is the application of these broad concepts to the specific needs of a project--for example, deciding how, when, in what form, and to whom to report project performance. 2.4.3 Negotiating Negotiating involves conferring with others to come to terms with them or reach an agreement. Agreements may be negotiated directly or with assistance; mediation and arbitration are two types of assisted negotiation. Negotiations occur around many issues, at many times, and at many levels of the project. During the course of a typical project, project staff is likely to negotiate for any or all of the following: Scope, cost, and schedule objectives. Changes to scope, cost, or schedule. Contract terms and conditions. Assignments. Resources. A Guide to the A Guide to the 2.4.4 Problem Solving Problem solving involves a combination of problem definition and decision-making. Problem definition requires distinguishing between causes and symptoms. Problems may be internal (a key employee is reassigned to another project) or external (a permit required to begin work is delayed). Problems may be technical (differences of opinion about the best way to design a product), managerial (a functional group is not producing according to plan), or interpersonal (personality or style clashes). Decision-making includes analyzing the problem to identify viable solutions, and then making a choice from among them. Decisions can be made or obtained (from the customer, from the team, or from a functional manager). Once made, decisions must be implemented. Decisions also have a time element to them--the "right" decision may not be the "best" decision if it is made too early or too late. Project Project Management Management Body of Body of KnowledgeE L KnowledgeE PL MP AM SA S 2.4.5 Influencing the Organization Influencing the organization involves the ability to "get things done." It requires an understanding of both the formal and informal structures of all the organizations involved--the performing organization, customer, partners, contractors, and numerous others, as appropriate. Influencing the organization also requires an understanding of the mechanics of power and politics. A Guide to the Project Management Body of Knowledge (PMBOK Guide) 2000 Edition 2000 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA NAVIGATION LINKS ACROYMNS LIST ACRONYMS LIST 25 ACROYMNS LIST Chapter 2--The Project Management Context 2.5 | 2.5.4 Both power and politics are used here in their positive senses. Pfeffer (5) defines power as "the potential ability to influence behavior, to change the course of events, to overcome resistance, and to get peop...
View Full Document

Ask a homework question - tutors are online