PROJECT MANAGEMENT FOR ENGINEERS SESSION 1 SITUATION

VIETNAM NATIONAL UNIVERSITY, HO CHI MINH CITY
HO CHI MINH CITY UNIVERSITY OF TECHNOLOGY
OFFICE FOR INTERNATIONAL STUDY PROGRAMS
-------o0o-------

PROJECT MANAGEMENT FOR ENGINEERS
Lecturer: Nguyen Thi Duc Nguyen

Group 05:
No.
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2
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7

th

September 19 , 2021, Ho Chi Minh City


CONTENTS
CONTENTS
1.

........................
SESSION 1: SITUATION...........................................................................................................
1.1.

Introduction ........................................................................

1.2. How To Archive High 3 Performance Project Management .................................................
1.2.1.

What is Manag

1.2.2.

Can managers

1.2.3.

Achieving self-

1.2.4.

Defining high-p

1.2.5.

What Does It T

1.2.6.

Cross-cultural i

1.3.1.

What are Powe

1.3.2.

What9s in it for

1.3.3.

Using influence

1.3.4.

Dealing with re

1.3.5.

Negotiating ski

2. SESSION 2: CASE STUDY......................................................................................................
2.1. Given Case Study: Moss and McAdams Accounting Firm .................................................
2.1.1.

Summary the C

2.1.2.

Answer the Ca

2.1.3.

Conclusion: ....

2.2. Relative Case: organizational behavior: conflict management ............................................
2.2.1.

Case Descripti

2.2.2.

Analyze the Ca

2.2.3.

Conclusion .....

2.3.

Case comparison................................................................

2.3.1.

Similar situatio

2.3.2.

The differences

3.

KAHOOT QUIZ .......................................................................................................................

4.

REFERENCE............................................................................................................................

i


1. SESSION 1: SITUATION
1.1.
❖

Introduction

How To Archive High 3 Performance Project Management

The objective to which all project managers aimed to complete a project
case this was fulfilled, a project manager was considered to be prosperous.
However, there are many problems with getting to a success. There are
two points to evaluate what an effective project manager is:

• Firstly, the target was based on ambitious thoughts in order to be
realistic to carry out.
• Secondly, people have to be aware of anything that obstructs our
work to achieve the target.
❖

Many questions arise:

• How to appraise a manager that is good or not?

•

What precisely are the criteria by which you define effective or

ineffective project management? And how to define high performance or
low performance?
❖

Power and Politics for Project Manager

For many people in the organization, politics is a dirty word.
When I was an engineer, my friends used to lament, "I hope we can
get rid of politics!" I agree with them. However, I immediately realized
that politics would so many parts of each organization that the only
choice was to learn to deal with it.

1


No doubt you have been burned by several individuals in a cruel
organization, a migrant who shed roughly over you without observing
the eyes. That's how we learn to hate politics. But politics doesn't have
to be dirty, and I don't advocate that you play dirt.
1.2.

How To Archive High – Performance Project Management

1.2.1. What is Management?
1.2.1.1. The main Definition
Management is the coordination and administration of tasks to achieve a

goal. Such administration activities include setting the organization9s
strategy and coordinating the efforts of staff to accomplish these objectives
through the application of available resources. Management can also refer
to the seniority structure of staff members within an organization.

To be an effective manager, you9ll need to develop a set of skills,
including planning, communication, organization, and leadership. You
will also need extensive knowledge of the company9s goals and how to
direct employees, sales, and other operations to accomplish them.
1.2.1.2. Another Definition
It may be that we could define management as group of individuals in order to achieve a goal or result that could not be
accomplished by any single person working alone.= This is often simplified to
you realize that a guard over a prison work team is getting work done through
people. But this might not be suitable for management definition.

1.2.2. Can managers really control anything?

2


1.2.2.1. Analysis the theory of law of requisite variety of Stafford Beer
and its application
Stafford Lager (1981) has pointed out that the law of essential assortment,
which may be a rule from frameworks hypothesis, calls into address whether
directors can truly control anything. The law states that, people or machines, the component within the framework with the most
prominent changeability in its behavior will control the system.=
1.2.2.2. The conclusion for the question how the managers control anything: My

conclusion is that an administrator is never in control of a group unless each part
is in control of his or her own behavior. Once you consider the interdependencies
in an extended plan, it is easy to see why it is usually genuine. In case one donor
falls flat to meet her targets, at that point the assignments subordinate to her work
will drop behind. In terms of a framework such as a vehicle, consider that in the
event that the fuel pump stops or a tire blows out, the car is out of commission.
So, it takes only one element in a system going out of control to wreck the whole
system. (In a flying machine, usually dodged by having excess components, so
that in the event that one comes up short, the reinforcement takes over.) So, the
address gets to be, of his or her claim

behavior?= The reply is you enable them
❖

Example:

Stafford Beer's Viable System Model. The model as derived in his book 'The
Heart of Enterprise', is reviewed in depth as part of the research. The model is
then used to diagnose two organizations, a network marketing organization, a
growing and successful enterprise, and an engineering jobbing shop, an
enterprise struggling to survive. It is shown how the successful enterprise
3


conforms to the Viable System Model and the struggling one does not. The
network marketing company is further examined to identify elements that
contribute to its success, and it is shown that these elements do not exist in the
engineering jobbing shop. A proposal is then put forward on how to reorganize the
engineering jobbing shop and implement the elements of success identified in the

network marketing organization. The research concludes by acknowledging that
while it is beyond the scope of this research to categorically conclude that an
enterprise must conform to the Viable System Model to be viable, the two specific
companies researched here do suggest this.

This is in agreement with Stafford Beer's contention that for an
organization to be viable it must at the very least conform to the Viable
System Model. It is further concluded that the research demonstrates the
usefulness of the Viable System Model in the evaluation of an organization.

1.2.3. Achieving self-control
1.2.3.1. The way that an individual has the self-control
In arrange for any person to have self-control, five conditions must exist:

a.
You must have a clear definition of what you are supposed to
do, with the reason expressed as well.
b. You must arrange for how the work will be done
c.
You must have the abilities and assets required to perform the
task effectively
d. You must have feedback in advance in case you are on
target.
e.

You must have a clear definition of your authority to require

remedial activity when there's a deviation from plan and that authority
cannot be zero, or you cannot control.

4


On the off chance that you look at these conditions carefully, you'll note
that the home of great venture administration really fulfills this set of
conditions: It empowers personal supporters to control their claim work.
It is additionally vital to realize that it could be a manager9s duty to guarantee
that each of these conditions is met. For illustration, in the event that the person
does not have the aptitudes required to perform a few specific errands, at that
point those aptitudes must be created, and administration must give satisfactory
preparation; this incorporates making beyond any doubt it is budgeted.

❖

The example

People understand that you are exercising self-control when you choose
your reaction in an uncomfortable situation. For example, if someone is yelling
at you and you aren't sure why -- your first impulse may be to start yelling back
at them. Using self-control, you take the extra step to assess why they might
be yelling at you and choose how to verbally respond (or not).

Self-control helps you make better decisions as it relates to your
emotions, feelings, and actions. You may want to eat a slice of cake, but
you choose not to through willpower because you know it9s not good for
you. You like to stay up late to watch your favorite show, but you have
priorities tomorrow, including appointments and errands. You choose to
go to bed early to get plenty of rest so you can get things done.
Self-control is exercised in different ways. Others view self-control
through control synonyms such as self-discipline or self-restraint.

Examples of other control synonyms include self-mastery and calmness.
1.2.4. Defining high-performance management
1.2.4.1. Definition the sigma qualities level

5


Sigma level is a statistical calculation that takes short-term information
regarding the defects per million opportunities (DPMO) of a process, factors in the
inclination of a process to shift over time and gives a level value score
representing the modified DPMO with shift in an attempt to help determine if the
quality capability of the process can meet customer requirements over time.

❖ Explanation the sigma qualities level
1-sigma represents a poor level of quality, with 691,462 defects per
million opportunities over time, which demonstrates a failure rate of over
69.1%. A level of 6-sigma represents a high level of quality, with 3.4
defects per million opportunities. It is this sigma level that leads to the
term Six Sigma, which is a philosophy of delivering near perfect
products or services by eliminating variabilities that lead to defects.
Motorola engineers discovered that many of their operations were prone to
shift 1.5 sigma over time. Assuming normal distribution and normal variation of
the mean, the specification limits would need to be set at a particular sigma
level to achieve the desired defects per million opportunities level.

For example, if the long-term desired maximum defects per million
was 6,210 defects per million opportunities, factoring in the 1.5 sigma
shift over time, a specification limit of +/- 4-sigma would be required. The
goal of many programs 4 a goal few would meet 4 was to reach a
specification limit of +/-6-sigma, or 3.4 defects per million.

The actual calculation for sigma level is commonly calculated by using a
spreadsheet or online conversion webpage. Start by calculating the defects per
million opportunities (DPMO) as it is currently understood. Next, find a sigma

6


level conversion table to determine the sigma level. The calculation will
factor in the 1.5 sigma shift over time and give you the sigma level for
the process. This page will also give you defect percentage and yield
values to expect over time.
Certain advanced understandings for sigma level can be found here.
This article goes into additional details regarding the formula as well as
more information on how the formula is designed.
1.2.4.2. The Different of them

Sigma Performance Levels 3 One to Six Sigma

Sigma
Level

1
2
3
4
5

7

6

3.4

99.9997

1.2.4.3. Six types of sigma, included:
a. White Belt (1-sigma)
Typically, the primary level of certification within the Six Sigma certification
preparing. Experts who have not experienced earlier formal certification
preparing or any other expanded preparation are called six sigma white belt
holders. This session will provide them an overview of viable strategies
required and the lexicon to think about for LSS specialists all through the
whole progression of the organization. It shows them how they are the ones
who contribute towards productivity and most dependable results. With this
fundamental stage, to start with, white belt holders take an interest in those
ventures that are driven towards problem-solving. It entirely rotates around
quality administration and diminishing waste.

b. Yellow Belt (2-sigma)
Holding this assignment implies that it shows an introduction to concepts
of Six Sigma that moves ahead of the basics that a white belt holder looks
for. Yellow Belts professionals have prepared sessions over a period of two
days, upgrading the information that they have to work on to the extent and
managing with group individuals who are all forbidden closely. They may
elevate the ventures that had a limited scope and offer assistance to
directors who are at belts within the higher level.

c. Green Belt (3-sigma)
For getting a green belt six sigma certification, required experts are

anticipated to go to the total course that uncovered them to strategies of Six
8


Sigma, how to create, progress and decrease variety in administrations and
forms. They know how to apply systems which are for problem-solving, one
illustration is DMAIC. This cycle of advancement chalks out an
arrangement of steps to analyze the issues that win in a commerce handle.
They carve out vital measurements to determine changes, gather pertinent
information and execute arrangements post which supports the changes
over a period of time. The green belt is greatly important for experts who
are into the venture management field, restorative, and healthcare
additionally monetary administration. It serves as a base for execution
measurements and control charts apparatuses like (FMEA) disappointment
modes and impact investigation. Once the certification is completed,
administrators are arranged to require charge of ventures, joining
associations of LSS concepts with the organization objectives.

d. Black Belt (4-sigma)
This can be a progressed preparation level that pioneers experience to
update their aptitudes, after the completion of green belt certification. It is a
prerequisite to have past LSS information so that pioneers and partners get to
be the ace of their abilities and information which to apply when arranging.
This makes a difference to require care of the truth that they need to lead
numerous complex ventures which are broad, troublesome and may require
organizational changes. Experts who are dark belt certified can be considered
to illustrate their learning and genuine account encounters by carrying out a
live venture for their higher-ups. It seems to be for a non-profit organization. By
making an extended constitution, gathering information, and implanting six
sigma apparatuses for a genuine venture setting, understudies harbor and

develop the potential they require for making their trade more productive,
9


beneficial, and expanding the client fulfillment at the same time. In conjunction
with the application of incline endeavors, they run high-quality enhancement
with scope for making a colossal effect on the efficiency of the company.

e. Master Black Belt (5-sigma)
A

proficient with intensive administration aptitudes and problem-solving

approaches can raise to hold an ace dark belt in LSS. The assignment of an Ace
dark belt holder is around a master who features a wide range of procedures all
through the commerce and in this manner planning all cross-functional groups.

f. Champion (6-sigma)
A proficient is called winner when he may be a director within the upperlevel driving LSS arrangement and technique. Presently, based on the
number of goals that are set by proficient pioneers, champions are the
ones who guarantee that most activities to lower squander and to dispose
of variation actually offer assistance in evacuating deficiencies as per the
arrangement with the requirements of the company. Guided by their
pioneers who are master dark belts, such managers help a parcel by
mentoring high-end experts who are included within the usage of LSS,
additionally following how much advance has been made.

1.2.4.4. Why does the organization like to achieve the six-sigma
qualities level?
The appropriate application of Six Sigma methodology does impact all

pieces of a business. It can be an enhancement of services to
employees, devoting more into the final finished product.
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● Customer Satisfaction: A business will implement upgraded processes

and improved quality control with Six Sigma methodologies. This results in
an improved finished product. That leads to higher customer satisfaction.
Customer loyalty: Happy customers are loyal customers to a brand, and
they come back to make future purchases. To achieve a loyal customer, the
product should remain consistent in its quality.
● Improved bottom line: good word-of-mouth references are given by

happy customers. Happy customers always return for more. All of these
translate into an improved revenue stream.
● Employee satisfaction: One of the benefits of Six Sigma is how it

can direct employees to a common cause. Six Sigma offers leaders a
chance to clarify and rationalize the message. Also, improved results
can create a sense of companionship. It leads to better results.
● Better partnerships: Whenever a company does well, other companies

associated with it can leverage improvements. This can lead to long-term
partnerships as well as having them adopt similar Six Sigma strategies.
1.2.4.5. Does my process need to be at 6-sigma in order to be successful?
No. A level of 6-Sigma requires an incredibly low failure rate, which is a

level of quality most processes don9t need to achieve to be successful
and meet customer satisfaction. Remember that your customer

determines the quality expectations, and most customers are not
looking for near perfection 4 nor are they willing to pay the cost
requirements needed to reach such a high level of quality.
Many companies can actually compete at a 4-sigma level, which allows for
6,210 defects per million. Certain industries, such as health care and airlines,
11


require higher sigma levels due to the fact that lives may be ruined or even
ended by defects in the process. A 4-sigma level translates to an aircraft crash
rate of 0.6%. With multiple millions of flights each year, a crash rate of over 5
planes a day is not something the customer would tolerate. These industries
are always striving to get as close to a six-sigma level as possible.

1.2.4.6. DMAIC Process:
DMAIC: is used for projects aimed at improving an existing business
process, it contains a set

of

practices designed

to improve

manufacturing processes and eliminate defects. (But today our
presentation will only cover this methodology)
The power of Six Sigma DMAIC methodology lies in its systematic approach
that governed by rigorous steps in its five phases3Define (D), Measure (M),
Analyze (A), Improve (I), and Control (C); hence the acronym (Figure. 1).

D

M

A

I

C

Figure 1. DIAIC Process

Six Sigma DMAIC was the priority chosen over other methodologies
due to its ability to improve certain processes by eliminating defects in
the existing process and the probability for defects to happen in near
future is nearly impossible. The goal is not 99%, not even 99.9%, but
99.999996% statistically free from defects
a. Define the problem, improvement activity, opportunity for improvement,
the project goals, and customer (internal and external) requirements

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•

Project charter to define the focus, scope, direction, and motivation

for the improvement team Project charter to define the focus, scope,
direction, and motivation for the improvement team
•

Voice of the customer to understand feedback from current and future

customers indicating offerings that satisfy, delight, and dissatisfy them

•

Value stream map to provide an overview of an entire process,

starting and finishing at the customer, and analyzing what is required to
meet customer needs
b. Measure process performance.
• Process map for recording the activities performed as part of a
process
• Capability analysis to assess the ability of a process to meet
specifications

• Pareto chart to analyze the frequency of problems or causes
c. Analyze the process to determine root causes of variation and poor
performance (defects).
• Root cause analysis (RCA) to uncover causes
• Failure mode and effects analysis (FMEA) for identifying possible
product, service, and process failures
• Multi-vari chart to detect different types of variation within a
process
d. Improve process performance by addressing and eliminating the
root causes
•

Design of experiments (DOE) to solve problems from complex processes

or systems where there are many factors influencing the outcome and where it
is impossible to isolate one factor or variable from the others

•

Kaizen event to introduce rapid change by focusing on a narrow project

and using the ideas and motivation of the people who do the work

e. Control the improved process and future process performance
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• Quality control plan to document what is needed to keep an
improved process at its current level
• Statistical process control (SPC) for monitoring process behavior
• 5S to create a workplace suited for visual control
• Mistake proofing (poka-yoke) to make errors impossible or
immediately detectable
1.2.5. What Does It Take to Achieve Gold Level?
In order to accomplish the gold level, a manager must coordinate leadership
and management. Since authority is basically a set of interpersonal aptitudes,
project managers who need to attain gold-level execution must create these
aptitudes to a tall level of competence. They must also understand the whole
brain of demonstration and how to apply it to induce the finest conceivable
execution from individuals of their project manager groups.

It is additionally imperative to note that an excellent project manager
cannot be accomplished in an environment that does not back it. And,

whereas you as a project manager may not be able to control the
environment in which you work, you ought to campaign difficult to have
senior directors deal with these issues. For this case, project manager
may be a work, similar to bookkeeping or data innovation. For that
reason, an extended office (or call it a project manager work) is a perfect
way for an organization to optimize extended management.
1.2.6. Cross-cultural issues
When you're in an environment that has to deal with cross-culturally situations,
you cannot consider yourself an ace unless you understand how to deal with
other cultures. There are numerous situations in which projects and trade
business deals have been destroyed basically since somebody did not get it
cultural differences and contrasts. It is critical to see that cultural contrasts
14


are not one or the other great nor bad - they are just what they really
are. In case you approach such contrasts with the see that they are an
annoyance or a problem, you're attending to having trouble dealing with
individuals in those societies.
The imperative point is that we are not aiming to alter other cultures,
and individuals from other nations are not reaching to alter our own.
Without a doubt, it is insolent for either side to entice to do so. We must
adjust to social contrasts. Really, the contrasts must be accommodated,
a subject secured in profundity by Trompenaars and Hampden-Turner in
their excellent works on the subject (2005, 2006). Because of the
complexity of this approach, I will elude the interested per user to their
work, because it would require a full book for me to cover it satisfactorily.
❖ Examples:
The nuances of communicating in a way such that everybody is on the
same page is a key concern in cross-cultural teams. Everybody might

be speaking the same language and be well-versed in English, but
certain forms of slang or idiom can often be misinterpreted.
Teamwork is a collective responsibility, and all members have to understand
the direction of the discussions clearly. Communication problems are often
found in virtual teams where there is no face-to-face interaction.

For instance, it could be an international virtual team or virtual teams
within the same country or city that have to collaborate and finish a task.
In either case, both teams have to make their email and telephonic
conversations as clear as possible to mitigate any misunderstanding.
They also have to develop a working style of responding straightaway to
queries, for if this is not happening, it can get really confusing. Care has to be
taken with a cross-cultural mix of people with regards to the words used. Even
15


mildly sarcastic comments or jokes can be taken seriously by a team
member and result in a conflict.
For example, your German counterparts may not appreciate your
attempts at small talk, as they usually prefer to get down to business
immediately. Also, making a Hitler joke might get you into serious troubles.

1.3.

Power and Politics for Project Managers

1.3.1. What are Power & Politics
Before you can use politics in a way that supports your project, you
must first recognize its existence and its impact on the success of the
project. Because the purpose of all political behavior is to develop and

maintain strength, we must start by understanding what strength means.
1.3.1.1. Definition
Power is the influence or control owned by one person for others.
Again, I know people who say, "I don't want to control others, and I don't
want anyone to control me." This is a good sentiment, but it doesn't
change the fact that we always influence others and, therefore, run
power over them, whether we want it or not.
One premise of human interaction is that you cannot avoid
influencing others. When you sit next to someone on the train, the bus,
or an airplane, and the person stares out the window and never made
eye contact with you, he communicates very clearly that he doesn't want
to establish a relationship with you. "Leave me alone" is the message.
And it usually works as an influence on all behavior except individuals
who are most unaware, who insist on trying to interact.
About what politics? One of the classic answers to this question is that
politics is about who gets what, when and how. At this view, politics is basically
about completing contestation of the distribution of material goods. This may
16


be a fair characterization of politics in World War II era - era that see the launch of
progressive taxation and the provisions of welfare by the country that is relatively
centralized, and the party's political system is based on traditional left-right
ideological division. But the idea that politics is solely, or especially, about
distribution has been challenged over the past three decades or more. The
increasing meaning of the 'post-ideological' contestation around the values and
lifestyle shows that politics is that much, or arguably more, about identity and
culture as well as material resources. Most of our contemporary political debates
revolve around problems that are not categorized neatly as left or right, such as
environment, gender and sexual rights, immigration, and security.

❖

Examples:

No doubt you have been in a meeting or group in which a member sat and
made faces while others talked4scowls, frowns, or just a single, persistent look of
disapproval. Even though he says nothing, that person has an influence on
others. By the same token, you may know someone who sits smiling the entire
time, nodding affirmatively once in a while. Everyone is influenced positively by
that person. They think,
Either way, your interpretation of the person9s nonverbal behavior can
be wrong. The scowling person may simply feel unwell that day and may
agree with the rest of you; the smiling person may be thinking, bunch of idiots!= The smile is one of condescension, not approval.
1.3.1.2. France and Raven (1959) identified five "faces" of power. Project managers
who complained that they had many responsibilities, but no authority said that
they had position strength. They can't tell people what to do and hope they do
it, because their position as the project manager carries without "influence."

• Expert
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The ability to influence others because the person is recognized as an
expert in some area.
• Reward
A person exercises influence because he or she has the ability to

reward others.
• Legitimate
One9s position in an organization or group is a source of influence
over others.
• Referent
A person exercises influence because he or she has the ability to
identify with or attract others.
• Coercion
Coercive power is the ability to force people to do something through fear of
sanctions or punishment that might be inflicted on them for noncompliance.

❖ Six years later, Raven added an extra power base:
• Informational
This results from a person's ability to control the information that
others need to accomplish something.
1.3.1.3. Explore the Consider French and Raven's bases of power in two groups 3
positional and personal.
1.3.1.3.1.

Positional

a. Legitimate
A president, the prime minister or king has legitimate strength. Likewise,
CEOs, religious ministers, or firefighters. Selection mandates, social

18


hierarchies, cultural norms, and organizational structures all provide a

legitimate force.
This type of strength, however, can be unpredictable and unstable. If you
lose the title or position, your legitimate strength can immediately disappear,
because people are influenced by the position you consider to you.

Also, the scope of your strength is limited to situations that other
people believe you have the right to control. If the fire department's head
tells the people to stay away from a burning building, for example, they
might listen. But if he tries to make two people acting more politely with
each other, they might ignore instructions.
b. Reward
Ruling people can often give gifts. Increasing, promotion, desired
assignment, training opportunities, and simple praise - These are all
examples of gifts controlled by people "in power." If other people hope
you will reply to them because they do what you want, there is a high
probability that they will do it.
The problem with this power base is that it might not be as strong as the
first time. Supervisors rarely have full control over salary increases, managers
often cannot control their own promotions, and even CEOs need permission
from their board of directors for some actions. Also, when you use a gift, or
when the prize doesn't have enough felt values, your strength weakens.

c. Coercive
These resources are also problematic and can be misused. What's
more, it can cause dissatisfaction or hatred among the people applied.
Threats and punishments are general coercive tools. You use coercive
power when you imply or threaten that someone will be fired, derived, or
rejected privileges. Even though your position allows you to do this, it doesn't
19

mean that you have the will or justification to do it. You might sometimes
need to punish people as the last choice but if you use too much
coercive power, people will leave. (You might also be at risk of being
accused of disturbing them.)
d. Informational
Have control of the information needed or want to put you in a strong
position. Having access to a secret financial report, realizing who will be
dismissed, and know where your annual team goes for "away days" are
all examples of information strength.
In the modern economy, information is a very strong form of strength.
Power comes not from the information itself but from having access to it,
and from being in a position to share, hold, manipulate, distort, or hide it.
With this type of power, you can use information to help others, or as a
weapon or bargaining tool against them.
1.3.1.3.2.

Personal

a. Expert
When you have knowledge and skills that allow you to understand a
situation, suggest solutions, use solid assessments, and generally
outperform others, people will listen to you, believe me, and respect
what you say. As a subject matter expert , your ideas will have value,
and others will look to you for leadership in that area
What's more, you can expand your beliefs, firmness, and reputation for
rational thinking into subjects and other problems. This is a good way to
build and maintain expert strength, and to improve your leadership skills.

b. Referent

Reference power comes from one person like and respect for others and
identifies with them in several ways. Celebrities have the power of reference,
20


which is why they can affect everything from what people bought for
which politicians they choose. At work, someone with reference strength
often makes everyone feel good, so he tends to have a lot of influence.
Reference power can be a big responsibility, because you don't need to
do anything to produce it. So, it can be misused easily. Someone is liked,
but who does not have integrity and honesty, can rise to power - and use
that power to hurt and alienate people and to gain personal benefits.

Relying on reference power is not a good strategy for a leader who
wants a long life and respect. However, when combined with expert
strength, it can help you to be very successful.
1.3.2. What’s in it for me (wiifm)
❖

Why we need this in PM filed?

The principle in psychology states that people do nothing unless there
is something in it for them. This is true even when someone acts with
mercy, because he gets a warm feeling because it has done something
good. Or he might avoid feelings of guilt for not doing good. However,
there are results. If there is no reward, he won't do it. You can take this
to the bank, whether you like it or not. That does not mean we separate,
count creatures; It only explains how we behave.
The effective project manager must consider (WIIFM) when dealing with other departments and stakeholders, for they

are not likely to help and support a project unless they perceive that it is
in their interests to do so.
❖

Example:

As Pinto says, make is to assume that the stakeholders will automatically
appreciate and value the project as much as they themselves
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[meaning project managers] do=
Baker and Menon (1995) back up this claim by demonstrating how two
initiatives failed due to politics and one succeeded due to the same reason.
The supercollider was one of the failures. The project organizers went
around promoting the research's benefits to scientists (akin to preaching to
the choir), but they never attempted to persuade Congress. The
supercollider was destroyed when the Clinton government took office. story of the project needs to be communicated in a way that is clear not
only to the techno wizards but also to the masses,= Baker and Menon add.

1.3.3. Using influence to get the job done
1.3.3.1. Definition
Influence: Capacity to sway or affect based on prestige, wealth,
ability, or position
When you have little or no authority, you have to get things done
through influence or negotiation. And it turns out that this is true even
when you do have authority. I have asked a number of company
presidents and CEOs this question:

your authority guarantee that people do what you want them to do?=
They always answer no.
get them to want to do it.=
1.3.3.2. How to Use influence well
There are five critical steps to using influence well.
a. Build up the courage to raise difficult problems.
want to do anything to damage their careers,= says Larry DeVries, who was a
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vice president at the McDonald9s Corporation before retiring in 2010 after 40
years of service. have the guts to say, 8Here9s what I have identified as the problem. Here9s what
I think is a good solution. Here9s what I have already started in motion. If you
agree with me, fine. If you disagree with me, now is the time to tell me.9=

b. Leave your personal agenda at the door
Although the ability of executives to influence others often enhances their
careers, self-aggrandizement isn9t their primary motivation. Some executives
forget this fundamental truth. They become Machiavellian, playing politics in
order to build their power base, or in the flush of success, they become drunk
with power. They forget that personal success is a by-product of serving their
companies well. With few exceptions, these executives lose their credibility
with peers. Their motives are questioned, and they eventually cannot muster
the support on which their influential competence depends.

c. Rise above the game, but don9t ignore it

Executives who have developed influential competence are expert
advocates. They enlist the support of their bosses. boss the benefit of your knowledge,= says DeVries, him or her the opportunity to take charge or change direction before you get
too far down the line. That helps alleviate the political pressures within the
company and the threat of retribution if you make a mistake.=
These savvy executives can also identify the formal 4 and informal 4 power
brokers in a given setting and establish a personal dialogue with them prior to
presenting the problem for consideration to the group as a whole. becomes a matter of reading the tea leaves and knowing how much support you
can expect,= says Richard Yoo, McDonald9s senior director of new product
innovation and marketing, whom DeVries mentored. 23