(Tiểu luận) project management for engineers session 1 situation
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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
Class: IM1025 3 CC01
Group 05:
No.
Full name
Student ID
1
Ngo Minh Tan
1852730
2
Vo Xuan Hieu
1852376
3
Pham Minh Hoang
1852029
4
Luu Hoang Long
1752323
5
Duong Ba Khang
1852440
6
Do Hoang Son
1852719
7
Pham To Thuy Tram
1952137
September 19th, 2021, Ho Chi Minh City
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CONTENTS
CONTENTS ....................................................................................................................................... i
1.
2.
SESSION 1: SITUATION........................................................................................................... 1
1.1.
Introduction ......................................................................................................................... 1
1.2.
How To Archive High 3 Performance Project Management ................................................. 2
1.2.1.
What is Management? .................................................................................................. 2
1.2.2.
Can managers really control anything? ......................................................................... 2
1.2.3.
Achieving self-control.................................................................................................. 4
1.2.4.
Defining high-performance management ...................................................................... 5
1.2.5.
What Does It Take to Achieve Gold Level?................................................................ 14
1.2.6.
Cross-cultural issues .................................................................................................. 14
1.3.1.
What are Power & Politics ......................................................................................... 16
1.3.2.
What9s in it for me (wiifm) ........................................................................................ 21
1.3.3.
Using influence to get the job done ............................................................................ 22
1.3.4.
Dealing with resistance .............................................................................................. 25
1.3.5.
Negotiating skills ....................................................................................................... 26
SESSION 2: CASE STUDY...................................................................................................... 31
2.1.
Given Case Study: Moss and McAdams Accounting Firm ................................................. 31
2.1.1.
Summary the Case: .................................................................................................... 31
2.1.2.
Answer the Case Questions ........................................................................................ 32
2.1.3.
Conclusion:................................................................................................................ 36
2.2.
Relative Case: organizational behavior: conflict management ............................................ 36
2.2.1.
Case Description ........................................................................................................ 39
2.2.2.
Analyze the Case: ...................................................................................................... 40
2.2.3.
Conclusion................................................................................................................. 41
2.3.
Case comparison................................................................................................................ 41
2.3.1.
Similar situations ....................................................................................................... 41
2.3.2.
The differences .......................................................................................................... 42
3.
KAHOOT QUIZ ....................................................................................................................... 44
4.
REFERENCE............................................................................................................................ 49
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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
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.
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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
accomplished by any single person working alone.= This is often simplified to
people. But this might not be suitable for management definition.
1.2.2. Can managers really control anything?
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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,
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,
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
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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.
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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
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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
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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
Defects (or Errors) Per Million
Opportunities (DPMO)
Yield (or Produced
or
Delivered)
Correctly (%)
1
691,462
30.85
2
308,538
69.146
3
66,807
93.319
4
6,210
99.379
5
233
99.9767
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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
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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,
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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,
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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 phases 3Define (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
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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
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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
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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,
wrong. The scowling person may simply feel unwell that day and may agree
with the rest of you; the smiling person may be thinking,
1.3.1.2.
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
personal.
1.3.1.3.1.
a.
Positional
Legitimate
A president, the prime minister or king has legitimate strength. Likewise,
CEOs, religious ministers, or firefighters. Selection mandates, social
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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
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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,
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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
not likely to help and support a project unless they perceive that it is in their
interests to do so.
❖ Example:
As Pinto says,
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.
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:
They always answer no.
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.
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vice president at the McDonald9s Corporation before retiring in 2010 after 40
years of service.
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.
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.
support you can expect,= says Richard Yoo, McDonald9s senior director of new
product innovation and marketing, whom DeVries mentored.
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