A graphical view of the total allocation of each resource to the project for a specific period, and we will be able to visually see if some resources are under-allocated or over-allocated, and apply resource leveling and resource smoothing to normalize the distribution of work among the project resources.
Power of Project Manager
• Among the powers Reward, Formal & Coercive (penalty) come with the "Position" or “Job”.
• Expert & Reward are considered the best types of powers and Coercive (penalty) is "Least" for obvious reasons
Reward Power: A Reward is something people desire. Reward power is up-to some extent ties with the formal power of the project manager. The project manager will get the team support since team members think that the project manager is capable of rewarding them if they perform well. Rewards may be monetary (salary increment, bonus and promotion etc.) or non-monetary (recognition, professional development, appreciation letter, day-off and picnic etc.).
Expert Power: Being a subject matter expert itself is a great influential power. Team members will respect the project manager just for his technical soundness on the subject. They trust him and obey his orders because they think that the project manager is an expert, has special knowledge on the matter, and knows how to handle issues. Expert Power is considered to be a positive power that influences the team members to follow the lead of the project manager. If the project manager does not possess the expert knowledge then it would be difficult for him to gain respect from the team members.
Formal or Legitimate Power: Since you are a project manager meaning you have this power. This power comes with the position itself; therefore, also known as positional power. Team member will obey orders from the project manager because they know that the project manager has the formal power and authority to issue orders.
Referent Power: If the project manager is well associated with higher management, or has some kind of connection with some influential people in the organization, the project manager is said to possess Referent Power. This power may help a new project manager in the initial stage of the project when he may not have any other power than formal power; however, he may be perceived as being closely aligned with the top management.
Punishment [Penalty | Coercive] Power: Nobody wants to get punished. Punishment Power comes with the formal power of the project manager. Here, the project manager will get his team’s obedience because the team members afraid that if they don’t perform their duties as required by the project manager, they may get punished. Punishment Power is also known as coercive power. Penalty power refers to removing some benefit.
• Expert & Reward are considered the best types of powers and Coercive (penalty) is "Least" for obvious reasons
Reward Power: A Reward is something people desire. Reward power is up-to some extent ties with the formal power of the project manager. The project manager will get the team support since team members think that the project manager is capable of rewarding them if they perform well. Rewards may be monetary (salary increment, bonus and promotion etc.) or non-monetary (recognition, professional development, appreciation letter, day-off and picnic etc.).
Expert Power: Being a subject matter expert itself is a great influential power. Team members will respect the project manager just for his technical soundness on the subject. They trust him and obey his orders because they think that the project manager is an expert, has special knowledge on the matter, and knows how to handle issues. Expert Power is considered to be a positive power that influences the team members to follow the lead of the project manager. If the project manager does not possess the expert knowledge then it would be difficult for him to gain respect from the team members.
Formal or Legitimate Power: Since you are a project manager meaning you have this power. This power comes with the position itself; therefore, also known as positional power. Team member will obey orders from the project manager because they know that the project manager has the formal power and authority to issue orders.
Referent Power: If the project manager is well associated with higher management, or has some kind of connection with some influential people in the organization, the project manager is said to possess Referent Power. This power may help a new project manager in the initial stage of the project when he may not have any other power than formal power; however, he may be perceived as being closely aligned with the top management.
Punishment [Penalty | Coercive] Power: Nobody wants to get punished. Punishment Power comes with the formal power of the project manager. Here, the project manager will get his team’s obedience because the team members afraid that if they don’t perform their duties as required by the project manager, they may get punished. Punishment Power is also known as coercive power. Penalty power refers to removing some benefit.
Conflict
7 reasons for conflict, in order of most common to least common:
a. Schedules
b. Priorities
c. Resources
d. Technical beliefs
e. Administrative policies and procedures
f. Costs
g. Personalities
• Conflict should be addressed early and usually in private, using a direct, collaborative approach
• Conflict can be beneficial and it often presents opportunities for improvement on project.
a. Schedules
b. Priorities
c. Resources
d. Technical beliefs
e. Administrative policies and procedures
f. Costs
g. Personalities
• Conflict should be addressed early and usually in private, using a direct, collaborative approach
• Conflict can be beneficial and it often presents opportunities for improvement on project.
Quality Control vs. Quality Assurance
Quality Control is product based E.g. Monitoring of temperature/humidity in a controlled environment.
Quality Assurance is process based E.g. setting the specific temperature/humidity for a controlled environment, then overviewing whether it is been monitored.
Quality control is a routine check what one does when performing the process but Quality assurance is the audit conducted to see whether the process is performed according to the specification. Quality audit relates to determining whether you are using the right processes and whether those processes are effective, rather than improving processes. Quality process improvement is part of process improvement plan.
Quality Assurance is process based E.g. setting the specific temperature/humidity for a controlled environment, then overviewing whether it is been monitored.
Quality control is a routine check what one does when performing the process but Quality assurance is the audit conducted to see whether the process is performed according to the specification. Quality audit relates to determining whether you are using the right processes and whether those processes are effective, rather than improving processes. Quality process improvement is part of process improvement plan.
Project Buffer vs Feeding Buffer vs Resource Buffer
Project Buffer – A project buffer is inserted at the end of the project network between the last task and the completion date. Any delays on the longest chain of dependent tasks will consume some of the buffer but will leave the completion date unchanged and so protect the project. The project buffer is typically recommended to be half the size of the safety time taken out, resulting in a project that is planned to be 75% of a “traditional” project network.
Feeding Buffers – delays on paths of tasks feeding into the longest chain can impact the project by delaying a subsequent task on the Critical Chain. To protect against this, feeding buffers are inserted between the last task on a feeding path and the Critical Chain. The feeding buffer is typically recommended to be half the size of the safety time taken out of the feeding path.
Resource Buffers – Resource buffers can be set alongside of the Critical Chain to ensure that the appropriate people and skills are available to work on the Critical Chain tasks as soon as needed.
Feeding Buffers – delays on paths of tasks feeding into the longest chain can impact the project by delaying a subsequent task on the Critical Chain. To protect against this, feeding buffers are inserted between the last task on a feeding path and the Critical Chain. The feeding buffer is typically recommended to be half the size of the safety time taken out of the feeding path.
Resource Buffers – Resource buffers can be set alongside of the Critical Chain to ensure that the appropriate people and skills are available to work on the Critical Chain tasks as soon as needed.
Project Coordinator vs Expediter
Project Coordinator describes the role of PM in a weak matrix organization structure. Functional managers have more dominant power, but project coordinators also have a certain decision power on their projects.
Project Expediter describes the role of PM in a weak matrix organization structure. Functional managers have more dominant power, so project expediters rarely have decision power on their projects. Project expediters act more as assistants on their projects and have more project administration involvements.
Project Expediter describes the role of PM in a weak matrix organization structure. Functional managers have more dominant power, so project expediters rarely have decision power on their projects. Project expediters act more as assistants on their projects and have more project administration involvements.
Work Performance Information
Information from project activities is routinely collected as the project progresses. This information can be related to various performance results includes,
• Deliverable Status
• Schedule progress and
• Costs incurred
• Deliverable Status
• Schedule progress and
• Costs incurred
Project Charter
According to the PMBOK, the project charter should be published by a manager external to the project but with sufficient power and authority to carry it off.
When a project is performed under contract, the contract can serve as the project charter
Organization, Environmental & external assumptions should be addressed by the Project Charter
The Project Charter provides the
• The changes in Project Charter primary responsible is Sponsor
When a project is performed under contract, the contract can serve as the project charter
Organization, Environmental & external assumptions should be addressed by the Project Charter
The Project Charter provides the
- High level requirements,
- Constraints,
- Assumptions,
- Stakeholders and
- The measures of success.
• The changes in Project Charter primary responsible is Sponsor
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