Project Management for Postgraduate Students

Project Management for Postgraduate Students

Project Management for Postgraduate Students

Michael Kimlin

27th July 2007

Michael Kimlin

27th July 2007

Overview of TodayOverview of Today

Introduction, overview of day, overview of ‘Project Management’

Morning Tea

Workshop – “Personality profiling and it’s impact on project management”

Summary

Close and summary by Susan Gasson.

Introduction, overview of day, overview of ‘Project Management’

Morning Tea

Workshop – “Personality profiling and it’s impact on project management”

Summary

Close and summary by Susan Gasson.

Who am I?Who am I?

Michael Kimlin Faculty of Health, IHBI Research into skin cancer and Vitamin D Worked on many large scale projects in

Australia and in the USA My perspectives on “PG Project Management”

Michael Kimlin Faculty of Health, IHBI Research into skin cancer and Vitamin D Worked on many large scale projects in

Australia and in the USA My perspectives on “PG Project Management”

Basic Project ManagementBasic Project Management

Thomas Tenkate

QUT School of Public Health

Thomas Tenkate

QUT School of Public Health

What is a Project?What is a Project? ‘A project is a temporary endeavour undertaken to

create a unique product or service’. (PMBOK Guide, 2000)

Examples of projects: Developing a new product or service Effecting change in structure, staff or style of an

organisation. Developing or acquiring a new or modified

information system Implementing a new business procedure or process

‘A project is a temporary endeavour undertaken to create a unique product or service’. (PMBOK Guide, 2000)

Examples of projects: Developing a new product or service Effecting change in structure, staff or style of an

organisation. Developing or acquiring a new or modified

information system Implementing a new business procedure or process

Characteristics of a ProjectCharacteristics of a Project Temporary: every project has a definite beginning

and end. The end is reached when the project’s objectives have been

achieved, or when it is clear that the project’s objectives will not or can not be met, or the need for the project no longer exists and the project is terminated.

Unique product or service: involves doing something that has not been done before. Uniqueness of a project will be determined by the way in

which it is distinguished from all the products or services. Three fundamental variables: time, cost, quality.

Temporary: every project has a definite beginning and end. The end is reached when the project’s objectives have been

achieved, or when it is clear that the project’s objectives will not or can not be met, or the need for the project no longer exists and the project is terminated.

Unique product or service: involves doing something that has not been done before. Uniqueness of a project will be determined by the way in

which it is distinguished from all the products or services. Three fundamental variables: time, cost, quality.

(Source: PMBOK Guide, 2000)

Principles about ProjectsPrinciples about Projects Projects do not occur in a vacuum.

A project should develop from the identification of a specific need that is consistent with the strategic directions and priorities of the organisation.

Projects represent an investment of limited and valuable resources (human and financial) and thus need to be justified in terms of relative priority, opportunity cost (ie. what else could have been done with the resources) and the benefits to be realised for the investment.

They also need to be seen in the context of other work being done (process work and other projects) and the total investment of resources by the organisation.

Projects do not occur in a vacuum.

A project should develop from the identification of a specific need that is consistent with the strategic directions and priorities of the organisation.

Projects represent an investment of limited and valuable resources (human and financial) and thus need to be justified in terms of relative priority, opportunity cost (ie. what else could have been done with the resources) and the benefits to be realised for the investment.

They also need to be seen in the context of other work being done (process work and other projects) and the total investment of resources by the organisation.

(Source: Qld Health)

Queensland Health View on Projects – PM Plus

What is Project Management?What is Project Management? ‘Project management is the application of knowledge,

skills, tools and techniques to project activities to meet project requirements’ (PMBOK Guide, 2000).

Project management is accomplished through the use of processes such as: initiating, planning, executing, controlling, and closing.

When an organisation uses project management to managing its ongoing operations, this is called ‘Managing by Projects’.

‘Project management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements’ (PMBOK Guide, 2000).

Project management is accomplished through the use of processes such as: initiating, planning, executing, controlling, and closing.

When an organisation uses project management to managing its ongoing operations, this is called ‘Managing by Projects’.

Why Manage Projects?Why Manage Projects? Using a moderately rigorous project management

methodology improved productivity by 20 to 30%.

85 - 90% of projects fail to deliver on time, on budget and to the quality of performance expected. The causes include: Lack of a valid business case justifying the project Objectives not properly defined and agreed Lack of communication and stakeholder management Outcomes/benefits not properly defined in measurable terms Lack of quality control Poor estimation of duration and cost Inadequate definition and acceptance of roles (governance) Insufficient planning and coordination of resources All of these causes could be addressed by the application of project

management tools and techniques.

Using a moderately rigorous project management methodology improved productivity by 20 to 30%.

85 - 90% of projects fail to deliver on time, on budget and to the quality of performance expected. The causes include: Lack of a valid business case justifying the project Objectives not properly defined and agreed Lack of communication and stakeholder management Outcomes/benefits not properly defined in measurable terms Lack of quality control Poor estimation of duration and cost Inadequate definition and acceptance of roles (governance) Insufficient planning and coordination of resources All of these causes could be addressed by the application of project

management tools and techniques.

(Source: Tasmanian Government, 2005)

Project Management MethodologyProject Management Methodology

Organisations adopt methodologies to encourage consistent and quality project management practice across their organisation.

Current best practice in project management involves thinking about projects in terms of both: A project lifecycle; and A set of management functions that need to be

addressed throughout the life of the project.

Organisations adopt methodologies to encourage consistent and quality project management practice across their organisation.

Current best practice in project management involves thinking about projects in terms of both: A project lifecycle; and A set of management functions that need to be

addressed throughout the life of the project.

(Source: Qld Health)

Project Management LifecycleProject Management Lifecycle

Although each project is unique, regardless of whether they are large or small, all can be thought of in terms of a series of phases that make up the project lifecycle: Concept Planning and definition Implementation Finalisation

Or: Initiate, Manage, Finalise (Tasmanian Govt)

Although each project is unique, regardless of whether they are large or small, all can be thought of in terms of a series of phases that make up the project lifecycle: Concept Planning and definition Implementation Finalisation

Or: Initiate, Manage, Finalise (Tasmanian Govt)

(Source: Qld Health)

Project Management FunctionsProject Management Functions Across the lifecycle, effective project management requires

attention to nine key management functions. Scope management - processes required to ensure that the project

includes all of the work required, and only the work required, to complete the project successfully. It is primarily concerned with defining and controlling what is and is not in the project.

Time management - processes required to ensure timely completion of the project including activity definition, sequencing, duration estimating and schedule development.

Cost management – processes required to ensure that a project is completed within the approved budget.

Human resource management – processes required to ensure the most effective use of people involved with the project, including project stakeholders.

Across the lifecycle, effective project management requires attention to nine key management functions. Scope management - processes required to ensure that the project

includes all of the work required, and only the work required, to complete the project successfully. It is primarily concerned with defining and controlling what is and is not in the project.

Time management - processes required to ensure timely completion of the project including activity definition, sequencing, duration estimating and schedule development.

Cost management – processes required to ensure that a project is completed within the approved budget.

Human resource management – processes required to ensure the most effective use of people involved with the project, including project stakeholders.

(Source: Qld Health)

Project Management Functions (2)Project Management Functions (2) Quality management – processes required to ensure the project

will satisfy the need/s for which it was undertaken. Communication management – processes required to ensure

the effective and timely collection, dissemination, exchange and storage of project information.

Risk management – processes required to ensure project risks are identified, analysed and managed effectively.

Procurement management – processes required to acquire and manage the quality provision of essential goods and services from outside the organisation (ie. purchase, lease, hire, sponsorship, etc.).

Integration management – processes to ensure that all the various elements of the project are properly coordinated.

Quality management – processes required to ensure the project will satisfy the need/s for which it was undertaken.

Communication management – processes required to ensure the effective and timely collection, dissemination, exchange and storage of project information.

Risk management – processes required to ensure project risks are identified, analysed and managed effectively.

Procurement management – processes required to acquire and manage the quality provision of essential goods and services from outside the organisation (ie. purchase, lease, hire, sponsorship, etc.).

Integration management – processes to ensure that all the various elements of the project are properly coordinated.(Source: Qld Health)

Project Management MethodologyProject Management Methodology

(Source: Qld Health)

Concept PhaseConcept Phase The purpose of this phase is to determine, with minimal outlay

of effort, if a project proposal is viable and worthy of further investment.

Concept development – involves initial scoping of a project proposal, in response to an identified need.

Options analysis – If, as a result of concept development, more than one way to meet the need has been identified and the preferred option is not immediately obvious, an options analysis may be undertaken to identify the most appropriate approach. The analysis explores the benefits, assumptions, constraints, risks and costs of each option, including a do nothing (status quo) option.

The purpose of this phase is to determine, with minimal outlay of effort, if a project proposal is viable and worthy of further investment.

Concept development – involves initial scoping of a project proposal, in response to an identified need.

Options analysis – If, as a result of concept development, more than one way to meet the need has been identified and the preferred option is not immediately obvious, an options analysis may be undertaken to identify the most appropriate approach. The analysis explores the benefits, assumptions, constraints, risks and costs of each option, including a do nothing (status quo) option.

Concept PhaseConcept Phase Preliminary project planning – builds upon the information

gathered as a result of concept development and the options analysis (if undertaken) and provides an initial outline of: Business case Project implementation/logistics.

The nature of the project will determine which of the above elements are needed.

Key deliverable is a ‘Concept Brief’.

Preliminary project planning – builds upon the information gathered as a result of concept development and the options analysis (if undertaken) and provides an initial outline of: Business case Project implementation/logistics.

The nature of the project will determine which of the above elements are needed.

Key deliverable is a ‘Concept Brief’.

Concept PhaseConcept Phase As a minimum, at the end of this phase, information on the

following should be available:

Potential contribution to achieving organisational priorities, ie. alignment with business planning

Ability of the project to address the identified need, including evidence for the approach

Potential overlap, synergy or conflict with other projects in progress or existing capacity

Project scope Major risks Indicative resource requirements Broad assessment of costs versus benefits

As a minimum, at the end of this phase, information on the following should be available:

Potential contribution to achieving organisational priorities, ie. alignment with business planning

Ability of the project to address the identified need, including evidence for the approach

Potential overlap, synergy or conflict with other projects in progress or existing capacity

Project scope Major risks Indicative resource requirements Broad assessment of costs versus benefits

Planning and Definition Phase Planning and Definition Phase Purpose: to progress initial planning activities

conducted in the concept phase to: Develop a detailed and accurate understanding of

the project (benefits, costs and risks) and how it will be implemented and managed.

Provide the higher authority with sufficient information to enable them to decide if the project is viable and investment should be made in its implementation.

Purpose: to progress initial planning activities conducted in the concept phase to: Develop a detailed and accurate understanding of

the project (benefits, costs and risks) and how it will be implemented and managed.

Provide the higher authority with sufficient information to enable them to decide if the project is viable and investment should be made in its implementation.

Planning and Definition Phase – Key Elements

Planning and Definition Phase – Key Elements

Establishing or confirming project infrastructure and governance arrangements.

Project planning: ‘project plan’.

Contract formulation

Pre-implementation review: to confirm accuracy and relevance of project need, resources, governance arrangements, and the environment in which the project has been developed still exists.

Establishing or confirming project infrastructure and governance arrangements.

Project planning: ‘project plan’.

Contract formulation

Pre-implementation review: to confirm accuracy and relevance of project need, resources, governance arrangements, and the environment in which the project has been developed still exists.

Planning and Definition PhasePlanning and Definition Phase By the end of this phase, detailed information on the following

should be available:

Anticipated contribution to achieving organisational priorities Ability of the project to address the identified need Project scope, in particular: strategies to be implemented; and benefits

and outputs to be delivered (and associated KPIs) Risks, and risk management strategies Resource requirements (financial, human and material) for the

project’s implementation and implications for the ongoing operation of the organisation

Analysis of costs versus benefits Timeline Governance arrangements & accountabilities Communication management strategies

By the end of this phase, detailed information on the following should be available:

Anticipated contribution to achieving organisational priorities Ability of the project to address the identified need Project scope, in particular: strategies to be implemented; and benefits

and outputs to be delivered (and associated KPIs) Risks, and risk management strategies Resource requirements (financial, human and material) for the

project’s implementation and implications for the ongoing operation of the organisation

Analysis of costs versus benefits Timeline Governance arrangements & accountabilities Communication management strategies

Implementation PhaseImplementation Phase

The purpose of this phase is to achieve the project objectives by managing the implementation of the project strategies as defined in the project plan and undertaking associated project management functions.

The key challenge during implementation is change control – watching for, identifying, responding to, anticipating the need for, and actioning change.

The project plan is the key management tool used to coordinate, monitor and review, and report on implementation.

The purpose of this phase is to achieve the project objectives by managing the implementation of the project strategies as defined in the project plan and undertaking associated project management functions.

The key challenge during implementation is change control – watching for, identifying, responding to, anticipating the need for, and actioning change.

The project plan is the key management tool used to coordinate, monitor and review, and report on implementation.

Implementation Phase – Key ElementsImplementation Phase – Key Elements

Establishing project governance and infrastructure: Setting up a project team, steering committee Clarifying roles, etc

Managing implementation against the plan: Coordinating the implementation of project strategies and component

activities Monitoring & review Making adjustments

Undertaking project status reporting

Establishing project governance and infrastructure: Setting up a project team, steering committee Clarifying roles, etc

Managing implementation against the plan: Coordinating the implementation of project strategies and component

activities Monitoring & review Making adjustments

Undertaking project status reporting

Implementation PhaseImplementation Phase By the end of the implementation phase, information on the

following should be available: Extent to which the project objectives have been achieved

(responsibility of project manager and project team). Extent to which the project is on track to address the

project purpose (responsibility of project sponsor). Effectiveness of the strategies used. Actual costs, time and resources required to implement

strategies. Lessons learnt to inform future practice.

By the end of the implementation phase, information on the following should be available: Extent to which the project objectives have been achieved

(responsibility of project manager and project team). Extent to which the project is on track to address the

project purpose (responsibility of project sponsor). Effectiveness of the strategies used. Actual costs, time and resources required to implement

strategies. Lessons learnt to inform future practice.

Implementation PhaseImplementation Phase This phase ends when either:

a) The project objectives have been achieved and the benefits arising from achievement of these are on track to be realised

b) There have been problems with implementation or circumstances have changed, to the extent that the objectives and/or benefits can no longer be achieved at a reasonable cost or at an acceptable level of risk

c) There have been developments in the broader environment such that the need no longer exists.

This phase ends when either:

a) The project objectives have been achieved and the benefits arising from achievement of these are on track to be realised

b) There have been problems with implementation or circumstances have changed, to the extent that the objectives and/or benefits can no longer be achieved at a reasonable cost or at an acceptable level of risk

c) There have been developments in the broader environment such that the need no longer exists.

Finalisation PhaseFinalisation Phase The purpose of the phase is to help ensure that:

Benefits of the project (ie. the purpose for which it was established) will ultimately be realised and sustained after the project is completed

Preparations have been completed to measure the extent to which the project purpose has been achieved

The project is appropriately closed down with achievements and lessons learnt documented and retained for future reference, and communicated to key stakeholders and others who may be interested in or benefit from the information.

The purpose of the phase is to help ensure that: Benefits of the project (ie. the purpose for which it was

established) will ultimately be realised and sustained after the project is completed

Preparations have been completed to measure the extent to which the project purpose has been achieved

The project is appropriately closed down with achievements and lessons learnt documented and retained for future reference, and communicated to key stakeholders and others who may be interested in or benefit from the information.

Finalisation Phase – Key ElementsFinalisation Phase – Key Elements Project handover: outputs of the project that impact future

work are appropriately handed over to relevant people.

Post-implementation review: processes in place to measure success of the project.

Project completion reporting: achievements and lessons learnt are reflected on, documented and communicated.

Project closeout: project information is documented, stored and remaining resources dispersed.

Project handover: outputs of the project that impact future work are appropriately handed over to relevant people.

Post-implementation review: processes in place to measure success of the project.

Project completion reporting: achievements and lessons learnt are reflected on, documented and communicated.

Project closeout: project information is documented, stored and remaining resources dispersed.

Finalisation PhaseFinalisation Phase By the end of the finalisation phase, information on the

following should be available: Who is responsible for what, after the project is finished, to

ensure realisation and sustainability of the project benefits Details of the post-implementation review and associated

accountabilities Where project information can be accessed from in the

future This phase ends when administrative closeout has been

completed.

By the end of the finalisation phase, information on the following should be available: Who is responsible for what, after the project is finished, to

ensure realisation and sustainability of the project benefits Details of the post-implementation review and associated

accountabilities Where project information can be accessed from in the

future This phase ends when administrative closeout has been

completed.

Project Management PaperworkProject Management Paperwork

Work specification: for small projects (no project plan)

Concept brief: 2 – 3 pages, scope, outcomes, rationale, costs, timeline, stakeholders, reach, risks.

Project plan: business case (expanded version of concept brief), project management (HR; schedule – WBS, GANTT chart; risk mgt; quality mgt; communication mgt; cost mgt)

Progress brief: monitor progress

Work specification: for small projects (no project plan)

Concept brief: 2 – 3 pages, scope, outcomes, rationale, costs, timeline, stakeholders, reach, risks.

Project plan: business case (expanded version of concept brief), project management (HR; schedule – WBS, GANTT chart; risk mgt; quality mgt; communication mgt; cost mgt)

Progress brief: monitor progress

Some Things I have LearnedSome Things I have Learned High level support from outset is critical. Project tasks do not occur consistently throughout the project, so

sometimes you have to put in a big effort to ensure that a deliverable is achieved, otherwise, you may delay the project significantly.

People management is difficult, and the wrong staff can significantly delay/destroy your project.

Regular reporting and communication with stakeholders is critical – you need to understand the viewpoints/ agendas of each stakeholder.

Organising steering group/committee meetings is difficult and you have to keep these people ‘on-side’.

Ensure that consultants used have clear understanding of their tasks and the expectations, including cost + penalties.

Financial management is critical – you need to understand the ‘official accounts’ and compare with your own records.

High level support from outset is critical. Project tasks do not occur consistently throughout the project, so

sometimes you have to put in a big effort to ensure that a deliverable is achieved, otherwise, you may delay the project significantly.

People management is difficult, and the wrong staff can significantly delay/destroy your project.

Regular reporting and communication with stakeholders is critical – you need to understand the viewpoints/ agendas of each stakeholder.

Organising steering group/committee meetings is difficult and you have to keep these people ‘on-side’.

Ensure that consultants used have clear understanding of their tasks and the expectations, including cost + penalties.

Financial management is critical – you need to understand the ‘official accounts’ and compare with your own records.

Key ReferencesKey References Tasmanian Government Project Management Guidelines

http://www.egovernment.tas.gov.au/themes/project_management

Project Management Institute (2000) A Guide to the Project Management Body of Knowledge (PMBOK Guide), Project Management Institute, Pennsylvania. http://www.pmi.org/info/pp_pmbok2000welcome.asp

Queensland Health (undated) PM Plus Project Management Principles.

Australian Institute of Project Management http://www.aipm.com.au/html/default.cfm

Tasmanian Government Project Management Guidelines http://www.egovernment.tas.gov.au/themes/project_management

Project Management Institute (2000) A Guide to the Project Management Body of Knowledge (PMBOK Guide), Project Management Institute, Pennsylvania. http://www.pmi.org/info/pp_pmbok2000welcome.asp

Queensland Health (undated) PM Plus Project Management Principles.

Australian Institute of Project Management http://www.aipm.com.au/html/default.cfm

Morning TeaMorning Tea

Project Management: Communication

Project Management: Communication

Why Psychological Type Theory?Why Psychological Type Theory?

Promotes understanding and acceptance of self and others

Values Difference Facilitates communication Respects each person’s unique

contribution Enhances work team effectiveness

Promotes understanding and acceptance of self and others

Values Difference Facilitates communication Respects each person’s unique

contribution Enhances work team effectiveness

What do you already know about the Myers Briggs Type Indicator?

What do you already know about the Myers Briggs Type Indicator?

Myers Briggs is a self –report questionnaire developed by Katherine Briggs and Isabel

Myers. It was designed to make Jung’s theory of personality development understandable

and useful in everyday life.

Myers Briggs is a self –report questionnaire developed by Katherine Briggs and Isabel

Myers. It was designed to make Jung’s theory of personality development understandable

and useful in everyday life.

What does MBTI measure?What does MBTI measure?

MBTI preferences indicate the differences in people that result from the following:

MBTI preferences indicate the differences in people that result from the following:

1.Where they prefer to focus their attention and get energy - Extraversion or Introversion

2. The way they prefer to take in information Sensing or iNtuition

3.The way they prefer to make decisions Thinking or Feeling

4.How they orient themselves to the external world with a Judging process or a Perceiving process.

1.Where they prefer to focus their attention and get energy - Extraversion or Introversion

2. The way they prefer to take in information Sensing or iNtuition

3.The way they prefer to make decisions Thinking or Feeling

4.How they orient themselves to the external world with a Judging process or a Perceiving process.

Some Basic Assumptions about Type Theory

Some Basic Assumptions about Type Theory

All people are born with a predisposition for one type. Everyone has a natural preference for one of the two opposites on

each of the four MBTI dichotomies. We use both poles at different times but not both at once and not

with equal confidence Preferences are neither good or bad. Each identifies normal and

valuable human behaviours. Type develops over time Each individual is unique while type may identify patterns of

behaviors the ways in which those have been used and developed vary widely.

All people are born with a predisposition for one type. Everyone has a natural preference for one of the two opposites on

each of the four MBTI dichotomies. We use both poles at different times but not both at once and not

with equal confidence Preferences are neither good or bad. Each identifies normal and

valuable human behaviours. Type develops over time Each individual is unique while type may identify patterns of

behaviors the ways in which those have been used and developed vary widely.

How the Myers-Briggs Type Indicator works

How the Myers-Briggs Type Indicator works

It forces us to make choices

The pattern of choices indicates our preference

Our preference set indicates our personality profile

It forces us to make choices

The pattern of choices indicates our preference

Our preference set indicates our personality profile

ACTIVITY: Personality Type Self-Select Form

ACTIVITY: Personality Type Self-Select Form

Extraversion

A preference for the outer world of activity, things, events, people

Extraversion

A preference for the outer world of activity, things, events, people

Introversion

A preference for the inner world of

thoughts, ideas, memories, feelings

Introversion

A preference for the inner world of

thoughts, ideas, memories, feelings

E I

Extraversion

Outgoing….Energised by interaction with the

outer world

Extraversion

Outgoing….Energised by interaction with the

outer world

Introversion

Reflective ….Energising by interaction with

the inner world

Introversion

Reflective ….Energising by interaction with

the inner world

Extraversion

Act and then reflect

Extraversion

Act and then reflect

Introversion

Reflect and then act

Introversion

Reflect and then act

Extraversion

Expansive…..Energy spread over many

interests

Extraversion

Expansive…..Energy spread over many

interests

Introversion

Focused ….Energy concentrated on things

in depth

Introversion

Focused ….Energy concentrated on things

in depth

Extraversionpreference

Interact with many peopleEnergised by interactionSociable: usually initiate

communicationEasy to get to know

Extraversionpreference

Interact with many peopleEnergised by interactionSociable: usually initiate

communicationEasy to get to know

Introversion preference

Interact with small groupsEnergised by time aloneReserved: until they get to know

youTake time to get to know

Introversion preference

Interact with small groupsEnergised by time aloneReserved: until they get to know

youTake time to get to know

Extraversion

Power – provides the initial energy in a group

Vulnerable to criticism and rejection

Shyness – tend to talk moreLoneliness is no network

Extraversion

Power – provides the initial energy in a group

Vulnerable to criticism and rejection

Shyness – tend to talk moreLoneliness is no network

Introversion

Power – confidence from thinking things through

Vulnerable to misunderstanding

Shyness – tend to withdrawLoneliness is no significant

friend

Introversion

Power – confidence from thinking things through

Vulnerable to misunderstanding

Shyness – tend to withdrawLoneliness is no significant

friend

Methods of CommunicationMethods of CommunicationExtraversion

Respond quickly without long pauses to think

Converse about people, things, and ideas in the external environment

Prefer face-to-face over written communication, voice mail over email

In meetings, like talking out loud to build their ideas.

Extraversion

Respond quickly without long pauses to think

Converse about people, things, and ideas in the external environment

Prefer face-to-face over written communication, voice mail over email

In meetings, like talking out loud to build their ideas.

Introversion

Pause and reflect before responding

Seek opportunities to communicate one-to-one

Prefer written over face-to-face communication, email over voice mail.

In meetings, verbalize ideas that have been thought through.

Introversion

Pause and reflect before responding

Seek opportunities to communicate one-to-one

Prefer written over face-to-face communication, email over voice mail.

In meetings, verbalize ideas that have been thought through.

MYTHSMYTHS

An EXTRAVERT is not necessarily a back slapping party animal. He or she is a person who draws energy from interacting with the outer world of people and things.

An INTROVERT is not necessarily a hermit in a cave deep in the forest. He or she is a person who draws energy from making contact with the inner world of concepts and ideas.

An EXTRAVERT is not necessarily a back slapping party animal. He or she is a person who draws energy from interacting with the outer world of people and things.

An INTROVERT is not necessarily a hermit in a cave deep in the forest. He or she is a person who draws energy from making contact with the inner world of concepts and ideas.

Fill in self reportFill in self report

Self report – indicate whether you have a preference for introversion or extraversion

* Handout: 1) Words to help you understand about type 2) MBTI descriptors

Divide into groups (preference for introversion or extraversion) and discuss your ideal work environment i.e. the setting in which you can be most productive

Self report – indicate whether you have a preference for introversion or extraversion

* Handout: 1) Words to help you understand about type 2) MBTI descriptors

Divide into groups (preference for introversion or extraversion) and discuss your ideal work environment i.e. the setting in which you can be most productive

Finding your True

Type

Finding your True

Type

The Indicator is the first step in identifying your true preferences

The Indicator is the first step in identifying your true preferences

Factors that contribute to you not reporting your True Type

Factors that contribute to you not reporting your True Type

1. Lack of differentiation of preferences2. Influence of family, work and authority3. Terms misunderstood4. Social pressure5. Growth period

1. Lack of differentiation of preferences2. Influence of family, work and authority3. Terms misunderstood4. Social pressure5. Growth period

Understanding type differences for PG Project Management

*Handout 1) “Using type differences at work”

Understanding type differences for PG Project Management

*Handout 1) “Using type differences at work”

SummarySummary

Project ManagementProject Management

Projects are done for a reason… Defined start and end points Milestones in-between Usually consist of a team

Projects are done for a reason… Defined start and end points Milestones in-between Usually consist of a team

Project ManagementProject Management

Team in PG Projects is the student, the supervisors and the University

Milestones include:

Stage 2, confirmation, annual progress reports What is a successful project?

Team in PG Projects is the student, the supervisors and the University

Milestones include:

Stage 2, confirmation, annual progress reports What is a successful project?

Successful Projects:Successful Projects:

1. Define the scope of the work

2. Lists key performance goals

3. Has a contingency plan

4. All parties are aware of the project focus

1. Define the scope of the work

2. Lists key performance goals

3. Has a contingency plan

4. All parties are aware of the project focus

A PG Supervisor…A PG Supervisor…

Should be aware of student personality types

Potentially use PT to help in communication and understanding the best work environment for the student

Improve student learning outcomes

Should be aware of student personality types

Potentially use PT to help in communication and understanding the best work environment for the student

Improve student learning outcomes

More information:More information:

www.personalitypage.comwww.personalitypage.com