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Slide 1
www.sims.monash.edu.au Project Management; Working in teams;
Conflict resolution; Negotiation in teams. IMS9300 IS/IM
FUNDAMENTALS
Slide 2
www.sims.monash.edu.au/subjects/ims9300 2 What is project
management? Project Management is the process of planning,
directing, and controlling the development of an acceptable system
at a minimum cost within a specified time frame Whitten et al.
(2001) On time On budget
Slide 3
www.sims.monash.edu.au/subjects/ims9300 3 Why project
management? Project management is necessary because of: the number
of people involved the number of tasks to be done the extent of the
interaction between the tasks and people the complexity of the
interactions between the tasks and people
Slide 4
www.sims.monash.edu.au/subjects/ims9300 4 Project management
activities Defining tasks and the dependencies between them
critical path Allocating people and resources to tasks Scheduling,
resource sharing, skill sharing Monitoring progress of project
against plan monitoring Taking remedial action when things dont go
according to plan intervention
Slide 5
www.sims.monash.edu.au/subjects/ims9300 5 Basic process of
project management Select systems development methodology Plan the
project tasks Estimate the resources and time required to complete
individual phases of the project Staff the project team Organise
and schedule the project effort(tasks/time/ people/technical
resources) and therefore cost Control the project development
(directing the team, controlling progress, replan, restaff,....
)
Slide 6
www.sims.monash.edu.au/subjects/ims9300 6 Some Project
Management Tools and Techniques Deliverables - to check what has
been done. Binary deliverables. Milestones - to check where we have
got to (and how far to go) PERT Charts - to show the connections
between tasks (Whitten p.130) Gantt Charts - to show progress on
tasks (milestones) (Whitten p.131) Project support software eg. Ms.
Project, graphical output
Slide 7
www.sims.monash.edu.au/subjects/ims9300 7 Planning the project
The project plan it establishes intermediate tasks en route to the
projects objectives Staffing choose team members, match skills to
task, training for team members, morale (idleness, overburden)
Project control well-defined requirements, estimated rate of
progress, reporting (at detailed and overall levels), review
performance against plan.
Slide 8
www.sims.monash.edu.au/subjects/ims9300 8 The Project Managers
contribution order point of reference, metrics (measurements)
method companys favoured project methodology planning coordination,
preparation, critical path support monitor, aid, re-planning
control warn, intervene, smooth over, fix
Slide 9
www.sims.monash.edu.au/subjects/ims9300 9 Teams (in systems
development) systems development is complex many people and tasks
must be coordinated and controlled teams are commonly organised on
a project basis together for one project then divided for the next
team membership can include various stakeholders - IT managers,
systems analysts, users, business managers, programmers, and other
specialists at various points in the project.
Slide 10
www.sims.monash.edu.au/subjects/ims9300 10 A team is a group
where: members are operating within a charter members see
themselves as having specified roles members see the team as
accountable for achieving specified organisational goals the team
provides a forum where the members interact, relationships develop,
a common approach emerges, goals are reached (Dwyer 1997 chap 10)
Teams in systems development ctd.
Slide 11
www.sims.monash.edu.au/subjects/ims9300 11 team leader (or
project manager) - responsible for organising work on the project
everyone else is nominally equal team skill set determined by the
nature of the project team size - large enough for specialist
skills, large teams are difficult to manage, teams within teams are
common Working in teams
Slide 12
www.sims.monash.edu.au/subjects/ims9300 12 team success depends
on teams skills - how the group is assembled teams effort -
participation and productivity team management - the leader must be
organised, informed, with good communication and human relations
skills Team success
Slide 13
www.sims.monash.edu.au/subjects/ims9300 13 Characteristics of
good teams diversity tolerance communication trust put the team
first reward structure (Hoffer et al p 17, p 57 )
Slide 14
www.sims.monash.edu.au/subjects/ims9300 14 Group decision
making professional work involves many decisions with group work
decisions impact others meetings allow group decision making
democratic decisions agreed and equitable load sharing review of
strategy formal authorisations
Slide 15
www.sims.monash.edu.au/subjects/ims9300 15 Group membership
group membership presumes competence address your knowledge and
skills shortfalls in your specific, delegated tasks in related
areas in your general ability and skill levels
Slide 16
www.sims.monash.edu.au/subjects/ims9300 16 Why
Conflict/Negotiation in IS Projects? Conflict management and
negotiation are central to IS development: - Provision of a service
to a client - Non-standard products - Development for a mass
audience - Products which significantly change the way people work
- Team-based multi-disciplinary development process -
Rapidly-changing technological and theoretical base -
Externally-based development support
Slide 17
www.sims.monash.edu.au/subjects/ims9300 17 Parties to
Conflict/Negotiation for the IS Professional The client - wants
something from us The users - uses what we provide Fellow IS
professionals - participate in the process Project management -
direct and manage resources External groups who are contributing to
the project - provide services and support
Slide 18
www.sims.monash.edu.au/subjects/ims9300 18 Strategies for
Conflict/Negotiation Avoiding/ignoring Withdrawing/giving in
Competing/bullying Collaborating Compromising
Slide 19
www.sims.monash.edu.au/subjects/ims9300 19 Common Precursors to
Conflict/Negotiation Failing to establish realistic expectations
Failing to understand the others viewpoint Failing to communicate
effectively Failing to define responsibilities Failing to deliver
what had been promised
Slide 20
www.sims.monash.edu.au/subjects/ims9300 20 The IS Professional:
Key Issues for Conflict/Negotiation Our responsibilities as
professionals Our role as negotiators/conflict managers The nature
of our specialist knowledge
Slide 21
www.sims.monash.edu.au/subjects/ims9300 21 Key Issues in
Conflict/Negotiation: The IS Professionals Standing Status of IS
professional as a professional Far-reaching impacts of work on
people and organisations The nature of professional and ethical
responsibilities Refer to future lectures on professionalism
Slide 22
www.sims.monash.edu.au/subjects/ims9300 22 Key Issues in
Conflict/Negotiation: The IS Professionals Role Nature of role
determines nature of conflict management and negotiation tasks
Refer to earlier lecture on multiplicity of roles Rate of change of
role
Slide 23
www.sims.monash.edu.au/subjects/ims9300 23 Key Issues in
Conflict/Negotiation: The IS Professionals Knowledge Specialised
knowledge - unavailable/inaccessible to laymen Technical knowledge
- scientific/rational Nature of knowledge -
fragmented/partial/ever- changing
Slide 24
www.sims.monash.edu.au/subjects/ims9300 24 The IS Professional
in Negotiation/Conflict Thats not my problem; Im a technical person
It should work if you do it properly Thats just the way the system
operates Theres no point getting upset about it
Slide 25
www.sims.monash.edu.au/subjects/ims9300 25 Conflict resolution
Indicators of conflict: discomfort: things do not feel right
incidents: e.g. a sharp exchange occurs misunderstandings: motives,
facts are confused (mindreading) tension: relationships affected by
negative attitudes, fixed opinions- Im sick to death of Harry!
crisis: normal functioning is affected, extreme reactions are
contemplated eg. quitting
Slide 26
www.sims.monash.edu.au/subjects/ims9300 26 Why does Conflict
Occur? differences in values, attitudes, traditions, prejudices
different goals expectations not being fulfilled different work
practices responses to incidents misunderstanding competition
feelings of anger, of disappointment, of being offended
Slide 27
www.sims.monash.edu.au/subjects/ims9300 27 Effective
communication is essential: active listening Assertive behaviour is
best: state and uphold your views whilst respecting those of others
Aggressive behaviour is not constructive: it involves dominating
and winning at all costs Submissive behaviour is not constructive:
it involves an inability to promote a point of view and ones own
needs and goals Responses to conflict
Slide 28
www.sims.monash.edu.au/subjects/ims9300 28 Negotiation
Negotiation is a process in which two or more people attempt to
resolve differences, discuss problems and arrive at an agreement
Style: personal style will affect the way in which an individual
negotiates and can be classified according to ways in which the
individual uses/experiences power and psychological barriers
Strategies: win-win, win-lose - each strategy has a different
outcome and relies on different styles of communication
Slide 29
www.sims.monash.edu.au/subjects/ims9300 29 Stages in the
Negotiation Process Plan - establish clear objectives before
engaging the other parties Select appropriate time and setting -
cool heads Set the Context- establish trust and confidence via
listening skills, establish the areas of common ground, ensure all
parties feel equal and safe Define needs - establish the needs of
each party by listening
Slide 30
www.sims.monash.edu.au/subjects/ims9300 30 Stages in the
Negotiation Process Discuss - deal with one issue at a time,
clarify and summarise the content, feelings and ideas which are,
and have been, communicated Negotiate - brainstorm possible
solutions, evaluate those options, select those that everyone can
agree to, implement the solutions Action plan make sure the
solutions are implemented as agreed
Slide 31
www.sims.monash.edu.au/subjects/ims9300 31 Conflict resolution
options Compromise (win-win) will it last? Collaboration (win-win)
will it continue? Competition (win-lose) revenge? Accommodation
(lose-win) thin end of the wedge? Avoidance (no resolution)
repeat?
Slide 32
www.sims.monash.edu.au/subjects/ims9300 32 References SCHWALBE,
K. (2004) 3rd ed., Information Technology Project Management,
Thomson Learning, Inc. Massachusetts. Chapter 1. MARTIN,E., BROWN,
C.V., DE HAYES, D.W., HOFFER, J.A. and PERKINS, W.C. (2002)
International ed., Managing Information Technology, Pearson
Education, Inc. New Jersey. Chapter 12