Power Types of Project Manager

 

Project managers utilize legitimate, coercive, reward, expert, and referent powers for effective leadership, leveraging formal authority, consequences, positive reinforcement, expertise, and personal relationships, respectively, to navigate diverse project scenarios.

In project management, a manager can wield various powers:

1. Legitimate Power: Formal authority granted by the organization.

2. Coercive Power: Influencing through threats or punishment.

3. Reward Power: Using positive reinforcement, rewards, or recognition.

4. Expert Power: Influence based on knowledge, skills, and expertise.

5. Referent Power: Derived from personal relationships and respect.

Successful project managers balance these powers based on the situation and team dynamics.

I don't prefer #2. Please share your thoughts.

21 ways to kill the toxic ego in work

 

Ego in management can hinder effective leadership. Leaders with excessive ego may resist feedback and make decisions based on personal pride rather than the best interests of the team or organization. Successful management often involves humility, open-mindedness, and a focus on collective goals.

I came across this wonderful forward and thought of sharing here.

21 ways to kill the toxic ego that will ruin your life:

1. Adopt the beginner’s mindset.
2. Focus on the effort; not the outcome.
3. Choose purpose over passion.
4. Shun the comfort of talking and face the work.
5. Know what matters to you and ruthlessly say no to everything else.
6. Learn to manage (yourself and others).
7. Forget credit and recognition.
8. Connect with nature and the universe at large.
9. Choose alive time over dead time.
10. Let go of control.
11. Get out of your own head.
12. When you find yourself in a hole, stop digging.
13. Don’t be deceived by recognition, money and success, stay sober.
14. Leave your entitlement at the door.
15. Choose love.
16. Pursue mastery in your chosen craft.
17. Keep an inner scorecard.
18. Always stay a student.
19. No one can degrade you; they degrade themselves.
20. Stop playing the image game, focus on a higher purpose.
21. Focus on this effort, not the results

Quality - Cost of Conformance & Cost of Non-Conformance

 

The cost of conformance refers to the expenses associated with ensuring that a product or service meets quality standards. This includes activities like quality planning, training, and quality control measures during production.

On the other hand, the cost of non-conformance involves the expenses incurred when a product or service fails to meet quality requirements. This includes the cost of defects, customer complaints, warranty claims, and potential damage to the reputation of the company.

In essence, investing in the cost of conformance aims to prevent defects and ensure quality, while the cost of non-conformance deals with the repercussions of failing to meet quality standards.

Cost of Conformance

1. **Prevention Costs:** These are expenses incurred to prevent defects in products or services. Examples include quality planning, training, process documentation, and implementing quality control measures during production.

2. **Appraisal Costs:** These are costs associated with assessing and evaluating the quality of products or services. Inspection, testing, and quality audits are examples of appraisal costs.

Cost of Non-Conformance

1. **Internal Failure Costs:** These arise when defects are discovered before the product reaches the customer. Examples include the cost of rework, scrapped materials, and downtime due to quality issues.

2. **External Failure Costs:** These occur when defects are identified after the product reaches the customer. External failure costs include warranty claims, product recalls, customer complaints, and potential legal actions.

Understanding and managing both conformance and non-conformance costs is crucial for businesses aiming to deliver high-quality products or services while minimizing the financial impact of defects. It involves a balance between investing in prevention and appraisal to reduce the likelihood of defects and addressing issues promptly when they occur to mitigate external consequences.

The Five Dysfunction of a Team

 

Team dysfunction refers to issues or challenges within a team that hinder its effectiveness and ability to achieve its goals. Addressing these dysfunctions is crucial for several reasons. The five dysfunctions of a team, as identified by Patrick Lencioni, are:

1. **Absence of Trust:** Team members are unwilling to be vulnerable and open with one another.

2. **Fear of Conflict:** The avoidance of productive, ideological conflict prevents team members from debating and discussing important issues.

3. **Lack of Commitment:** Team members may appear to agree during discussions but don’t fully commit to decisions.

4. **Avoidance of Accountability:** Team members hesitate to hold one another accountable for their behaviors and performance.

5. **Inattention to Results:** The pursuit of individual goals and personal success overrides the collective achievement of team goals.

By recognizing and addressing team dysfunction, organizations can enhance collaboration, improve decision-making processes, and ultimately achieve better results.

Contingency Reserve & Management Reserve

 

Contingency reserve and management reserve are options to respond to risks so that these risks do not compromise the project.

A. Contingency Reserves

1. Termed “known unknowns,” or risks that have been kept in the risk register and can be part of the overall risk response strategy.
2. Project Managers are typically authorized to spend what is in the contingency reserve to address risks as they occur.
3. The project manager is accountable for its use.
4. The main inputs in developing the contingency reserve are the risk register and a quantitative analysis technique used to calculate the cost of each risk.
5. Expected Monetary Value (EMV), a statistical technique, is the quantitative analysis technique used to arrive at such calculations.
6. The two inputs to EMV are the probability of a risk occurring (expressed as a percentage) and the impact of the risk occurring (expressed in some time or monetary measure). Brainstorming and expert judgment could help getting this data. The formula for EMV is:

EMV = probability x impact

B. Management Reserves

1. Termed “unknown unknowns,” are kept aside to cover risks that occur but were not accounted for.
2. Typically set by upper management as a buffer against any unknown risks.
3. Along with the cost baseline (cost estimates + contingency reserves), the management reserve is the final piece of the cost budget.

#projectmanagement #riskmanagement #contingencyplanning #EMV

Slack in Scheduling & Agile

 

⏲ No, this one is not referring to the slack collaboration tool 😊

⌛ Slack in Critical Path Method (CPM) — Schedule Management

1️⃣ Slack refers to the amount of time a task in a project can be delayed without delaying the project’s overall schedule.
2️⃣ It is a measure of scheduling flexibility.
3️⃣ This is also referred as Float.
4️⃣ Activities on the critical path have zero float because any delay in these activities will directly impact the project’s finish date.

⏳ Slack in Agile (Interesting 💪)

1️⃣ The practice of Slack Time in Extreme Programming (XP) is often overlooked and not deliberately incorporated into sprint planning as a safety measure.
2️⃣ It is intentionally allocated within an iteration to address uncertainties or engage in activities beneficial to the project or team.
3️⃣ During this time, teams have the flexibility to plan specific activities, which can be adjusted based on the prevailing circumstances.
4️⃣ The inclusion of Slack Time in a sprint allows individuals to dedicate time to valuable activities that contribute to the project or enhance team dynamics.

✍ Some activities that can be practiced during Slack time:

✳ Finish any unplanned simple bugs/enhancements quickly
✳ Refactoring of the code (To follow Architecture and Standards) — Love this 🍀
✳ Develop reusable components
✳ Reducing compiler warnings
✳ Automate any manual processes to save time etc.

Please share your thoughts !

DIRFT (Doing It Right the First Time) & Zero Defect (ZD)

🍀 Philip Crosby’s response to the quality crisis was the principle of “doing it right the first time” (DIRFT). The phrase “Do it right the first time” is a quality management principle that emphasizes the importance of performing tasks correctly and accurately from the beginning. It’s often associated with quality management experts like Philip Crosby and is a part of their philosophy to prevent errors and defects, rather than relying on rework or corrections after mistakes have been made. This approach can lead to improved quality, increased efficiency, and cost savings in various processes and industries.

🍀 Crosby also initiated the Zero Defects (ZD) program — Zero Defects is a management tool aimed at the reduction of defects through prevention. It is directed at motivating people to prevent mistakes by developing a constant, conscious desire to do their job right the first time

🍀 DIRFT evaluates to address some of the basic principles for continuous improvements and quality across organization as:

1️⃣ To improve quality, management should be deeply committed
2️⃣ To establish measurements and it helps analyze where the quality problems are
3️⃣ The cost of quality is doing it wrong. And not doing it right from the start
4️⃣ To develop a quality culture in the company
5️⃣ It is important to recognize and value all those members or teams that help meet the objective and to reward them
6️⃣ To keep team informed on the latest tips on quality

#quality #dirft #zerodefect #corsby #projectmanagement