Summary project management lectures NHTV

Project management
Summary lectures
By Claudia Kreileman

,Table of content

Table of content........................................................................................................... 1
Lecture leadership....................................................................................................... 2
Lecture organization................................................................................................... 4
Lecture project management overview.......................................................................6
Lecture time................................................................................................................ 8
Lecture facilities and logistics................................................................................... 10
Lecture information, communication, risk and quality management........................11
Lecture money.......................................................................................................... 15




1

,Lecture leadership
History of leadership:
Till 1950: no research, no described traits.
After 1950: personal traits and situational variables which is effective leadership.

Hersey and Blanchard: invented situational leadership. Leadership wasn’t
determined by the characteristics of an individual leader.
Hoy and Miskel: two focus points of a leader:
 For organizational tasks.
 For individuals and interpersonal relations.
Barnes and Kriger: leadership isn’t about the individual leader, but a concept of
organizational leadership.

Effective leaders need to be able to facilitate the development of a shared vision
inside an organization and value the human resources of the organization.

Legitimaties of power – Max Weber:
 Charisma
 Tradition (e.g. our king)
 (given) role

Reasons for power – Niels Jensen, Denmark:
 Fear and repression: if someone has fear for you, then they will follow you.
 Award: if you are the one who will give an award then people will follow you.
 Contacts/networks: you get power if you know people in the form of
networking, who someone else need of may want contact with.
 Position: the role you get.
 Personality: there are always people around you that want to follow you.
 Information: someone has important information and that is why you are
following that person, gives power to the leader.
 Expertise.

Situational leadership – Hersey and Blanchard  !!!!!!:
Effective leadership is task-relevant, and the most successful leaders are those that
adapt their leadership style to the maturity of the individual or group they are
attempting to lead/influence.




2

,  If there is low competence
in the team but high
commitment; they
don’t know what to do,
but really want to achieve
the goal  role leader is
directing and telling (this is
what we need to do).
 Some competence and
low commitment 
leader needs to coach
and to sell the story.
 High competence and
variable commitment 
leader needs to support and to participate because people know what to do
but aren’t always committed.
 High competence and high commitment  leader is delegating: step a bit
back because the team is capable of doing it themselves.

Conflict Mode Instrumant – Thomas and Killman  !!!!!!:
What if in 3.0 leadership is more a social
thing than a structured thing? What if no
one wants to follow the leader and we all
want to be our own leader, and wants to be
followed. Then leadership is more about
conflict management.
It’s about the leader and taking care of
his/her team and he/she is focusing on their
own task.




Leadership 3.0 = about creating the power between people to make a movement
happen by make them follow (y)ou(r) idea and facilitate them in becoming
committed and capable in collaborating.




3

,Lecture organization
Organization = a group of people working together to achieve a set goal/aim
Structure in an organization is important because:
 It gives overview of tasks, responsibilities and powers.
 Gives information about communication and cooperation between people
connected with the project.
 There is effectiveness of personal leadership of the project leader.

Task, responsibilities and powers:
1. Task division.
2. Decentralization: decide things on an
individual level; and centralization:
management is making all the decisions.
How many tasks do you give to the
lowest range of an organization?
3. Coordination

Organization structures:
Ech model – Verhaar

1.




1. Horizontal: you are all equal.
Vertical: there is hierarchy.

When dividing tasks, good communication and deliberation is indispensable:
 Delegating.
 Structural work meetings.
 Steering group-working group principle e.g. a project group which gets help
from working group during the execution of an event.
 Linking pins = person who is the link between two parts of an organization.




4

, Characters to deal with within an organization:
1. Commissioner
2. Agent (not always) four main ones
3. Commissionee
4. Project manager/leader/coordinator
5. Team members
6. Working group leaders
7. Working group members
8. Experts
9. Stakeholders – sponsors

Organization culture: what kind of values do we
have? = a system of implicit and explicit patterns of
thinking, feeling and acting.


Four types of culture – Harrison
 Power culture: one person who is dominant and important within the culture.
 Role culture: what is the positioning of a person?
 Task culture: what are you doing?
 Personal culture.




5