SBM1102 Project Management Fundamentals 2 (Project human resources, teams, communication and integration management)

Transcription

1 SBM1102 Project Management Fundamentals 2 (Project human resources, teams, communication and integration management) UOS CODE SBM1102 UOS NAME Project Management Fundamentals 2 CREDIT POINTS 6 STATUS Core SUMMARY This unit of study focuses on 3 core competency areas relevant to project/program management, namely: (1) project human resources assessment and organisational design including human dynamics, leadership and team management; (2) communication management; and (3) project/program integration management. The aims are to develop basic competency in project human resources management, communication and teamwork management and integration management, reflecting the state-of-the art practice and in line with recognised Standards such as A Guide to Project Management Body of Knowledge (PMBOK ) NSCPM, IPMA International Competence Base, P2M, Project and Program Management for Enterprise Innovation, PMCC, Japan and ISO In short, participants are to develop fundamental knowledge and competency with respect to: Project team definition, roles and responsibilities, authority and functions Project human resources assessment, development and management Design and development of high performance teams Basics of information, communication and documentation management Project/program integration management Management of Integration, human resources and teams, and communication throughout the project/program life cycle With reference to project human resource management the focus will be on assessment of human resource needs against a given project s requirements, defining roles and responsibilities, assigning appropriate levels of authority and assessing the actual/available competencies against the needed competencies. This UoS has a major emphasis on effective team design and management; it will focus on assessment of team competency gaps as well as effective approaches for the development of the missing competencies using a systematic approach. Further, team dynamics will be studied and techniques for assessing team roles will be presented and applied. Participants should thus gain basic competency on how teams are forged, optimised and managed under challenging conditions. There will be opportunities to apply the teamwork principles throughout the MBPM course and thus learn the art of forming high performance teams through engagement in the same. Considering communication management, the focus is not only on defining means, frequency and manner of communications among project participants and affected stakeholders but also learning styles and development of synergy among team members. Communication, information and documentation management will be considered systematically for effective communication management. This UoS is fundamental to understanding the crucial links that need to be established between project objectives, team capabilities, management control processes and quality management processes on projects. Considering integration management the main challenge is to ensure that decisions on all areas of the project are properly integrated and optimised and this is often achieved through development of an integrated plan embracing all other project processes, systems and contents. Integration management involves project plan development, project plan execution and integrated change control. Earned value management is the normal basis for performance monitoring and change management. In addition, integration of the project processes and the works of the project as well as the integration of project and the pertinent operations of host organisation are studied. COURSE CONVENOR COURSE TUTOR Dr K Strang, Phd, MBA, BS, FLMI, CNA, PMP SBM1102 Project Management Fundamentals 2 (project/program human resources, teams and communication management) Page 1 of 5

2 ASSUMED KNOWLEDGE APPROXIMATE WORKLOAD PRE-REQUISITE (course name) OBJECTIVES TARGET COMPETENCIES (Project and Program Management)) Not applicable Lectures & Workshops Team Work Personal Work Readings 30 hours >30 hours >50 hours >30 hours Must have completed CPD1011 Professional Development Planning Upon completion of the course, the student should: Demonstrate knowledge and basic competency in relation to management of project human resources and communication functions on projects Know how to assess and balance teams, determine learning styles, develop formal team workplan and internal QA procedures, and generally monitor teamwork effectiveness, communication and performance Develop basic competencies in determination, integration and management of communication and documentation needs over project life, and build systems to manage the same Know how to develop plan, execute the same and apply integrated change control processes Ability to apply knowledge and tools to simple projects in the workplace, in particular in building high performance teams Target competencies in this unit of study comprise the following: Human resources management and teamwork Competency to assess HR needs and requirements Competency to develop and apply effective human resource policy, procedures and employment strategies Ability to develop teamwork and work in team environment effectively Competency to undertake staff assessment, development and training Communication management Ability to implement communication management processes and tools Ability to guide application of information management Ability to implement project reporting TARGET COMPETENCIES (Personal and Sociocultural) MODES OF DELIVERY Integration management Ability to develop an integrated plan that coordinates, incorporates and optimizes all processes, works and elements of the project/program Ability to execute the plan, monitor its progress, determine areas of poor performance Ability to apply the plan as a means to integrated change control across all project areas Generic: All competencies that are common to all professionals (including cognitive and communication abilities, problem solving and analytical mindset) Leadership: Ability to direct, motivate & manage individuals & teams. Commitment: Ability to dedicate to tasks & to project outcomes. Attitude: Ability to create the right frame of mind that promotes integrity & support for achievement of project goals within a social context. Self Direction: Ability to manage within and without guidelines & processes, and to work without supervision. Learning: Ability to commit to continuous improvement in knowledge, skills & attitude, & to creating new knowledge developing skills & approaches. Cultural Empathy: Ability to respect for & accommodation of individual lifestyle, beliefs & norms. Creativity & Innovation: Capacity to generate new ideas/approaches & make them happen. Upfront intensive workshop (4 days) Project and team based flexible work facilitated via the Internet (over 10 weeks) SBM1102 Project Management Fundamentals 2 (project/program human resources, teams and communication management) Page 2 of 5

3 Face-to-face formal assessment (one week) ASSESSMENT 1. Formal knowledge test 2. Team project submissions (formatted as per specification for the same) 3. Formal PM competency assessment 4. Formal Leadership & Socio-cultural competency assessment PRINTED MATERIALS WEB SITES PRESCRIBED FOR THE COURSE Learning material (lecture notes, slides, case study and other material provided online). Case project (students own case project subject to endorsement) Brief for team projects PMI, A Guide to Project Management Body of Knowledge (Latest edition) National Competency Standards in Project Management (obtained from the Australian Institute of Project Management). IPMA, International Competence Base (ICB). P2M, Project and Program Management for Enterprise Innovation, PMCC, Japan Other learning materials and resources provided online. No single Web site presents all the necessary knowledge that students need to learn and apply. However, opposite are some useful sites to visit. SELECTED REFERENCES Scholtes, Joiner and Streibel (2003). The Team Handbook, Third ed. Oriel inc. Pinto and Morris (eds). (2004). The Wiley Guide to Managing Projects. John Wiley & Sons. Gray and Larson (2000). Project Management: A Managerial Approach, McGraw Hill. Turner, R J. Handbook of Project-based Management, McGraw Hill. Lewis, J P (1995). The Project Manager s Desk Reference. McGraw-Hill, 1995 (ISBN: ) Dinsmore, P C (1993). The AMP Handbook of Project Management. American Management Association, 1993 (ISBN: ) Online useful sources of references are: Students are expected to conduct own search and locate useful web sites. The following are just a sample of such sites: /Theory%20Pages/lstraining.htm htm html es/index.cfm home.htm m Software Not applicable Students may wish to use psychometric assessment tools available through the Internet or from commercial suppliers. COURSE CONTENTS Intensive Phase SBM1102 Project Management Fundamentals 2 (project/program human resources, teams and communication management) Page 3 of 5

4 Day 1: HR and team management on projects and programs Introduction to course aims, objectives, target competencies, learning strategies, resources available, timetable and deliverables, assessment methods and related briefings Briefing on how to conduct the entire unit of study Lecture: Understanding project/program human resource requirements in each phase Lecture: Developing human resources policy, motivation and project charters Lecture: Assessing competencies and developing training schemes to improve individual competencies Tutorial work: Students to assess their own competencies for a case project assignment Class discussion of the tutorial work Lecture: A review of team, structure, operation and mode Lecture: Introduction to learning styles Lecture: Project responsibility allocation and communication reporting fundamentals Lecture: Project team building fundamentals (formal teamwork instruments as well as team dynamics assessment and management) Team formation and assessment by students Day 2: Communication management Lecture: Understanding the fundamentals of information and communication requirements, including both formal and informal reporting Lecture: Relationship between communications, integration and quality management functions on projects/programs and the need for a holistic approach Case study of the communication and information management approaches Class discussion of the case study results Day 3: Integration management Lecture: Fundamentals of project/program integration management Lecture: Plan development, execution and progress monitoring Lecture: Integrated performance control and change management Class case study work: how to develop an integrated plan Class discussion of integration of project, works, host organisation business and the use of IT systems to aid the same Day 4: Revision, testing and feedback Assessment of individual competencies in integration, HR and teamwork, as well as communication and information management Sample PMP test conducted, assessed and discussed Reinforcing learning outcomes and application of the same to forthcoming team project Conduct of written test on fundamentals of project human resources planning, communication and integration management Students feedback on the intensive phase Teamwork phase For the purposes of learning project/program fundamentals in an integrated and meaningful manner, students will assume responsibility for developing a detailed plan (covering strategic assessment, initiation, planning, execution and close out) for a single case project. In order to spread the load different areas of the case project will be addressed in SBM1101, SBM1102, SBM1201 and SBM1202 respectively, though the eventual Project Plan that emerges from the team s work should be a holistic and balanced solution NOT a collection of disaggregated plans. A structured learning program will be applied; in summary form it will comprise: An overall process for studying project integration, human resources and communication management of each phase to apply to a real life case project as advised in the unit s web site; A program of the learning activities which are part of student s Team Workplan and individual competency acquisition needs which each student need to plan to conduct flexibly within the unit of study timeline as advised in the unit s web site (detailed SBM1102 Project Management Fundamentals 2 (project/program human resources, teams and communication management) Page 4 of 5

5 schedules are to be developed and submitted as part of the Team Work/QA Plan) The assignment Brief which is available as a downloadable file. The Learning activities are designed for each team to develop and evaluate a complete integration system, project human resources and communication plan* for their case project via the following activities: Assessment of learning styles and team roles, and balancing of team development of self management and sociocultural/teamwork competencies Activity 1 Team Formation, Case Project selection and team QA/Workplan Submit Case Study, QA/Workplan Activity 2 Best Practice Models vs. Case Project Requirements Submit Literature Review Activity 3 Initiation Plan for HR/Team, Communication and Integration Management Submit Methodology & Hypotheses Activity 4 Detailed Plan for HR/Team, Communication and Integration Management Submit Critical Evaluation Activity 5 Evaluation, Formatting and Presentation of Project Report Submit Final Report & Presentation Continuous reflection, self and peer assessment and competency acquisition. Final Individual Report and Viva to validate competencies acquired versus target competencies *. This component plan need to take that developed in SBM1101and expand it to include integration, HR/teams and communication management plans for each phase of the case project/program COMPETENCY VALIDATION (via evidence and professional interview) Final Report & assessment Each student must plan to progressively acquire, develop and document both relevant target managerial and leadership/socio-cultural competencies. The protocols on the web site for this purpose need to be followed carefully to prepare the required evidence of competency acquisition. The evidence for this unit to comprise a final report in two parts to validate individually the following: Management competencies and Leadership and Socio-cultural competencies. These will be assessed separately and both need to show the student s development history using the student s L&D plan as the basis. SBM1102 Project Management Fundamentals 2 (project/program human resources, teams and communication management) Page 5 of 5