ProjectManagement, Team-working and Leadership Coursework Part 1A i) Leader competencies Manager competencies Project Manager competencies Empowering other people Organisation & Task Management Interpersonal Skills Emotional stability Promote empowerment Role model/mentor & guidance Decision making Effective Delegation Knowledge and competency Problem solving and decision making Managing change Excellent interpersonal skills Flexibility Proficient communication skills Proficient communication skills Technical Credibility Building effective teams Takes Risks and shows courage Management & Leadership WhistLeaders and Managers have differences, the Project Manager must be able to combine aspects fromboth. Part 1A ii) Duringthe project management team member recruitment stage, a philosophy to ensurethat a successful team is built is to follow the 9 Belbin method of assessment.DR Meredith Belbin identified that in order for a team to be more successful;each of the members must have different strengths and weaknesses and that therewere 9 roles. This does not mean that a team must consist of nine people butinstead each member must have different ‘preferred team roles’. Each member isscored 1-9 on what behaviour they most represent.
Scoring 1 would reflect abehaviour that represents them the most, 9 being the least. Inorder for the team to be successful each member must score at least 1-3 withineach of the categories. It has been found that if a team is built where thereare individuals that have the same ‘preferred team roles’, and then they mayclash leading to an overall failure for team. In order to find out what scoresomeone is, they are scored on what behavioural trait they have a tendency tooby using a Belbin score test.
- Thesis Statement
- Structure and Outline
- Voice and Grammar
The9 roles that Belbin identified are as follows: o ResourceInvestigatoro Team workero Co-ordinatoro Planto MonitorEvaluatoro Specialisto Shapero Implementero CompleterFinisher Anothersystem that ensures you have the correct people in the right positions and thatteams are alignedis by adopting the Myers-Briggs Type Indicator (MBTI). Based on PsychiatristCarl Jung’s theory, the test was developed by Katharine Cook Briggs and her daughter Isabel BriggsMyers and is in form of16 personality questions. The test was developed to ‘make the theory ofpsychological types describedby C. G. Jung understandable and useful in people’s lives’. The 16 personality types, which provideinformation with core values, relationships etc are as follows: o The Inspectoro The CounseloroThe Mastermindo The Givero The Craftsmano The Providero The IdealistThe Performero The Championo The Doero The Supervisoro The Commandero The Thinkero The Nurturero The Visionaryo The Composer Conclusion: Ofthe 2 tests, I consider the Belbin test to be more effective in use for ProjectManagement.
The Myers- Briggstest is more suited to personality types rather than preferred team roles likethe Belbin test. The Myers-Briggstest has received much crisitms due to employers now requesting the test to be completedprior to any offer; yet, this test can be cheated to change your label. The Myerrs test has also receivedfurther critism when using it during the recruitment stage with CPP guidelinesstating, “it is notethical to use the MBTI instrument for hiring or for deciding job assignments.There are ways it createsinjustices, it gives people an inaccurate understanding of themselves”.
Part 1A iii) BusinessCase ProjectA, Rail link connecting the main terminal of Aberdeen Airport to the centre of Aberdeen ProjectManager: Liam Justice Background: The proposed formation of the project would be May2018 with construction starting February 2019. This would give adequate timefor planning to ensure the project runs smoothly. February has been proven tobe the quietest month for Aberdeen airport therefore this would lead to theleast amount of disruption for passengers. Current Business Overview: For years passengers have been forced to drivetheir own vehicles, use the bus service or pay for a taxi to get to and fromAberdeen Airport.
In order for Aberdeen airport to widen its customer reach; atrain line connecting the Airport to the City centre of Aberdeen isrequired. As it stands the closestrail station to Aberdeen Airport is the Dyce train station approximately 2miles away. Currently, the only mode of public transport from Dyce trainstation to Aberdeen airport is via taxi. With parking now costing up to £289for a week, this is ruling out that option due to the finical cost associated.By building a rail link connecting the main terminal of Aberdeen Airport to theDyce train station, this will connect the airport to the centre of Aberdeen. Thiswill provide cheaper transportation for passengers and therefore help attractmore passengers to use the airport. If a cheaper alternative cannot be foundthe airport will continue to lose business to other airports in Scotland.
Overview Thebelow is a highlighted map shopping new rail location. Issues WithDyce station situated at Station Road, Dyce, Aberdeen AB21 7BA, proving a linkto Aberdeen main terminalwould require a 2-mile track to be laid over an area which is built up anddeveloped. This wouldobviously impose difficulties and disruption; however, with two entries to theDyce Aberdeen airporttraffic may be controlled to help minimise disruption.
Risks The main business risk associated with this projectwould be financial loss due to closure of Dyce train station. To help minimiseclosure time, construction and tie-ins shall be made during. This is typicallywhen schools are on holiday and is typically when the train station is at itsquietest. Assumptions Thefollowing assumptions have been made – · Land price is UK average (£4000) per acre· No existing buried pipework or electric pylons· Landscape elevation will be even resulting in no bridges requirement Constraints o Readilyavailable workforce o Technicalconstraints o Legalconstrains – work law, regulations etc. o Environmentconstraints – Noise, air and tree preservationo Socialconstraints – Project agreed by local residents Part 1B Problemand cause table Problem Cause Bob did not know in advance that the painters would not be able to work at the agreed time.
Lack of communication/lack of information. Bob did not check to confirm the arrangement made. Shelves had been installed prior to painting activities beginning causing the painters to take twice as long Poor communication. Bob could have delayed the installation or communicated that everything but the shelves were to be installed to allow painters to proceed normally Stock was moved to the new premises 2 weeks before Bob got there meaning they were running out of stock to sell in the old shop Due to activities not starting until a month before Bob had to move, any unforeseen problems that occurred would have a knock on affect to all the other activities.
Poor planning and late start Laying of carpets was proposed a week meaning Bob lost his deposit Due to painting activities being delayed, carpets couldn’t be laid on time. Poor planning and late start Part 1C INSERT BELBIN Onreflection our team managed to work well together and were able to delegatetasks and resolve issuesquickly and efficiently. With the Project Manager creating an agenda prior tothe meeting being held,it held ensure that there was a purpose to the meetings. During each meeting roles were delegatedto ensure clear objectives and work instructions were given. In-between meetings the team oftencommunicated via email and also formed a group whatsapp. Ofthe 5-team members, Alex added the most value to the team. On the Belbin score test, his preferred teamrole was a shaper due to his ability to thrive on pressure. From the start hewas very reliable and efficientand would most weeks volunteer himself to complete tasks.
Alex would often volunteer to helpout with tasks if someone else in the group had work commitments tying them up. Alex’s problem solvingwas to be admired and would often be the first to take on difficult tasks suchas learning how to useMicrosoft Project then generating a Gantt chart. Onthe Belin score test, Sean Fisher’s team preferred role was specialist.
He wasquieter in meetings and didn’thave a lot of impute into the discussions being held. When Sean did interact inthe meeting often hewould send the conversation off topic. He didhowever produce work to a high standard and was reliable in the senseof; he made sure work was complete within the time frame arranged. Onthe Belbin score test, David Cribbes’s preferred role was Plant due to hisability to generate idea and solvedifficult problems. He missed afew meetings and generally didn’t input as much as others, but whenhe did his input was effective. When tasked to complete a work scope, David didnot dwell and wouldoften complete his task first.
Onthe Belbin score test, Paul Duncan’s preferred role was Shaper due to his driveand courage to overcomeobstacles. He often acted a nature leader within the group and would oftendirect the conversationback when it had went off topic. He was very thorough and liked all the tasks to be explainedwith great detail to ensure that there was no misunderstanding. To ensure work was completedto the highest possible level, Paul would often review it and add comments. WhenI reflect on my own performance I would say I brought a lot of benefit to theteam. I would often volunteer when we were delegating tasks, however, with workcommitments I sometimes struggled to meet the deadlines previously agreed. Iwould let the team know that I would struggle to complete the tasks in therequired time frame and in most cases they would help out if required.
References– https://www.rssb.co.uk/library/groups-and-committees/2014-09-report-key-train-requirements.pdf https://www.forbes.com/sites/elenabajic/2015/09/28/how-the-mbti-can-help-you-build-a-stronger-company/#1459ff6bd93c http://www.belbin.com/about/belbin-for-students/ http://www.belbin.com/about/belbin-team-roles/ http://www.myersbriggs.org/my-mbti-personality-type/mbti-basics/home.htm?bhcp=1 https://www.ft.com/content/8790ef0a-d040-11e5-831d-09f7778e7377