The Interpersonal Skills and Technical Skills - Coursework Example

 Table of Contents Assignment 2 1 Option A- Analysis of Project 1 Introduction 1 Breakdown of activities 2 Work Breakdown Structure 4 Organizational Breakdown Structure (OBS) 7 Network 8 Network diagram 8 Gantt chart 9 Operational plan 10 Risk Identification and Mitigation Plan 10 Conclusions 13 Assignment 3 13 References 18 Assignment 2 Option A- Analysis of Project Introduction I have chosen a project in which I have experience of working. This project is regarding the project management of construction project. I will present the analysis of project. In this report I will present the different planning and management techniques regarding the house construction project. I will discuss the Breakdown of activities, Network of this project, Gantt chart and Operational plan regarding the planning and implementation of the house construction. Breakdown of activities In this section first I will discuss the time that each activity have taken in the overall project. The total time allocated to overall project was 1 month. Here the landscaping has taken 4 days, painting has take 6 days, plumbing 6, lay carpet 2, put in skylight 1, foundation 6, attach TV antenna 1, wiring 4, roof 10, frame 8, plaster 6, finishing 6, make curtains 2 and has taken siding 3. Now I will discuss the order of the activities. Here we have take care for order of the activities which we have performed. Like we were not able to paint before wiring. We have managed these activities in such a way that there is no such conflict among the activities. I have planned the below given order of the activities. These activities has executed in the same order. I have analyzed the type and need of the activity and then place it after or before some task. 1. Foundation 2. Frame 3. Roof 4. Plaster 5. Plumbing 6. Wiring 7. Landscaping 8. Siding 9. Attach TV Antenna 10. Finishing 11. Painting 12. Put in skylight 13. Lay Carpet 14. Make Curtains Here is the schedule of projects starting and ending, Start date: 19/12/2008 End date: 20/12/2009 at 4pm Below I have presented the critical and non critical activities; here I have denoted the activities by their number that I have already mentioned above. Critical activities: 1, 2, 3, 5, 6, 11, 13 Non-critical activities: 4, 7, 8, 9, 10, 12, 14 Work Breakdown Structure Activity Level 1 Level 2 Level 3 Task 1- Site survey   1   Subtask 1.1  Analyzing site 2     Analyzing if site is work able 3     Work physicality study. 4     Having estimation 5   Subtask 1.2  Analyzing the working requirements 6     Analyzing in which area we have to do work. Task 2- Design working criteria   7   Subtask 2.1 Work force need analysis  8     Martial requirement analysis 9     Machinery need 10   Subtask 2.2 Cost estimations 11     Martial estimation 12     Man power required     13   Subtask 2.3 Allocation of areas  14     Working plane 15     Execution criteria   Task 3 Foundation 16    Subtask 3.1 Martial deployment 17     Manpower deployment 18     Machinery deployment 19    Subtask 3.2 Start of work     Completion of the foundation work  Task 4 Frame 20    Subtask 4.1 Manpower deployment on time when needed 21    Subtask 4.2 House Map Analysis 22    Subtask 4.3 Construct the building frame 23    Subtask 4.4 Walls, doors, windows, and other impotent infrastructure building  Task 5- Roof 24    Subtask 5.1 Install Felt 25    Subtask 5.2 Install Shingles 26    Subtask 5.3 Install Vents  Task 6- Plaster 27    Subtask 6.1 Apply plaster to roof 28    Subtask 6.2 Apply plaster to walls, and important places like kitchen  Task 7- Plumbing 29   Subtask 7.1 Install Water Lines 30   Subtask 7.2 Install Gas Lines 31   Subtask 7.3 Install B/K Fixtures  Task 8- Wiring 32   Subtask 8.1 Install Wiring 33   Subtask 8.2 Install Outlets/Switches 34 Subtask 8.3 Install Fixtures  Task 9- Landscaping 35    Subtask 9.1 Garden view setting 36    Subtask 9.1 Inner building view setting  Task 10- Siding 37    Subtask 10.1 Siding  Task 11- Attach TV Antenna 38    Subtask 11.1 Subtask 11.1.1 Fitting antenna on roof 39   Subtask 11.2  Subtask 11.1.2 Channel setting and tuning  Task 12 – Finishing 40    Subtask 12.1 Subtask 12.1.1 Finishing of the rooms, walls, floor, roof, and other building section 41 Subtask 12.1.2 Preparing the building for paint  Task 13 – Painting 42 Subtask 13.1 Paint walls 43 Subtask 13.2 Paint doors and windows 44 Subtask 13.3 Paint to other building equipments like pipes, boards etc.  Task 14 - Put in skylight 45 Subtask 14.1 Put in skylight  Task 15 - Lay Carpet 46 Subtask 15.1 Lay Carpet in rooms and other places  Task 16 - Make Curtains 47 Subtask 16.1 Subtask 16.1.1 Making assurance that all things done 48 Subtask 16.1.2 Requirements VS. implementation analysis 49 Subtask 16.2 Subtask 16.2.1 Removing machines from site 50 Subtask 16.2.2 Removing all construction equipment and extra material Project complete   Organizational Breakdown Structure (OBS) Figure 2- Organizational Breakdown Structure (OBS) Network Network diagram According to above given activities numbers I have designed the network diagram of this project that is given below. Figure 1 Network Diagram Gantt chart Below I have designed the Gantt chart of the construction project. I have used MS Project for the developing this chart. With the help of this Gantt chart we have a better view regarding the start and end dates of the each project that we had done. Figure 2- Gantt chat Operational plan Risk Identification and Mitigation Plan Below I have listed risks and the mitigation strategy for the risks concerned to this construction project. I have listed them in each phase basis so that we can get better understanding and mitigation of them. We have driven these risks through assumptions and dependencies criteria. So the below given risk analysis and mitigation plan was used during the implementation of this project. Area of Risk Description Probability of Occurrence Strategy for Mitigation Schedule Any event Scheduled in such way that the place where it was needed its was not there High More emphasis on the WBS so that all event planned well Initial Cost Deciding Initial Cost that is nor enough for the project handling less We have see all deliverable and have a health work out on the cost estimation Life Cycle Cost Assigning cost to sub event, there is problem and one phase requires more budget Medium Analyze the working of each phase and assign cost for each phase, also keep in mind any additional cost for the on work damage Reliability of Systems Machinery we are using, Failure of any component, or not availability of material High Assign addition cost for the maintenance, and have a better maintenance of the Machinery Overall risk of project failure Time and cost exceed risk High Plane in such way that all resources are applied efficiently Feasibility The Feasibility related problems during construction Low Before starting the process of construction have a better look on the technical Obsolescence Technology Any Technology risk Low Assign addition cost for the maintenance, and have a better maintenance of the Machinery Security Theft or damage of construction equipment during development Medium Adopt required security and safety steps for mitigation of such problems Management Complexity Less involvement by the Management in the project takes project to failure Medium Have day to day working report and progress management metrics Additional Risks Any Additional Risks regarding the project Low Have a better risk management plan for mitigation of all these risks Conclusions In this report I have tried to implement and carry out the project by means of different project management techniques. I have used project network diagram that facilitate in knowing about the task execution structure. Then I have presented the WBS, gantt chart and risk identification and mitigation plan techniques in scenario of this construction project. I have tried to carry out and implement this project with extreme care, so I this way this project turned out to be a success. Assignment 3 The relative importance of technical and interpersonal skills in project performance: In this assignment I will present the relative importance of technical and interpersonal skills in project performance. Project management and project leading are more than just project managers; there is need for the talented individuals that have the leadership skills essential to develop the high-performing project, so there is need for the leveraging the collective intelligence of the project team, run it through the practice of carrying out a project, and utilize influence with out ability to make sure superior results. First I will talk about the interpersonal skills: all the behaviors and feelings that are present inside all of us that pressure our connections with others (Sahlin, 2003). I have listed few interpersonal skills below (Sahlin, 2003): Body language Sensing Intuition Tone Pacing I have also researched for few Technical skills those can be Planning Organizing Scheduling, etc. The project team requires a number of levels of technical skills for the following causes (Anderson, 2004): 1. for perception of integration of technical features of the development to be conservative to the projects necessities in terms of timetable, financial plan, and specification, 2. To be capable to conclude technical troubles that might come about during the design and accomplishment phases of the project, 3. In coordinating the effort of the technical experts, to be capable to comprehend the atmosphere of the work and to commune with them on a technical stage, and 4. In the decision-making practice, to be competent to assess the amount to which unusual solutions would be able to have effort on the project’s performance, circumstance, timetable, and financial plan. All too frequently, career aims are place based on personality achievement; effort is single-person hard work and the consequential rewards (Anderson, 2004). Managers give confidence this kind of work in that sole person attempt is easier to calculate and administer. Group action is positive as go along to obtain along, don’t stun the boat, don’t get in the way with another’s job, and don’t attempt to change the system things have forever been done (Sahlin, 2003). A person possibly will work in that kind of situation without doing too a great deal thinking. Group attempts are frequently called team pains even though mutual work and an exacting aim for all individuals is frequently not there (Goodwin, 2001). For projects in an organization to optimize the exercise of human resources, it is particularly hard to build up teams. Unusual leadership way for project managers and duty of staff transversely several projects without trouble produced situations whereby group members turn out to be passive regarding being provider to the project (Sahlin, 2003). They immediately do simply as they are told. Teamwork turned out to be additional of a go along to obtain along function. The primary and possibly interpersonal skill training that a lot of people obtain from their institution, which is: • No struggle • Play fair • Contribute to your skill more Behavioral qualities, the majority specially self-control, have been predictable as necessary to leadership. In the business world, interpersonal skills frequently are declared by what is suitable behavior to uphold relationships. Appropriate performance, frequently called ethical behavior, in some situations reproduces a consideration for the approach and right of others while working in the direction of our goals (Sahlin, 2003). It is necessary to build trust in others in the course of honest dealings and honest communications. Confidence is accomplished by a promise made and a promise fulfilled. Project managers almost have the majority complexity in receiving a team of recently assigned, full-time and part-time employees to go after him or her (Anderson, 2004). The project manager may possibly not be the majority technically competent person on the project, however have to be experienced in interpersonal skills to carry the team in cooperation then inspire them to carry out at their most excellent (Goodwin, 2001). Interpersonal skills should be applied to build on self-esteem and to encourage the team. Project management consultant are employed for the technical skills and fired for be short of interpersonal qualities and skills. No matter how precisely competent a person is in project administration, getting beside with the consumer is one solution to victory. Overconfidence and ignorance are an appalling combination for an advisor. Technical superciliousness, a dependence on technical terminology to make an impression the consumer, is almost certainly the harmful to a consultant’s position (Anderson, 2004). Trying to cover up faults in the course of superiority simply compounds a dire state of affairs, and does not fix the difficulty. Possibly the most excellent technique for learning high-quality interpersonal skills is to look at role models to study how they hold situations, particularly worrying state of affairs (Anderson, 2004). Analyzing biographies of well-respected current day and past figures frequently disclose brightness in how interpersonal skills were utilized to determine, counteract, or stimulate. Those affairs of better use of interpersonal skills should be followed for achievement. Conclusion I have found that it is sufficient to articulate the interpersonal skills and technical skills that one possesses are able to be a great benefit in some business environment. This has been a short touching on the need for good interpersonal skills and technical skills drawn mainly from knowledge with a broad range of persons in age and career. All ages and all professions should carry on developing in interpersonal skills and technical skills. References 1. Anderson, S. D. 2004. ‘‘Project quality and project managers.’’ Int. J. Proj. Manage., 10~3!, 138–144. 2. Goodwin, R. S. C. 2001. ‘‘Skills required of effective project managers.’’ J. Manage. Eng., 9~3!, 217–226. 3. Haugan, Gregory T. , 2003, “The Work Breakdown Structure in Government Contracting, Management Concepts” 4. Peter W. G. Morris. 1994 “The Management of Projects” Thomas Telford. 5. Retrieved on January 6 2009. Retrieved from: http://en.wikipedia.org/wiki/Gantt_chart 6. Retrieved on January 6 2009. Retrieved from: http://www.hyperthot.com/ 7. Retrieved on January 6 2009. Retrieved from: http://www.netmba.com/ 8. Retrieved on January 6 2009 http://www.contractjournal.com/Home/Default.aspx 9. Retrieved on January 6 2009 http://www.smartworks.us/htm/ppdoc.htm 10. Sahlin, J. P. 2003. ‘‘How much technical training does a project manager need?’’ PM Network, 35–36. Read More