OPS 936
Advanced Project
Management
Dr Sander Kroes
[email protected]
Week 1 – Lecture
Acknowledgement for contributions to Slide Content:
Dr Marco Antonio Amaral Feris
2
Lecture 1:
• Revision of OPS939
ESSENTIAL READING: •
SUBJECT OUTLINE
RECOMMENDED READING: •
YOUR OPS 935 MATERIAL
The Employee – Organisation Exchange
Employee
Inputs
Capabilities
and Effort
Organisation
Results
Quality
Quantity
Productivity
Efficiency
Brand Recog.
Profit
……….
The
Exchange
Employee
Outcomes
Total Reward
Felt-fairness – A and
outcomes are fair, which requires
Satisfaction requires “Felt-Fairness”
Interactional Justice – Perceived
treatment is with justice and respect
Distributive justice – Perceived
fairness in outcomes we receive
relative to our contributions and the
outcomes and contributions of others
Procedural justice – Perceived
fairness of the procedures used to
decide the distribution of resources
Components of ‘total reward’
Distributive Justice – a lot to do with Equity Theory
Perceived outcomes: pay, benefits, recognition, status, achievement,
satisfaction, security, etc.
Perceived inputs: knowledge, skills, ability, qualifications, experience, age,
seniority, loyalty, effort, time, performance, responsibility etc.
MGNT949
7
Employee
Inputs
Capabilities
and Effort
Organisation
Results
Quality
Quantity
Productivity
Efficiency
Brand Recog.
Profit
……….
The
Exchange
Employee
Outcomes
Total Reward
The Key to Job Satisfaction
Recognition and use
of all capabilities and
effort
Role Clarity – Clear
responsibilities
Felt-Fair
Total-Reward
Recognition of
Results and
Contribution
Feedback on
Progress
Motivation: Content and Process Theories
Motivation
Theories

“Unmet needs
motivate”
“Perceived
pathways and
outcomes
motivate”
Table 2.2 Content (or needs) theories of motivation
Related to Job
Dissatisfaction
Related
to Job
Satisfaction
Process (or cognitive) theories of motivation
Seek to explain (and exploit) the cognitive processes by which
individuals decide to pursue particular pathways to reward
attainment and need satisfaction rather than others.
Main process theories:
• Reinforcement theory
• Expectancy theory
• Goal-setting theory
Reward desired behaviours
A Felt-fair exchange
Involve Employees to set and
accept a challenge
Goal-setting theory (Latham & Locke)
M = Motivation
Source: adapted from Latham, G. P. & Locke, E. A. (2006), ‘Enhancing the benefits and overcoming the pitfalls of goal setting’, Organizational Dynamics, 35(4): 332–40.
MGNT949
12
Employee
Inputs
Capabilities
and Effort
Organisation
Results
Quality
Quantity
Productivity
Efficiency
Brand Recog.
Profit
CSR
Sustainability
……….
The
Exchange
Employee
Outcomes
Total Reward
The Key to Job Satisfaction
Recognition and use
of all capabilities and
effort
Role Clarity – Clear
responsibilities
Felt-Fair
Total-Reward
Recognition of
Results and
Contribution
Feedback on
Progress
HR – Position /
Employee matching
OBS,
Gantt Chart
Comms
Rewards and
Training Budget,
Schedule, Scope
Measurement
of Results –
Quality,
Comms
TRUST (in summary)
• It is EARNED by what you say and do
– Say what you mean, and mean what you say,
………. and then do what you say you will do
• Organisational Trust goes both ways
– The key is open channels of communication through
built relationships
• Three aspects to TRUST. If you trust somebody you need
to believe:
– They know what is right
– They have the ability to do what is right
– They have the willingness to do what is right
14 MGNT949
1 bad encounter
5 equivalent good
encounters
~
COMMITMENT (in summary)
• You establish Trust, Motivation and Job Satisfaction
……… you’ll (generally) have Commitment
COMMITMENT (in summary)
• You establish Trust, Motivation and Job Satisfaction
……… you’ll (generally) have Commitment
MGNT949
16
Commitment
Match
capabilities to
jobs so
employees can
use all their skills
Frequent
feedback on
Progress
Recognition of
Effort, Results and
Contribution
Understand and
meet employee’s
Extrinsic and
Intrinsic Needs
Understand
employee’s
perceptions of
“Felt Fair”
Involve Employees
to set and accept a
challenge
Create and
enforce a culture
of Trust and
Respect
Say what you
mean and do
what you
promise
Build
relationships
through open
communications
Role Clarity – Clear
roles and
responsibilities and
how it links to
Organisational
Goals
17 MGNT949
Risk
Mgmt
OBS,
Comms
Cultural Differences
Decision
Making,
Comms
Teamwork,
Comms
Degree of
Planning
HR,
Motivation
For Example, Hofstede’s cultural dimensions theory
Spence & Spencer ‘Iceberg’ model (1993)
Competency categories
Threshold competencies:
• Visible
• Knowledge and skills needed for job proficiency
Differentiating competencies:
• Hidden
• Needed for high performance in specific jobs, roles or functions
• Distinguish between superior performance and standard performance in
specific jobs/roles; ‘raise the bar’ competencies
• Those competencies necessary for high performance in one role will differ
from those necessary in another
Core competencies:
• Organisation-wide and common to all roles; e.g. ‘customer focus’,
‘teamworking’, ‘quality commitment’
Can do the Job well.
Has the Talent and
Experience
A good fit
Can do the Job.
Qualified to do
the job.
Shields, J, Rooney, J, Brown, M & Kaine, S, 2020, Managing Employee Performance and
Reward: Systems, Practices, Strategies, 3rd Edition, Cambridge University Press
Follow the Sun
Opportunities
• Greater Diversity – Efficiency, Creativity, Performance
Challenges
• Physical Distance
• Time Zones
• Hand-overs
• Communications – Language, Form, Platforms,
• Cultural Diversity (mis-communication)
• Team building – Trust, Relationships
20
PMI – Four Key Values
for Decision Making and Actions
1. Responsibility
2. Respect
3. Fairness
4. Honesty
21
PMI Code of Ethics and Professional Conduct
Heavily influence by
Corporate Culture
PMI – Four Key Values
for Decision Making and Actions
1. Responsibility
• Responsibility is our duty to take ownership for the
decisions we make or fail to make, the actions we take
or fail to take, and the consequences that result.
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PMI Code of Ethics and Professional Conduct
PMI – Four Key Values
for Decision Making and Actions
2. Respect
• Respect is our duty to show a high regard for ourselves,
others, and the resources entrusted to us. Resources
entrusted to us may include people, money, reputation,
the safety of others, and natural or environmental
resources.
• An environment of respect engenders trust, confidence,
and performance excellence by fostering mutual
cooperation—an environment where diverse
perspectives and views are encouraged and valued.
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… and equipment
and property
do not act in an
abusive manner
PMI Code of Ethics and Professional Conduct
PMI – Four Key Values
for Decision Making and Actions
3. Fairness
Fairness is our duty to make decisions and act impartially
and objectively. Our conduct must be free from competing
self interest, prejudice, and favoritism.
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declare “Conflicts
of Interest”
“Duty of Loyalty”
Don’t
“Discriminate” Don’t participate in
“Bribery”
PMI Code of Ethics and Professional Conduct
PMI – Four Key Values
for Decision Making and Actions
4. Honesty
Honesty is our duty to understand the truth and act in a
truthful manner both in our communications and in our
conduct.
25
PMI Code of Ethics and Professional Conduct
Have and
display
Be “Integrity”
“Transparent”
in dealings
26
Abusive Manner. Conduct that results in physical harm or creates intense
feelings of fear, humiliation, manipulation, or exploitation in another
person.
Bribery: is the offering, giving, receiving, or soliciting of any item of value
to influence the actions of an official, or other person, in charge of a public
or legal duty. With regard to governmental operations, essentially, bribery
is “Corrupt solicitation, acceptance, or transfer of value in exchange for
official action.”
Discriminate: Make decisions influenced by or based on, but not limited
to, gender, race, age, religion, disability, nationality, or sexual orientation.
Duty of Loyalty. A person’s responsibility, legal or moral, to promote the
best interest of an organization or other person with whom they are
affiliated.
Definitions
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Conflict of Interest. A situation that arises when a practitioner of project
management is faced with making a decision or doing some act that will
benefit the practitioner or another person or organization to which the
practitioner owes a duty of loyalty and at the same time will harm another
person or organization to which the practitioner owes a similar duty of
loyalty. The only way practitioners can resolve conflicting duties is to
disclose the conflict to those affected and allow them to make the decision
about how the practitioner should proceed.
Integrity. Always doing the right thing, even when no one is looking, and
even when the choice isn’t easy. Staying true to yourself and your word,
even when you’re faced with serious consequences for the choices that
you’re making.
Transparency. Operating in such a way that it is easy for others to see
what actions are performed. Transparency implies openness,
communication, and accountability.
Definitions
Sustainable development is a systematic concept relating to the continuity of
economic, social, institutional, and environmental aspects of human society as well
as the non-human environment. It is characteristic of a process or state that a
business can be maintained at a certain level indefinitely.
The Brundtland Commission of the United Nations in 1987 defined sustainable
development as “development that meets the needs of the present without
compromising the ability of future generations to meet their own needs.”
Fundamentals of project sustainability (pmi.org) PMI, 2023
Sustainability in PM
Sustainability in PM
Fundamentals of project
sustainability (pmi.org)
PMI, 2023
ENVIRONMENTAL
• Permit and Licence Compliance
• Bio-diversity Management
• Emissions to Air
• Water/Chemical Usage and Discharges
SOCIAL
• Respect for the individual
• Equality Opportunity
• Diversity
• Outreach Programmes
• Human Rights
ECONOMIC
• Consistent Profitable Growth
• Risk Management
• Total Shareholder Return
ECO-ECONOMIC
• Resource Efficiency
• Energy Efficiency
• Global Energy Issues
SOCIO-ECONOMIC
• Employment
• Training and Development
• Local Economies and Enterprises
• Social and Community
• Sponsorships
SOCIO-ENVIRONMENTAL
• Health and Safety
• Legislation and Regulation
• Climate Change
• Crisis Management
SUSTAINABILITY
An integrated approach to Environmental,
Social and Economic impact issues (both
internal and external) leads to long term,
sustainable profit growth
Risk Breakdown Structure
Define the Risk Categories and
triggers for Brainstorming

and Opportunities
Projects that improve the environment will not contribute to sustainable growth
unless they also achieve improvement in economic and social measures of
progress.
Sustainability in PM
Fundamentals of project sustainability (pmi.org) PMI, 2023