Project Management The Managerial Process 8th Edition Eric W Larson, Clifford F. Gray - Solutions

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3. Try reframing each thought into a more accurate, fair, and positive statement.
2. Think about what you’ve written. How accurate or fair are these thoughts or statements?
1. Write down some of your negative thoughts and/or negative statements you have made about yourself, your job, or others.
4. How could you face and handle a similar challenge in the future?
3. Now step back and look at what you’ve written. Were you a Spectator, Critic, or Player (or some combination)?
What was your body language? Your facial expression?
What statements did you use? In what tone of voice?
What were your actions? Your thoughts? Your feelings?
2. Describe the situation, the other people involved, what was challenging about it, and how you handled it.
1. Recall a challenge you faced in your interactions with others(whether in your current job, in a previous job, or in your personal life).
5. How could the team become more effective, even without transformation to a real team?
• What barriers exist? (Reflect on the High Risk/High Reward section.)
4. If it is not a real or high-performance team, would you like it to be?• Is it worth the time and effort? (Do not kid yourself.)
3. How effective is the team?
2. What kind of team is it?
1. Think about your work group in light of this tool.
• For what purposes might your team want to utilize either or both processes?
• How do brainstorming and consensus compare with your team’s normal ways of generating ideas and reaching decisions? List the pros and cons.
• What went well? What could have gone better?
5. During the next few days, talk about what the brainstorming and consensus experiences were like—in meetings and informally.
4. Meet again to decide on the team name and/or logo using consensus. (At least for the purpose of the activity. You don’t have to publish the name/logo to others.)
7. How will you provide encouragement and support?
6. How do you expect to use active listening during the meeting?
5. How will you use inquiry to clarify causes and encourage Robin’s participation in the meeting?
4. How will you give feedback (positive and constructive) so that Robin knows he must address these serious issues and that you appreciate his strengths?
3. How do you get past Robin’s defensiveness?
2. What are the possible cause(s) for the problem? (See Tool #9.)
1. What do you want to accomplish in this meeting?
6. How will you provide encouragement and support?
5. How do you expect to use active listening during the meeting?
4. How will you use inquiry to gain Pat’s involvement and commitment?
3. How will you give feedback (positive and constructive) so Pat knows she needs to improve her interpersonal and influence skills and that you appreciate her strengths?
2. What are some concerns that you need to address?
1. What do you want to accomplish in this meeting?
5. Don’t worry if you feel a bit awkward the first couple of times that you do this; it’s just like learning any new skill.
4. Give that person the feedback, that is, say it to the person…listen to what he or she says in response to your inquiries and gauge how the person feels about both aspects of the feedback.
3. Write what you would say in the closing positive feedback, using the behavior–impact–appreciation guidelines.
2. Write what you would say in the initial constructive feedback, using the behavior–impact–inquiry–expectation guidelines.
1. Identify a good employee who could use some constructive feedback.
4. Don’t worry if you feel a bit awkward the first couple of times that you do this; it’s just like learning any new skill.
3. Give that person the feedback, that is, say it to the person.
2. Write what you would say to this person, using the behavior–impact–appreciation guidelines.
1. Identify someone from work who deserves positive feedback.
6. What can I (or we) do about it? What do I (or we) want to do about it?
5. What is all of this costing our organization/my department?
4. Does every individual feel included, accepted, and understood?
• What types of problems?
• In certain functions more than others?
• Which groups (e.g., men–women, whites–nonwhites, Boomers–Gen X/Y, etc.)?
3. Are there intergroup tensions, frictions, or misunderstandings?
2. Is our workforce representative of all our customers?• At all levels?• In all functions?• Is this a problem?
• Which groups (e.g., women, race/ethnic groups, older people, people with disabilities, etc.)?• Is it because of our communications?
1. Are we excluding potential customers or employees?
4. Did you learn anything new about the other person? About yourself?
3. Review together your differences and similarities.
2. Have others (e.g., coworkers, friends, spouse) complete the activity about themselves.
5. Tell the employee about your investigation and explain why you cannot accommodate.
4. Investigate the feasibility of the solution(s) and implement…or
3. Brainstorm and collaborate with them to develop solutions. For example:• Alternate work schedules or shift changes • More flexibility in their hours • More flexibility on your part • Working from home to a reasonable extent • Confidential consultation with your Employee Assistance
• What accommodations might be helpful?
• What would they like to see more of from you? (Prepare to respond nondefensively.)
• Do they ever feel like they’re walking on a tightrope, balancing their work and personal lives?
• Do they ever feel that their personal life is being shortchanged?
2. Ask them about their work/life challenges.
1. Meet with each individual on your team, starting with:• The employee you’d most hate to lose…and/or• The employee you’re most in danger of losing
• How can you influence the powers that be to make changes?
• How much of this is in your direct control?
• What new ideas or adaptations can you develop?
• What ideas from this tool can be implemented at your workplace?
3. What can be done about it?
• Are there increased interpersonal and/or interdepartmental frictions?
• Does your team seem to be accomplishing less?
• Are they spending less time with family and friends?
• Do they appear to be stressed out?
2. How have these increased demands impacted your workplace and employees?
• Are more of them working during shifts other than the traditional 9-to-5?
• Are there fewer of them to do it (i.e., have you been downsizing)?
• Are they expected to accomplish more? Multitasking?
• Are they working longer hours? Bringing more work home?
1. In what ways have the demands placed on your employees increased during the past 5-to-10 years?
5. Prepare a plan of action and execute it—starting now!
4. Not sure? Ask them.
3. Ask yourself: What are their needs? Frustrations?• Recognition, appreciation, fair rewards• Development of skills, career, personal• Meaningful work/feeling involved• Respected and listened to• Receive clear feedback and information• Celebrate successes/have fun
2. Visualize your staff as a whole and each person in it.
1. What people challenges are you facing at your workplace? For example:• Turnover, absenteeism, lateness• Morale, esprit de corps• Productivity, commitment
3. Influencing people to willingly follow that direction?
2. Guiding people toward the vision, to be effective in accomplishing the mission
1. Having a clear and consistent vision and mission (i.e., the chosen direction), communicated effectively
Why not use the waterfall method to develop new champions?
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What effect do you think 360-degree reviews have on the culture of an organization?
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Shell Case Fabricators (SCF) designs and builds shell casings that enclose electronic products such as calculators, cell phones, and modems. Typically the cases are plastic or plastic compounds. SCF has six different production lines that cover different types of product. For example, the largest
What additional information would you like to have in order to assess performance on the project?
How did limiting work packages to one week help management identify problems sooner?
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What was Sally able to achieve by holding a wake for the canceled project?
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What could the NBA have done differently to increase the likelihood of success?

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Project Management The Managerial Process 8th Edition Eric W Larson, Clifford F. Gray - Solutions

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