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Project Management Blog

I'm a Theory of Constraints (TOC) enthusiast. So what exactly is TOC? Here's a short, short summary. In short, it's a method of identifying and strengthening the weakest link (constraint) in any process, in an iterative approach to ongoing improvement. There are also tools that go along with it to help identify assumptions and constraints, etc. TOC was developed by Eli Goldratt. The Avraham Y. Goldratt Institute is the organization that maintains the TOC body of knowledge.

Published in Blogs
Thursday, 25 January 2007 21:30

PM Types of Authority

TYPES OF POWER

According to PMI®, the project manager can exert the following types of power:

The Powers of the Project Manager
Power Definition
Expert The project manager is an expert with the goal the project focuses on.
Reward The project manager can reward the project team members.
Coercive The project manager can punish the project team members.
Formal The project manager is formally assigned to the role of the project manager.
Referent The project team knows the project manager. The project manager refers to the person that assigned them to the role of project manager.

 

  • Expert Power - Expert power can only be exercised by individuals who are held in particular esteem because of their special knowledge or skill. The project manager’s ability to use this power derives from reputation, knowledge, and experience.
  • Reward Power - Reward power involves positive reinforcement and the ability to award people something of value in exchange for their cooperation. The project manager’s ability to use this power derives from his or her position in the organizational hierarchy and degree of control over the project.
  • Coercive Power - Coercive power is predicated on fear (for example, subordinate fears being deprived of something for failing to do what the supervisor asks). The ability to use this power derives from the project manager’s control over the project and project personnel.
  • Formal Power - Legitimate power is derived from the person’s formal position within the organization. The project manager’s ability to use this power derives from his or her position in the organizational hierarchy and his or her degree of control over the project, as modified by the organizational climate. Use of this power should be in conjunction with expert and reward power whenever possible.
  • Referent Power - Referent power is based on citing the authority of a more powerful person (for example, one’s supervisor) as the basis for one’s own authority. The project manager’s ability to use this power derives from his or her position in the organizational hierarchy.

 

 

Published in Blogs
Thursday, 25 January 2007 21:27

Organization charts

An Organizational Chart represents the structure of an organization in terms of rank. The chart usually shows the managers and sub-workers who make up an organization. The chart also shows relationships between staff in the organization, which can be:

Published in Blogs
Thursday, 25 January 2007 21:06

Quality Planning

The PMBOK defines quality planning as “identifying which quality standards are relevant to the project and determining how to satisfy them”. A key output of the planning process should be the quality management plan for the project.

Cost-Benefit Analysis - This is the process of determining the pros and cons of implementing any process, product, or activity. When it comes to project management, cost-benefit is concerned with the benefits of quality management activities versus the costs of the quality management activities. There are two major considerations with the benefit/cost analysis in quality management:

Published in Blogs

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