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BPUG Workshops at Project Challenge are supported by:

Soft Skills for Project and Programme Managers Melanie Franklin, CEO, Maven Training. BPUG Workshops at Project Challenge are supported by:. Context setting. Methodology is not enough Need to know ‘how’ to do the job

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BPUG Workshops at Project Challenge are supported by:

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  1. Soft Skills for Project and Programme ManagersMelanie Franklin, CEO, Maven Training BPUG Workshops at Project Challenge are supported by:

  2. Context setting • Methodology is not enough • Need to know ‘how’ to do the job • Increase in importance of skills in internationally recognised approaches to project and programme management: • PMI • IPMA • New skills series from TSO aimed at project and programme managers • General dissatisfaction by employers with level of interpersonal skills displayed by staff*

  3. Completing the picture Understanding of methodologies Technical PM skills Interpersonal skills Specialist knowledge

  4. Soft skills or interpersonal skills? • Soft skills: the cluster of personality traits, social graces, ability with language, personal habits, friendliness, and optimism that mark people to varying degrees. • Interpersonal skills: all the behaviors and feelings that exist within all of us that influence our interactions with others.

  5. Importance of interpersonal skills Verbal reasoning 7% Interpersonal skills: Tone Pacing Body language Sensing Intuition 93%

  6. Skill groupings Communication: Persuading Influencing Listening Leadership: Problem solving Decision making Negotiating Conflict management Team management: Delegating Motivating Assertiveness/Empathy

  7. Challenges of this subject • Managers think it is ‘touchy feely’ and do not see it as their place to train their staff in how to be a ‘better person’ • Managers do not connect strong interpersonal skills with the bottom line of successful project delivery • The subject is so broad that it is difficult to be specific about what is required and how to get there • No obvious start or end point so it is difficult to know where to begin and how to estimate the amount of training and investment required • It is not policy to invest in temporary staff

  8. Skills derived from… Spiritual Intelligence Emotional Intelligence Cognitive Intelligence

  9. Cognitive intelligence • Intelligence quotient – measures the ability to solve logical or strategic problems • Analytic intelligence needs to be enhanced by: • Practical intelligence which is the capability to solve problems • Creative intelligence which is the capability to find new approaches

  10. Emotional intelligence • Emotional quotient – the ability to access ones own and others personal feelings as crucial. It is formed of: • Self awareness • Emotional resilience • Motivation • Interpersonal sensitivity • Influence • Intuitiveness • Conscientiousness • EQ has been identified as a requirement for the effective use of IQ.

  11. Spiritual intelligence • Spiritual intelligence is described as "the intelligence with which we address and solve problems of meaning and value • The intelligence with which we can place our actions and our lives in a wider, richer, meaning-giving context, the intelligence with which we can assess that one course of action or one life-path is more meaningful than another." • (SQ), the ultimate intelligence that serves as a necessary foundation for the effective functioning of both IQ and EQ.

  12. Source of skill set

  13. Emotional competencies • Self-awareness Emotional awareness, Accurate self-assessment, Self-confidence • Self-management Self-control, Trustworthiness, Conscientiousness, Adaptability, Achievement Orientation Initiative • Social awareness Empathy, Organisational awareness, Service orientation • Social skills Developing others, inspiring and guiding, Influence, Communication, initiating or managing change Negotiating and resolving disagreements, Building bonds, Teamwork and collaboration Source: Goleman (1998)

  14. Managing the Tranches Identifying a Programme Delivering the Capability Defining a Programme Realising the Benefits Starting Up a Project Controlling a Stage Initiating a Project Managing Product Delivery Managing Stage Boundaries Process Model Closing a Programme Getting Started Making Progress Closing Down Closing a Project

  15. Emotional rollercoaster +ve emotion Providing a solution Building the team Coaching for performance Problem solving & making progress New project Handover & implementation Realisation of hard work Negotiating deadlines Conflict management -ve emotion

  16. Where next? Interpersonal skills for projects and programmes Leadership Skills Communication Skills Team Management Skills Coaching and Mentoring Skills Problem solving and decision Making Skills Negotiation Skills Conflict Management Skills

  17. Best Practice User Group™ aims to be the official user group of choice for programmes, projects and risks.Our mission: To help users adopt, use, share and shape the application of OGC PPM Products www.usergroup.org.uk 0845 0548038 admin@usergroup.org.uk

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