HUMAN ASPECTS OF PROJECT

MANAGEMENT

INTRO

You can plan, organize and control BUT

project can still FAIL if you mishandle the
human factors.
 HUMAN ASPECTS OF PROJECT
MANAGEMENT

WHY ?

Because managers are not Superman ! They

need other human inputs in order to get the
job done.
Some management books even said that
‘managers get their job done through
others.’
LEADERSHIP & MANAGEMENT

LEADERSHIP
- What are the things I want to accomplish ?
( or, ‘Doing the right things’)
MANAGEMENT
- How can I best accomplish certain things ?
( or, ‘Doing things right’)
 Client
Local
Authorities
NGOs, other
Govt Agencies
(eg. DOE)

Consultants
Marketing PROJECT MANAGER
Manager

Finance Subordinate
Manager (eg. Asst
Contractor Proj Mgr)
HUMAN ASPECTS OF P.M.
Leadership skills
Human relations
Integrity
Knowledge of the trade
Common sense
Keeping your cool
IMPORTANCE OF LEADERSHIP

PEER SKILLS
- the ability to set up and maintain a
network of contacts with equals
LEADERSHIP SKILLS
- the ability to deal with subordinates/team
members and with the kind of
complications created by power, authority
and dependence.
IMPORTANCE OF LEADERSHIP

CONFLICT RESOLUTION SKILLS

INFORMATION MANAGEMENT SKILLS
DECISION MAKING SKILLS
ENTERPRENEURIAL SKILLS
DELEGATION SKILLS
MOTIVATIONAL SKILLS
COMMUNICATION SKILLS (Incl. Listening)
NEGOTIATING SKILLS
SOME GOOD HABITS FOR P.M.

ALWAYS THINK WIN-WIN

(i.e. the abundance mentality)
- try to see life as a cooperative arena, NOT
a competitive arena. Always seek mutual
benefit in all human interactions.
LISTEN EMPHATICALLY
(i.e. not with intent to reply)
 SOME GOOD HABITS FOR P.M.

WORK FOR SYNERGY

1 + 1 = 1 ½ is a compromise.
1 + 1 = 3 or more, IS Synergy.
Valuing the differences is the essence of
synergy – the mental, emotional and
physiological differences between people.
Different ideas between team members will
seek for ‘the better idea’.
STAFF MOTIVATION
MONEY
PRAISE
JOB SATISFACTION (I.e. doing what he is
best at)
JOB CHALLENGE
SUFFICIENT WORKLOAD
PROPER FACILITIES
STAFF MOTIVATION
RESPONSIBILITY AND AUTHORITY
CONDUCIVE SURROUNDING
CLEAR JOB SPECIFICATION
CLEAR LINE OF COMMAND
CLEAR LINE OF COMMUNICATION