1.
Project Management –
Implementation (5)
8/13/2017 1Arch. Dania Abdel-Aziz/ Lecture 11
University of Jordan
Year 2016/2017
Second Summer Semester
Arch. Dania Abdel-Aziz

2.
Content
1. Steps / Phases
2. Partial techniques and tools per step
1. 1. PROJECT INITIATION
2. 2. PROJECT PLANNING & SCHEDULING
3. 3. PROJECT CONTROL
4. 4. PROJECT TERMINATION / EVALUATION
3. Related software
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3.
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Why do people make the difference?
• Human capital is essential to any organization’s long-term performance
success.
• Organizations perform better when they treat their employees better.
• Human resources are key to organizational success or failure.
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4.
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• Building high performance work environments depends on having people
with the following qualities:
Why do people make the difference?
Work ethic AmbitionAmbition
and energy Knowledge
Creativity
Motivation
Sincerity
collaborativecollaborative
Curiosity
Judgment
and maturity
Judgment
and maturity
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5.
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What is strategic human resource management?
• Major human resource management responsibilities:
Attracting a quality
workforce
Human resource
planning,
recruitment, and
selection
Developing a
quality workforce
Employee
orientation,
training and
development, and
performance
appraisal.
Maintaining a
quality workforce
Career
development,
work-life balance,
compensation and
benefits, employee
retention and
turnover, and
labor-management
relations.
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6.
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What is strategic human resource management?
Discrimination in employment
– Occurs when someone is denied a job or
job assignment for reasons that are not
job relevant.
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7.
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What is strategic human resource management?
Employment equity
– An effort to give preference in
employment to Aboriginals, women,
visible minorities, and people with
physical/mental disability.
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8.
HOW DO ORGANIZATIONS ATTRACT
A QUALITY WORKFORCE?
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9.
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How do organizations attract a quality workforce?
• Human resource planning analyzes an organization’s HR needs and how to
best fill them.
Steps in the HR planning process:
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10.
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How do organizations attract a quality workforce?
The foundation of human resource planning is job
analysis.
– The orderly study of job facts to determine
just what is done, when, where, how, why,
and by whom in existing or potential new
jobs.
Job analysis provides information for
developing:
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Job descriptions. Job specifications.

11.
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12.
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How do organizations attract a quality workforce?
Recruitment
– Activities designed to attract a qualified pool of
job applicants to an organization.
– Steps in the recruitment process:
• Advertisement of a job vacancy.
• Preliminary contact with potential job candidates.
• Initial screening to create a pool of qualified applicants.
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13.
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Study Question 3: How do organizations attract
a quality workforce?
 Recruitment methods:
– External recruitment — candidates are sought from
outside the hiring organization.
– Internal recruitment — candidates are sought from within
the organization.
– Traditional recruitment — candidates receive information
only on most positive organizational features.
– Realistic job previews — candidates receive all pertinent
information.
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14.
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How do organizations attract a quality workforce?
Selection
Choosing from a pool of applicants the person or persons who offer the
greatest performance potential.
Selection Steps
1. Completion of a formal application form.
2. Interviewing.
3. Testing.
4. Reference checks.
5. Physical examination.
6. Final analysis and decision to hire or reject.
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15.
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Steps in the selection process: the case of a rejected
job applicant.
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16.
DEVELOP A QUALITY WORKFORCE
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17.
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How do organizations develop a quality workforce?
• Socialization
– Process of influencing the
expectations, behavior, and
attitudes of a new employee
in a way considered desirable
by the organization.
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• Orientation
– Set of activities
designed to
familiarize new
employees with their
jobs, coworkers, and
key aspects of the
organization.

18.
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How do organizations develop a quality workforce?
• Training
A set of activities that
provides the opportunity
to acquire and improve
job-related skills.
On-the-job training
– Job rotation.
– Coaching.
– Mentoring.
– Modeling.
Off-the-job training
– Management
development.
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19.
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How do organizations develop a quality workforce?
• Performance
management systems
ensure that—
– Performance standards and
objectives are set.
– Performance results are
assessed regularly.
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• Performance appraisal
– Formally assessing someone’s
work accomplishments and
providing feedback.
– Purposes of performance
appraisal:
• Evaluation — lets people
know where they stand
relative to objectives and
standards.
• Development — assists in
training and continued
personal development of
people.

20.
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Sample behaviorally anchored rating scale for
performance appraisal
How do organizations develop a quality workforce?

21.
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How do organizations maintain a quality workforce?
 Career development
– Career — a sequence of jobs that constitute what a person does for a
living.
– Career path — a sequence of jobs held over time during a career.
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22.
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Work-life balance
How people balance career demands with personal and family needs.
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23.
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24.
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25.
THE #1 QUESTION YOU MUST
ANSWER
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26.
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• What should I do with my life?
• How do I find my passion?
• What is my purpose?

27.
WHY ARE YOU STUCK?
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28.
• The first thing you must get clear on is “why” are you stuck or not sure
what you should do with your life?
Because you have been living life by other people’s rules.
• Whether it is your parents, friends, relatives, or society, you have been
bouncing around like a pinball in a pinball machine doing what other
people expect of you.
The keyword here is “expect”.
• All too often, people make choices and live their life based upon what they
think is expected of them so they go about their life doing that until they
wake up one day, realize how unhappy they really are, and then go to
Google and search…
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29.
So you must be ready to take full responsibility for your life and
stop doing what others expect of you and listen to your heart
and do what is best for you.
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30.
What do you want? What do you really want
from your life?
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31.
• To find that answer, you must answer these questions:
1. What does success mean to me?
2. What do I want my lifestyle to look like?
3. How much money do I want to make?
4. How do I want to contribute to society?
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32.
1. WHAT DOES SUCCESS MEAN TO
ME?
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33.
Everyone has a different definition of what success
means to them.
• For some people it means a lot of money, big house, and a fancy car, being
able to spend their time raising children, travelling the world, surfing,
playing golf, and so on.
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34.
2. WHAT DO I WANT MY LIFESTYLE TO
LOOK LIKE?
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35.
Lets assume for a moment that you sleep 7 hours a day. This means
that you have 17 hours a day you are awake.
• How do you want to spend those 17 hours?
• What does it look like to you?
This is called Life By Design and you need to consciously decide how
you want to spend your 17 hours a day. Each minute of your life
MUST be put towards what you say you want.
Your time is your money.
You must invest your time in the things you say you want. Most people
are wasting time on things they shouldn’t be doing.
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36.
3. HOW MUCH MONEY DO I WANT TO
MAKE?
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37.
This is a tough one for most people. Why?
Because they want to make a lot of money but don’t want to work for it.
• Am I okay making less money so I have time for the things I enjoy?
• Will I get my enjoyment from the work I do which also makes a lot of
money?
• Am I willing to sacrifice some time now to make a lot of money so that I
can have more time later for the things I truly enjoy?
As you can see, there are some tough decisions here.
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38.
4. HOW DO I WANT TO CONTRIBUTE
TO SOCIETY?
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39.
• Now you need to figure out what you want to do for work.
• It is important to contribute to society in a meaningful way so that you
feel a sense of accomplishment.
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40.
DOES THIS OVERWHELM YOU?
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41.
YOU HAVE TWO CHOICES…
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42.
References
• Chapter 14 of Management, Canadian Edition, Schermerhorn  Wright,
John Wiley & Sons Canada, Ltd.
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