An introduction to Project Management Principles and Practices, University of California, Irvine. There are two general categories of responsibilities you have as a project manager when you're working with human resource issues. Now Ted starts back down the hall and the phone rings again, and you go oh, yes, nice to talk to you again.

Now, we can, you know, just introduce all the team members, let them see each other, get to know each other, clarify the project, answer any questions along the way. We found out now, that all of a sudden, we have the plumber scheduled in two places at the same time. And, we're going to have to consult Sue and Ed to get information from them, so we can do this, this task properly.

Huge leadership skill that really helps the project move forward, say thanks once in awhile to people. The people that work on these projects are, often weird little parts of the world, living in little huts all over the place. And we need to manage all of the stakeholders and the project team, and the communication plan will be a big important part of that.

So this project is finished, and it's also over budget, because we dumped in some extra overtime or something to spend some more money to get the thing done faster. Typically we find out that 85 to 90% of the problems we're gonna run across on the project or some sorta system issues. Refocus the customer back on the agreements that you made up front, we already had these discussions and we agreed that this is what we're going to do in the project.

We started some electronic number in the system in the organization so that we could charge our time against this project. And it's amazing how powerful and simple little thing can be like getting everybody together just for some sort of a little pizza party at lunchtime. Remember all you have to do, all you have, to get the right person in the right place at the right time doing the right thing with the right tools and the right support on your project, that's your leadership skills.

He didn't wanna hear that this brand new product they were be coming out with wasn't going to be viable in the market place. And this company never released their product at all, and the team was disbanded and all kinds of bad things happened along the way. So the teamwork pieces, a project manager can do all kinds of wonderful things with setting up a good team process where everyone communicates well with each other.

I remember once we defined the scope clearly, once we figure out the quality requirements, at that point we can tell people, well it'll cost this much money and take this amount of time to do this. Darryl's going to figure out okay I have to turn this idea, these electronic signals and these chemicals floating around, into some sort of sound. The mother of these boys, John's wife, a very mild mannered woman who just takes care of everybody and keeps all of this four from flying off the edge of the Earth.

When they finally get into the Performing phase, that's when we can pretty much turn things over to the team and just give them the support they need along the way. And there's equal sharing of responsibility, duties, expertise, the team's working really well together, it's all integrated well, and we just are helping all of that happen along the way. They can work well together, make decisions together, resolve any conflicts that come up, address issues, be creative, they can do all the things we need to do as a team.

This Intervention Grid is based on some work done by Peter Scholtes in his breakthrough book called The Team Handbook. You've just quit the meeting completely, and have gone over to the human dynamics side of things and started to deal with that part of your team. The fourth level that we would ever use is stopping the meeting, and talking to this person right in front of the entire group.

That says potential strategies, oh now how are we gonna gain support from these people and reduce obstacles that they may put up in front of us. We have a project charter, we have a scope statement, we have a work breakdown structure, we have a schedule, we have resource assignments along the way. Well we've laid the schedule out with our experts and we can show people, we have these tools to take care of some of these difficult issues that arise.

Each and every one of them, we can go back and rely on our tools, and then if that doesn't work, what is it that's going to make this person satisfied on a project now? And a lot of this is based on a nice video you might want to look at sometime on YouTube called the Science of Persuasion. A lot of times we can sit down and talk with each other and try to find that area of agreement and expand that out into something that is acceptable to both of us where we say, okay that looks like a perfectly good way to do this.