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Editor’s Note: This is the third in a six-part series titled “The Project Manager’s MBA,” which analyzes six key components of leading business practice and applies them to the construction industry. Leading engineering and construction programs around the country have equipped future managers with deep knowledge of concrete, steel, hydraulics, thermodynamics and the properties of materials. Traditionally referred to as the “softer side” of the business, the concepts within many organizational behavior classes become the foundation for senior leadership. Project Organizational Structure Much like the organizational charts that apply to the chain of command within a company, a clear project organizational structure with defined lines of communication must exist for individual projects. MotivationLike it or not, successful managers and superintendents spend the majority of their time motivating not only the individuals on the team but also the multitudes of suppliers and trade contractors who support the organization’s cause.
Additionally, many managers believe that talented tradespeople are motivated through monetary compensation, but in the 1930s and 1940s, the Hawthorne Studies at Western Electric determined that tradespeople’s professional contentment is largely related to their sense of productivity. With a formalized review process for every job, the criteria for judging performance is shown to be clearly objective, steering clear of personality conflicts and favoritism. Serious consideration must be given to that which will allow people to perform at a high level.
In your recent article “The Cost of Bad Project Management”, you cite some astounding statistics on project failure. You say that Behavior-based project management applies the principles of behavioral economics to manage an organization’s emotional economy. You also say that project managers successfully manage people and processes by understanding and putting into practice three key principles: Project team member engagement, Stakeholder engagement, Optimizing performance.
Another point you make is that to implement a behavior-based project management approach, Gallup recommends intervention at the organizational, project management office, and project team levels for optimum impact and results.
Benoit has worked with clients in the financial, manufacturing, aerospace, food and beverage and retail industry. Elearning services thesaurus - The most important thing is to feel comfortable managing your iPad.
Sales management training group - As the author, Antoine de Saint Exupery, highlighted: perfection is not when there's nothing more to add but when there's nothing further to take away. Now there is one more thing that we need to specially in today's environment it needs to be brought out that no project can ever be done well unless the project manager is very conscious of his professional responsibility.
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Professional development essay - I think that -- >> Are you hearing-- Hang on, Samm, is her audio sounding a-- >> Yeah, the audio went a little weird on Samm. The current thinking is that CANVAS commons is potentially on that list of repositories, that will be something we continue to explore. This emphasis on “hard skills” and practical building knowledge has served organizations for many years.
As men and women enter the construction industry, they focus on the technical side of the business.
During the pre-job planning process, all contractors, suppliers and other key personnel should understand their roles, their direct superiors and how communication should be routed. Most projects can be described as horizontal in nature with a project manager and superintendent facilitating the needs of anywhere from 16 to 30 trade contractors and suppliers.
For many older generations, organizational motivation was achieved through intimidation and power. The lessons learned from these studies have led us to shift from the ideology of “A happy worker is a productive worker” to “A productive worker is a happy worker.” When tradespeople feel that they are productive, valued members of a company, they will be motivated to do their best work. Jim Collins, author of “Good to Great,” discusses the importance of having the ability to retain achievers as well as the discipline to remove underachievers. Furthermore, poor performers are provided critical feedback that may allow them to perform better in the future. Often, incentives will not be large compensation increases but rather simple team rewards such as barbecues, symbols of solidarity and other indications that the company values their work.
Schoppman is a consultant with FMI, management consultants and investment bankers for the construction industry. He supports organizations in defining and achieving business objectives using behavioral economic methods. Tell us a little bit about these statistics and why organizations haven’t become better at managing projects, especially large ones in the IT sector?
What is Behavior-based project management and what differentiates it from traditional project management? What advice do you have for project managers who want to try to implement behavior-based project management? Can you give us a brief description of Neuroeconomics and what are some of the insights from this fields that can be useful in the practice of leading projects?
Prior to joining Gallup, Hardy-Vallee was a practice manager at a strategic consulting firm in Toronto.
Now the learning activity ideas and so forth and bring a new territory that your learning community, OK? And you're going to think it's really weird but I'm going to go ahead and tell you since we have time. However, while these skills are obviously important, firms today consistently indicate that their top desire is to find employees with great communication skills.
For them, understanding how structures and projects get built is more important than understanding the people building them.
The image below illustrates a typical project organizational chart as defined during pre-job planning.
Structures such as the one illustrated here aim to limit the number of direct reports while allowing phase-specific foremen the opportunity to lead and manage smaller sectors of the project.
Modern approaches to motivation, however, involve establishing collaborative environments, allowing those involved to feel a sense of responsibility for the success of the project. Many interpret Collins’ commentary to be focused on individuals within the organization, but this concept extends to projects as well.
Regardless of the incentive, the most successful managers are those who focus on removing obstacles so that their people can achieve their organizational goals.


This approach enables organizations to gain higher levels of emotional commitment and performance from their project team members and increased levels of emotional involvement from stakeholders in a way that improves both engagement and performance. He advises clients on strategies that increase organizational productivity and create sustainable growth.
He led a variety of engagements in the utilities, IT, and financial services sectors, and his responsibilities included research and analytics, benchmarking, strategic planning and methodology design. Many of today’s issues in the world of construction are not technical problems but people problems, which can be more difficult to manage. However, as managers and superintendents progress through their careers, reliance on soft skills becomes crucial. Preconstruction meetings have become collaborative discussions rather than instructional sessions.
Creating a formalized post-job review to provide positive feedback as well provides a number of benefits. The time invested in this process is returned in the form of better-performing contractors and suppliers with a higher understanding of the issues important to the firm. Behavior-based project management uses scientific research on human nature and the workplace to develop more effective project teams and to enable better project delivery. He received his doctorate in Philosophy from Ecoles des Hautes Etudes en Sciences Sociales in Paris, France and completed a Project Management Professional (PMP) certification. Whereas technical problems are often overcome with clear solutions, behavioral issues cannot be solved by differential equations, derivatives or consolidation tests.
Project leaders who create this level of buy-in provide a greater motivational tool than those who approach projects from a dictatorial perspective. Effective managers understand the frustration that arises when work and productivity is inhibited and seek to actively remove any such obstacles. Prior to joining FMI, Schoppman served as a senior project manager for a general contracting firm in central Florida. In this interview, Benoit shares his insights on behavior-based project management and how we can apply its principles in our projects. But that is through it, and ready to apply staff training ideas for nonprofits in the market helps students as well as fellow classmates via various methods of generators.
He has completed complex construction projects in the medical, pharmaceutical, office, heavy civil, industrial, manufacturing and multi-family markets.
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