Alas! We have come to the final topic of Project Management, the project implementation.
In project implementation, there are four steps to consider: project proposal, surveys, training design, and actual training.
First, project proposals should be clearly and concisely written. It should contain the salient points of the project. The objectives should be SMART and an accurate timeframe and budget should be prepared. The project should also be relevant to its target audience.
In order to know what the target audience would want in the project, a reflective survey of what needs to be fins out should be handed out. The learning style, interests, and skills of the respondents should be reflected in the survey. It should be reader-friendly and relevant to the topic. Asking the right questions, therefore, should be prioritized.
The analysis of the survey is important for the training design. SInce the survey reflects the accumulated interests of the target audience, the person in charge of the training design should accomplish a plan that is reflective of their answers. If the audience are visual learners, then more pictures or video presentations should be shown so that the topic and the project will be internalized.
Lastly, the person in charge of the actual training should engage his or her audience to listen to her or follow her instructions. he or she must be bold, persuasive, influential, and accommodating. The said person should exude an aura of authority if people do not want to follow instructions. However, she should also be kind and compassionate to those who cannot follow her pace.
Projects are very vulnerable to risks. When internal and external shocks hit, the project may be paralyzed up to the point of it being non-executable. To manage risks, the team should be able to analyze the probability of the risk happening. If there is an outdoor event, what is the probability of raining during the actual event? Then set contingency plans. It is not enough to have Plan B only. Make more plans, just in case the others would not work. Where would the participants go if it rained?
Every project is a collaborative effort of the support staff, manager, and leader. The leader is good at anticipating events, thereby mitigating and assist risks. The managers, on the other hand, sees the big picture. They set the concrete tasks and plans the activities. They are action oriented and the main motivators. Lastly, the support staff are the foot soldiers of the project. They execute the tasks that needed to be carried out.
Monday, February 15, 2010
Negotiations and Decision-Making
In project management, project managers will oftentimes be faced with a lot of possibilities and ways as to how to proceed. However, he can only choose one.
Whether it be internal or external negotiations, there are a few things to be mindful of. First, be objective. Do not let the emotions overpower you. Focus on the interests of the project. Disregard the feelings of anger or angst that you may have with your negotiators. Second, be clear on what you want. Directly convey the message that you want others to know. If it is against the majority, then decision making approaches should be enacted.
There are six decision making approaches: consensus, majority vote, minority delegation, averaging, expert's choice, and authority rule with and without discussion. Each approach has its own advantages and disadvantages. For example, majority vote is used if the decision is not quite important. Decision can be made right away. However, using majority vote will not make everyone happy. The task of the project manager is to know which approach to use. Group thinking often increases cohesiveness and unity. Different personalities will participate and some may stand out from the rest. Reevaluation of options should be constantly done to arrive at the optimal solution.
These things are easier said than done. Oftentimes, arguments will emerge due to contrasting views. However, what we must first check is maybe the two sides should not argue. Maybe there are similar points and that they can reach into a compromise. Usually, this is seen only after all the arguments and rebuttals have been thrown out. What is needed is a little lowering of pride and acceptance of the proposed compromise.
I often fail to take note of these on group projects. When a decision is needed to be made, I always use authority rule with discussion. My thinking is that they would not vote for me as the team leader if they did not believe in my leadership nor reasoning skills. When it comes to make a decision as a group, and different viewpoints are present, I hear them out first and then make the decision. Sometimes, I think I am right but sometimes, I let my emotions overrule me. For example, one teammate did not participate as much as we did last exercise. When another group exercise is given, I often give him the hardest part even though others would have answered the same part better and easier.
Whether it be internal or external negotiations, there are a few things to be mindful of. First, be objective. Do not let the emotions overpower you. Focus on the interests of the project. Disregard the feelings of anger or angst that you may have with your negotiators. Second, be clear on what you want. Directly convey the message that you want others to know. If it is against the majority, then decision making approaches should be enacted.
There are six decision making approaches: consensus, majority vote, minority delegation, averaging, expert's choice, and authority rule with and without discussion. Each approach has its own advantages and disadvantages. For example, majority vote is used if the decision is not quite important. Decision can be made right away. However, using majority vote will not make everyone happy. The task of the project manager is to know which approach to use. Group thinking often increases cohesiveness and unity. Different personalities will participate and some may stand out from the rest. Reevaluation of options should be constantly done to arrive at the optimal solution.
These things are easier said than done. Oftentimes, arguments will emerge due to contrasting views. However, what we must first check is maybe the two sides should not argue. Maybe there are similar points and that they can reach into a compromise. Usually, this is seen only after all the arguments and rebuttals have been thrown out. What is needed is a little lowering of pride and acceptance of the proposed compromise.
I often fail to take note of these on group projects. When a decision is needed to be made, I always use authority rule with discussion. My thinking is that they would not vote for me as the team leader if they did not believe in my leadership nor reasoning skills. When it comes to make a decision as a group, and different viewpoints are present, I hear them out first and then make the decision. Sometimes, I think I am right but sometimes, I let my emotions overrule me. For example, one teammate did not participate as much as we did last exercise. When another group exercise is given, I often give him the hardest part even though others would have answered the same part better and easier.
Volunteerism
There is power in numbers.
The more, the merrier.
There is a common notion that it is better to have more people around you than less. However, in project management, this may not always be the case. Although more volunteers may mean that the project is attractive, this may result to overcrowding. The number of volunteers is not directly related to the success of the project. There may be too many chefs in the kitchen.
On the other hand, lacking of volunteers is not also a good thing. It may be a sign that the project is not valuable or good enough so that volunteers may come and help with the project.
The optimal number of volunteers still depends on what type of volunteers does the project need. If there are too many volunteers, then we have to screen them out. Not everyone may be helpful for the project. Each member has his or her own strengths and weaknesses and human resource managers should be able to detect these. Meanwhile, the lack of volunteers may be seen as a challenge. Are these quality volunteers? Again, screening volunteers is a must for task delegation.
My most important learning from Shane Ahn's round table discussion on volunteerism has to be the need of motivated volunteers. In the end, your volunteers might have the necessary skills you need for the project but they may be overconfident that they do the tasks very well. On the other side, some volunteers may be too shy because they do not know if they will be able to do the right thing. Both kinds of volunteers will be present, most of the time, in projects. What is important is proper training and motivation. If they are motivated enough, they will whole-heartedly carry out the tasks given to them.
The more, the merrier.
There is a common notion that it is better to have more people around you than less. However, in project management, this may not always be the case. Although more volunteers may mean that the project is attractive, this may result to overcrowding. The number of volunteers is not directly related to the success of the project. There may be too many chefs in the kitchen.
On the other hand, lacking of volunteers is not also a good thing. It may be a sign that the project is not valuable or good enough so that volunteers may come and help with the project.
The optimal number of volunteers still depends on what type of volunteers does the project need. If there are too many volunteers, then we have to screen them out. Not everyone may be helpful for the project. Each member has his or her own strengths and weaknesses and human resource managers should be able to detect these. Meanwhile, the lack of volunteers may be seen as a challenge. Are these quality volunteers? Again, screening volunteers is a must for task delegation.
My most important learning from Shane Ahn's round table discussion on volunteerism has to be the need of motivated volunteers. In the end, your volunteers might have the necessary skills you need for the project but they may be overconfident that they do the tasks very well. On the other side, some volunteers may be too shy because they do not know if they will be able to do the right thing. Both kinds of volunteers will be present, most of the time, in projects. What is important is proper training and motivation. If they are motivated enough, they will whole-heartedly carry out the tasks given to them.
Media and Communication
We were very lucky to have Juhani, Ms. Pottier's husband, to discuss the power of media and communication. For this blog, I will be discussing my reflection on media and communication and not on their cute love story. Although, I am not sure if cute is the right term. Maybe international would be better since they have this certain thing on going to different countries.
First, Juhani shared the importance of communication, internally and externally, in project management. Internal communication means the exchange of ideas of every member of the project. Internal communication is particularly helpful in project management because it promotes a healthy and open environment for all members. If a member knows that he can openly give suggestions or tasks, he would be confident enough to share his ideas or comments regarding, for example, a certain part of the project. The work place may become a venue for ideas, good and bad, to flourish. On the other hand, external communication is the exchange of information between the project and outside. If I want my project to be known, then I should hire an eloquent press release officer. Moreover, my externals team should think of persuasive ideas so that people would be interested with the project. The more interested people are translates to more donors or advertisers willing to fund the project.
The media is a wide and effective environment to make the project known. However, this outlet also has its drawbacks. If the press release officers of my project fail to deliver out clear, persuasive, and relevant information to the media, then the project will be put into bad light. It is important to relay only the necessary information readers, viewers, or listeners need to know regarding your project.
In order to write a good press release, writers should be able to give all the necessary information using only a little amount of words. Readers would not want to read a very long article. It should be concise and straight to the point. However, creativity should still be evident in the articles. No matter how important the article is, it would be useless if readers will not notice it because of a unappealing heading. Identification of the audience is necessary since the article would revolve around them. What would these people want to read?
I cannot deny that media and communication is not my forte. I have a hard time writing appealing, grammatically correct, and sensible articles. My style of writing is always formal since I am used to write only when papers are required. However, as a reader, I am also part of this media world. I know what good articles are because I know precisely what to look for in an article or a book. Even on Twitter, I would not click a link that does not appeal to my interests like entertainment, politics, and economics. On projects, if I were a donor, I would like the facts to be presented in an organized and logical manner. Media officers should be persuasive enough to convince me to give them my money. In he future, I would certainly want to attend classes regarding article writing and persuasive talking.
First, Juhani shared the importance of communication, internally and externally, in project management. Internal communication means the exchange of ideas of every member of the project. Internal communication is particularly helpful in project management because it promotes a healthy and open environment for all members. If a member knows that he can openly give suggestions or tasks, he would be confident enough to share his ideas or comments regarding, for example, a certain part of the project. The work place may become a venue for ideas, good and bad, to flourish. On the other hand, external communication is the exchange of information between the project and outside. If I want my project to be known, then I should hire an eloquent press release officer. Moreover, my externals team should think of persuasive ideas so that people would be interested with the project. The more interested people are translates to more donors or advertisers willing to fund the project.
The media is a wide and effective environment to make the project known. However, this outlet also has its drawbacks. If the press release officers of my project fail to deliver out clear, persuasive, and relevant information to the media, then the project will be put into bad light. It is important to relay only the necessary information readers, viewers, or listeners need to know regarding your project.
In order to write a good press release, writers should be able to give all the necessary information using only a little amount of words. Readers would not want to read a very long article. It should be concise and straight to the point. However, creativity should still be evident in the articles. No matter how important the article is, it would be useless if readers will not notice it because of a unappealing heading. Identification of the audience is necessary since the article would revolve around them. What would these people want to read?
I cannot deny that media and communication is not my forte. I have a hard time writing appealing, grammatically correct, and sensible articles. My style of writing is always formal since I am used to write only when papers are required. However, as a reader, I am also part of this media world. I know what good articles are because I know precisely what to look for in an article or a book. Even on Twitter, I would not click a link that does not appeal to my interests like entertainment, politics, and economics. On projects, if I were a donor, I would like the facts to be presented in an organized and logical manner. Media officers should be persuasive enough to convince me to give them my money. In he future, I would certainly want to attend classes regarding article writing and persuasive talking.
How will I succeed with my Project?
The in/famous Robin Hood case study was again put into use in the discussion of why projects fail. This time around, Robin Hood was very domineering and manipulative. He was a jerk. He did not want to hear the concerns of the others. He is not flexible since he only wants to stick with the meeting agenda. The team, on the other hand, was so angry or pissed off. They were participative at first but they lost motivation to continue to help with the project. The meeting would have been successful if Robin had listened actively and relaxed a little bit. He needed to develop his interpersonal skills, learn how to manage expectations, and be open-minded.
Conflicts like these can be managed if we view each factor objectively. First, for Robin Hood, we described how he handled the meeting. Categorizing descriptions if they point out to the style or content is important so we know where to focus on. In reforming, we should focus on changing the content characteristics first. Some of these characteristics are lack of organization, planning, and agenda. It is important to keep in mind that meetings are just the tip of the iceberg. The project implementation is the most important part of every project. However, to get to that point, meetings should be organized. Leaders should present the agenda so that everyone is on the same page.
Projects fail because there are lack of lack of alternative plans, overconfidence/lack of confidence, goals set were unrealistic, and poor time management to name a few. 85% of projects fail because of missed deadlines, poor quality or functionality, budget overspending, and damaged team morale. In order to be successful in any project, we should all get FAT.
By FAT, we meant Focus, Attention to Quality, and Teamwork. We should focus to our desired goals or objectives. If we want to reach the project implementation day, then all the necessary steps should have been done. As much as possible, do not miss deadlines. The attention given to the quality of the project should be undivided. Quality does not equate to overspending. It is the maximization of the utility you can get from your resources. Proper delegation of tasks and allocation of resources should be prioritized. Lastly, everyone should work as a team. If the leader always wants to do things his or her way, then say outright that he or she has a problem. Always remember to discuss the agenda so that no one is left behind. Lastly, take notes. The historian or the underground leader has the ability to take the power of the leader and put it in the hands of the people who really do care about the project.
Our supposedly Seniors' Project of the student council for the seniors of the School of Social Sciences did not push through mainly because of these factors. First, we always missed deadlines. As the co-head of this supposedly batch project, I missed deadlines for the passing of project proposals. As a result, the modifications that should be made were not done immediately. The project, which should have been implemented on the first week of February was set to the third week of February. However, due to time constraints and the additional load to the seniors because of earlier academic freedom, we were forced to cancel the project to focus on our academics. I was not able to utilize the functions of my team probably because there was not enough incentive for them to attend meetings.
Conflicts like these can be managed if we view each factor objectively. First, for Robin Hood, we described how he handled the meeting. Categorizing descriptions if they point out to the style or content is important so we know where to focus on. In reforming, we should focus on changing the content characteristics first. Some of these characteristics are lack of organization, planning, and agenda. It is important to keep in mind that meetings are just the tip of the iceberg. The project implementation is the most important part of every project. However, to get to that point, meetings should be organized. Leaders should present the agenda so that everyone is on the same page.
Projects fail because there are lack of lack of alternative plans, overconfidence/lack of confidence, goals set were unrealistic, and poor time management to name a few. 85% of projects fail because of missed deadlines, poor quality or functionality, budget overspending, and damaged team morale. In order to be successful in any project, we should all get FAT.
By FAT, we meant Focus, Attention to Quality, and Teamwork. We should focus to our desired goals or objectives. If we want to reach the project implementation day, then all the necessary steps should have been done. As much as possible, do not miss deadlines. The attention given to the quality of the project should be undivided. Quality does not equate to overspending. It is the maximization of the utility you can get from your resources. Proper delegation of tasks and allocation of resources should be prioritized. Lastly, everyone should work as a team. If the leader always wants to do things his or her way, then say outright that he or she has a problem. Always remember to discuss the agenda so that no one is left behind. Lastly, take notes. The historian or the underground leader has the ability to take the power of the leader and put it in the hands of the people who really do care about the project.
Our supposedly Seniors' Project of the student council for the seniors of the School of Social Sciences did not push through mainly because of these factors. First, we always missed deadlines. As the co-head of this supposedly batch project, I missed deadlines for the passing of project proposals. As a result, the modifications that should be made were not done immediately. The project, which should have been implemented on the first week of February was set to the third week of February. However, due to time constraints and the additional load to the seniors because of earlier academic freedom, we were forced to cancel the project to focus on our academics. I was not able to utilize the functions of my team probably because there was not enough incentive for them to attend meetings.
The Human Brain
The human brain is a complex organ. No one can even comprehend how the human brain comprehends. That is why the topic in the human brain was one of the more interesting topics in project management. It also is a breather, at least one meeting slightly away from projects.
Everything is processed by the human brain. It does not matter if you are an auditory, visual, or kinesthetic type of person. What we see, hear, taste, feel, and smell are all comprehended by the human brain, and it sends signals to the other parts of the body for a proper reaction.
The brain has four modes. Mode 1 is the basal left - the part of the brain that primarily functions when learning and performing established consequences. Mode 2 is the basal right for the creation of harmony. Mode 3 is the frontal right which works when we need to find new solutions. Lastly, mode 4 is the frontal left that is utilized when diagnosis and repair is needed.
Most of the time, modes 1 and 4 are the parts which always function for me. For example, in learning Econometrics, my Mode 1 is put into use. I write down the step-by-step procedure as to how I can proceed with the problems. During exams, Mode 4 is being used frequently because I have to find solutions to answer the problems. The teacher, of course, does not give questions during exams that can be answered in the same manner as that of the assignments or seat works. I have to find my own solution, but still referring to the established sequence I knew.
Everything is processed by the human brain. It does not matter if you are an auditory, visual, or kinesthetic type of person. What we see, hear, taste, feel, and smell are all comprehended by the human brain, and it sends signals to the other parts of the body for a proper reaction.
The brain has four modes. Mode 1 is the basal left - the part of the brain that primarily functions when learning and performing established consequences. Mode 2 is the basal right for the creation of harmony. Mode 3 is the frontal right which works when we need to find new solutions. Lastly, mode 4 is the frontal left that is utilized when diagnosis and repair is needed.
Most of the time, modes 1 and 4 are the parts which always function for me. For example, in learning Econometrics, my Mode 1 is put into use. I write down the step-by-step procedure as to how I can proceed with the problems. During exams, Mode 4 is being used frequently because I have to find solutions to answer the problems. The teacher, of course, does not give questions during exams that can be answered in the same manner as that of the assignments or seat works. I have to find my own solution, but still referring to the established sequence I knew.
On Intelligence Type, Preferred Learning Styles, and Working Styles
The second part of the module is a discussion on self-assessment. As a primer, we were asked to answer the Multiple Intelligences Test, to assess our strengths. My top three strengths are musical, interpersonal, and logical-mathematical.
I am a musical person. When studying, writing a paper, or reading, I need to turn on my music player because it prevents me from sleeping. I play the organ and violin. I have also tried playing other instruments such as lyre, marimba, guitar, and drums, although I did not pursue these instruments. Showering is actually one of my happiest minutes of my day because I get to sing and no once could hear me. Haha.
I guess I can also say that I am an interpersonal person. Most of the time, I am sensitive to the feelings of others. I think before I act to make sure that I do not hurt anyone. I get to talk to a lot of people and possibly influence them to do the same things (evil or not). However, public speaking is not my forte. I tend to become too nervous when speaking to a large number of people and then my train of thought gets lost.
I find numbers easier to understand. In general, I can say that I am better in Math (or Economics) than the other Humanities subjects like English, Philosophy, and Theology. I understand concepts better if it had equations, formulae or graphs. Pure texts just do not work for me.
As expected, my weaknesses include bodily-kinesthetic and spatial-visual. I am not really a sporty person. I only lay badminton, and sometimes, bowling, frisbee, and table tennis. I have an irregular exercise pattern. For 2 weeks, I would jog every morning and then I would not hit the park for 3 months. Hence, my body built. Moreover, I am poor with the arts. During aptitude tests, I find the abstract reasoning part the hardest.
To put these learning styles into practice, we were grouped according to our intelligence type. As a group, we ranked the 15 items according to importance to help us in our space crash activity. As part of the musical group, we immediately grouped the items according to kinds: food, for traveling purposes, and the unimportant ones. Thinking that we need to stay alive because we are in the moon, our first five were all food. However, what we failed to see was that we were on a task to get to the meeting point. We were pre-occupied with staying alive rather than getting to the destination.
I guess the point of knowing one's intelligence type is to understand how you will be able to relay the information you want to convey to others depending on his preferred learning style. Remember that intelligence type is tied up with the learning style. For example, musical people like me is auditory in terms of learning style. In terms of project management, it is good to know the preferred learning style of your audience. Will they better understand the concepts if colorful pictures and pie graphs are present?
It is good that we take advantage of ours and others' strengths but for a holistic formation, everyone should also work around his or her weaknesses. In project management, it is good to invest in weaknesses for the delegation of tasks but too much investment may lead to the deterioration of strengths. On the other hand, focusing too much on strengths may not get the project done. What we are tasked to do is to have a balance of the strengths and weaknesses. Combine the preferred learning style with your weakness. For example, when I study Theology, I sometimes make use of equations. (Preferential Option for the Poor = Information Awareness + Compassion + Change in Attitude + Solidarity)
I am a musical person. When studying, writing a paper, or reading, I need to turn on my music player because it prevents me from sleeping. I play the organ and violin. I have also tried playing other instruments such as lyre, marimba, guitar, and drums, although I did not pursue these instruments. Showering is actually one of my happiest minutes of my day because I get to sing and no once could hear me. Haha.
I guess I can also say that I am an interpersonal person. Most of the time, I am sensitive to the feelings of others. I think before I act to make sure that I do not hurt anyone. I get to talk to a lot of people and possibly influence them to do the same things (evil or not). However, public speaking is not my forte. I tend to become too nervous when speaking to a large number of people and then my train of thought gets lost.
I find numbers easier to understand. In general, I can say that I am better in Math (or Economics) than the other Humanities subjects like English, Philosophy, and Theology. I understand concepts better if it had equations, formulae or graphs. Pure texts just do not work for me.
As expected, my weaknesses include bodily-kinesthetic and spatial-visual. I am not really a sporty person. I only lay badminton, and sometimes, bowling, frisbee, and table tennis. I have an irregular exercise pattern. For 2 weeks, I would jog every morning and then I would not hit the park for 3 months. Hence, my body built. Moreover, I am poor with the arts. During aptitude tests, I find the abstract reasoning part the hardest.
To put these learning styles into practice, we were grouped according to our intelligence type. As a group, we ranked the 15 items according to importance to help us in our space crash activity. As part of the musical group, we immediately grouped the items according to kinds: food, for traveling purposes, and the unimportant ones. Thinking that we need to stay alive because we are in the moon, our first five were all food. However, what we failed to see was that we were on a task to get to the meeting point. We were pre-occupied with staying alive rather than getting to the destination.
I guess the point of knowing one's intelligence type is to understand how you will be able to relay the information you want to convey to others depending on his preferred learning style. Remember that intelligence type is tied up with the learning style. For example, musical people like me is auditory in terms of learning style. In terms of project management, it is good to know the preferred learning style of your audience. Will they better understand the concepts if colorful pictures and pie graphs are present?
It is good that we take advantage of ours and others' strengths but for a holistic formation, everyone should also work around his or her weaknesses. In project management, it is good to invest in weaknesses for the delegation of tasks but too much investment may lead to the deterioration of strengths. On the other hand, focusing too much on strengths may not get the project done. What we are tasked to do is to have a balance of the strengths and weaknesses. Combine the preferred learning style with your weakness. For example, when I study Theology, I sometimes make use of equations. (Preferential Option for the Poor = Information Awareness + Compassion + Change in Attitude + Solidarity)
Emotional Intelligence
The class was divided into four groups and each group was assigned to discuss the following concepts: self-awareness, self-management, social awareness, and interpersonal relational management.
Basically, self-awareness is being secured or conscious of your actions. We focus our attention to ourselves so that we get to assess our strengths and weaknesses. Having self-awareness also exudes a certain level of confidence: "I know what I can do, and I can do it very well. That is not my forte so maybe I can do other stuff." However, this also serves as a gauge as to how far you are willing to push yourself.
Self-management is how to administer myself to reach a goal or objective. Avoiding stressful situations, being flexible and creative, and practicing time management are some of the basic actions to meet the finish line. The values, virtues and even optimism practically help in the attainment of objectives.
Social awareness is being informed - local, national, or global level. It is, of course, not enough that we have enough knowledge on what is happening outside our comfort zones. If we empathize, or even sympathize, with what is happening to the outside world, then you must have felt that you could do something for the situation.
Lastly, interpersonal relational management is how I relate to others. Through capacity-building, I can become a catalyst for social formation. I can influence others.
The important lesson here is that I need to assess myself first before I can proceed with project management. What are my strengths and weaknesses? Given my strengths, how do I then go about with my tasks? Can I properly manage my time so that I can get my work done? Do I need to consider external factors to proceed? How can I gather human resources? Am I influential enough to get people to agree with what I am thinking? Am I open for changes and for the recognition that maybe, the ideas of others are better than mine? It is through constantly reassessing myself and the other factors that surround me that I get to choose which among my qualities and which among the external factors do I need in order to properly manage my project.
Basically, self-awareness is being secured or conscious of your actions. We focus our attention to ourselves so that we get to assess our strengths and weaknesses. Having self-awareness also exudes a certain level of confidence: "I know what I can do, and I can do it very well. That is not my forte so maybe I can do other stuff." However, this also serves as a gauge as to how far you are willing to push yourself.
Self-management is how to administer myself to reach a goal or objective. Avoiding stressful situations, being flexible and creative, and practicing time management are some of the basic actions to meet the finish line. The values, virtues and even optimism practically help in the attainment of objectives.
Social awareness is being informed - local, national, or global level. It is, of course, not enough that we have enough knowledge on what is happening outside our comfort zones. If we empathize, or even sympathize, with what is happening to the outside world, then you must have felt that you could do something for the situation.
Lastly, interpersonal relational management is how I relate to others. Through capacity-building, I can become a catalyst for social formation. I can influence others.
The important lesson here is that I need to assess myself first before I can proceed with project management. What are my strengths and weaknesses? Given my strengths, how do I then go about with my tasks? Can I properly manage my time so that I can get my work done? Do I need to consider external factors to proceed? How can I gather human resources? Am I influential enough to get people to agree with what I am thinking? Am I open for changes and for the recognition that maybe, the ideas of others are better than mine? It is through constantly reassessing myself and the other factors that surround me that I get to choose which among my qualities and which among the external factors do I need in order to properly manage my project.
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