1. Problem Definition

I attended a PMP Certification Prep course and it was divided to three parts: 5 days face to face, distance learning and 3 days face to face. The problem is how to accomplish the tasks of distance learning in 13 weeks & pass the exam from first attempt!

2. Identify the Feasible Alternative

The required tasks to be achieved during 13 weeks are as following:-

Posting 13 blogs – already posted one blog.
Writing and Submitting a minimum 2500 words paper.
Searching and submitting 3 templates.
Solving 4 exercises and 16 questions of exams in Rita PMP Exam Prep Book.

3. Development of the Outcome for Alternative

To achieve the required tasks in 13 weeks, I shall try to find a way which is suitable and allows finalizing the required tasks within given time frame as following:-

3.1. Blogs

Implement lessons learnt from first blogs & apply them in subsequent blogs.
Topics selection from work related issues
Learning from colleagues posting & previous PMI groups.
Course instructor feedback.

3.2. Paper

Topic selection shall be work related problem.
Study provided material by course Instructor which is relevant to my topic.
Benefit from the paper format given by the instructor.
Minimize the time between the submissions of the drafts.
Plan to complete the paper before week 10.

3.3. Template

Start work on the template after completion of 11 blogs and the paper.
Dedicating three hours in three consecutive days (1 hour per day).
Complete the templates before week 10.

3.4. Problems Solving

Start solving problems after the completion of 12 blogs, paper and template.
Solve the problems during the weekend

4. Selection Criteria

In order to check the possibility of implementation of my plan I shall adopt the technique of Plan-DO-Check-ACT (PDCA) Cycle ^[1]

5. Analysis and Comparison of the Alternative

The plan setting as per above mentioned (Plan).
The implementation of the plan already started and progressing (DO).
The plan was moved smoothly and found realistic and achievable (Check).
Because the plan is moving smoothly, so I shall continue with same plan (Act)^[1].

6. Selection of the Preferred Alternative

From the above it is very obvious that my plan is realistic and achievable. Another indicator is commitment to achieve the tasks. Anything done by the others can be done by you just need to implement your method and the technique of Plan-DO-Check-ACT (PDCA) Cycle^[2].

7. Performance Monitoring and the Post Evaluation of Result

The technique of Plan-DO-Check-ACT (PDCA) Cycle is good method to assess how realistic is your plan and a good measurement tool for performance & productivity.

There are few disadvantages of this technique and they are as following^[3]:-

Oversimplification of the Improvement Process. In other words, it might tell you there is wrong in your plan but does not tell you how to correct it.
Confusion in the Acronym and that means many of people think the meaning of do is equal to act and in the reality the meaning of act means do after the improvement of the plan.
Ignorance of the “People” Element. People having to adjust to change on a continuous basis and work in an uncertain environment encounter “change fatigue” or disenchantment^[3].

8. Reference:

ASQ organization. (2010, August 5). Plan-Do-Check-Act Cycle (PDCA Cycle) – ASQ. Retrieved August 17, 2014, from http://asq.org/learn-about-quality/project-planning-tools/overview/pdca-cycle.html
Mind-tools. (2008, February 13). Plan-Do-Check-Act (PDCA) – Project Management Tools from MindTools.com. Retrieved August 17, 2014, from http://www.mindtools.com/pages/article/newPPM_89.htm
Nayab, N., & Richter, L. (2013, July 21). Recognizing the Four Major Disadvantages of PDCA Methodologies. Retrieved July 18, 2104, from http://www.brighthubpm.com/methods-strategies/75929-exploring-the-disadvantages-of-pdca-methodologies/
W13.0 – Ahmed AL-Abri- Plan-DO-Check-ACT (PDCA) Cycle, Posted on Sunday, 17 August 2014, 9:47 by ahmedalabri77

W1_Talal Al Nahwi_Tuckman Assessment

1. Problem Definition:

A professional professor who delivers graduate level of programs in Project Management and Oman Oil Company Exploration & Production (OOCEP) both has developed a complete Training Program in Project Management Professional, which was conducted from 31^st of July to 4^th of August 2016 in Muscat, Sultanate of Oman. This training course had a lot of learning tools and plenty of deliverables, for that a team was formed after 5 days Face to Face section and named by “OOCEP PMP Oman 2016”.

The foundation of any team is having a shared commitment to common objectives and the success of this team is by having a great leader to achieved teams goals.

2. Identify the Possible Alternatives:

The basic theory developed by Bruce Tuckman provided us with what has become the staple of group dynamics. His four phases of team formation are (forming, storming, norming, and performing)^[1] as shown in figure (1) ^[3] below:

Figure 1

Features of each phase are discussed below:

Forming – stage 1: High dependence on leader for guidance and direction. Little agreement on team aims other than received from leader. Individual roles and responsibilities are unclear. Leader must be prepared to answer lots of questions about the team’s purpose, objectives and external relationships. Processes are often ignored. Members test tolerance of system and leader. [2]

Storming – stage 2: Decisions don’t come easily within group. Team members vie for position as they attempt to establish themselves in relation to other team members and the leader, who might receive challenges from team members. Clarity of purpose increases but plenty of uncertainties persist. Cliques and factions form and there may be power struggles. The team needs to be focused on its goals to avoid becoming distracted by relationships and emotional issues. Compromises may be required to enable progress. [2]

Norming – stage 3: Agreement and consensus largely forms among the team, who respond well to facilitation by leader. Roles and responsibilities are clear and accepted. Big decisions are made by group agreement. Smaller decisions may be delegated to individuals or small teams within group. Commitment and unity is strong. The team may engage in fun and social activities. The team discusses and develops its processes and working style. There is general respect for the leader and some of leadership is more shared by the team. [2]

Performing – stage 4: The team is more strategically aware; the team knows clearly why it is doing what it is doing. The team has a shared vision and is able to stand on its own feet with no interference or participation from the leader. There is a focus on over-achieving goals, and the team makes most of the decisions against criteria agreed with the leader. The team has a high degree of autonomy. Disagreements occur but now they are resolved within the team positively, and necessary changes to processes and structure are made by the team. The team is able to work towards achieving the goal, and also to attend to relationship, style and process issues along the way. Team members look after each other. The team requires delegated tasks and projects from the leader. The team does not need to be instructed or assisted. Team members might ask for assistance from the leader with personal and interpersonal development. [2]

3. Development of the Outcome of Alternative:

After completing the survey by the team members, the below table shows final results of 10 out of 10 members as shown in table (1) below.

	Name	Forming	storming	Norming	performing
1	Hamood Al Rusheidi	23	21	27	30
2	Abdullah Al Ansari	23	19	31	37
3	Khamis AL Shukhaili	27	26	29	29
4	Mubarak Al Haddabi	22	20	25	31
5	Saud Al Bahri	28	20	28	32
6	Said Al Harrasy	27	22	32	36
7	Nasser Al Julandani	22	17	29	33
8	Salim Al Habsi	25	23	29	32
9	Mamood AL Shamsi	26	21	30	33
10	Talal Al Nahwi	27	18	29	28

Table (1)

4. Selection of Criteria:

Implementing Delphi technique with P80 to the above data shows the below results presented in table (2).

	Forming	Storming	Norming	Performing
Lowest	22	17	25	28
Most Likely	27	21	29	33
Highest	28	26	32	37
Mean	26	21	29	33
St. Dev	1.0	1.5	1.2	1.5
Variance	1.0	2.3	1.4	2.3
P-80	27	22	30	34

Table (2)

From above calculations, it shows that “OOCEP PMP Oman 2016”positioned in “Performing” stage.

5. Analysis and Comparison the Alternative:

From the above Table (2) it shows that the team is at the “Performing stage”, but other numbers are also showing a possibility of struggle between the team members. This might take the team back to “Norming stage”.

6. Selection of the preferred alternative:

The preferred alternative style for the team leader is to delegate authority and develop team members.

7. Performance Monitoring and the Post Evaluation of Result

From the above data analysis, the project manager shall make sure that his team members are driven to reach the same stage by monitoring their deliverables and accomplished work frequently. There shall be another survey during our distance learning to update/confirm the stage of “OOCEP PMP Oman 2016” team.

8. References:

The Collaborative Research Model: Student Learning Teams in Undergraduate Research (n.d.). Basic Group Theory: Tuckman’s Five Stages of Group Development. Retrieved June 8, 2014, fromhttp://tep.uoregon.edu/showcase/crmodel/strategies/basic_group_theory.html

Chapman, A. (2001-2013). Bruce Tuckman’s 1965 Forming Storming Norming Performing team-development model. Retrieved June 8, 2014, from http://www.businessballs.com/tuckmanformingstormingnormingperforming.htm#sthash.ak2Y5rjt.dpuf

Sturgeon, K. (March 10th, 2010). Team Leaders: Is Your Team Storming Or Performing?. Retrieved June 8,2014, fromhttp://blog.teamtrainingunlimited.com/2010/03/10/team-leaders-is-your-team-storming-or-performing/