• 3) Individual preferences are transitive.
Nov.28,2001
Wement, Peking University
Postulate 2
• Each individual’s wants are unlimited
• Understanding human behavior is also the fundamental to understanding how person act ---- game.
• We will mainly focus on REMM.
Nov.28,2001
Wanjun Jiang, Guanghua School of Management, Peking University
Nov.28,2001
Wanjun Jiang, Guanghua School of Management, Peking University
• REMMs at work:
• Think about the effects of newly imposed constrains to human behavior. REMMs’ response to a new constrains is to begin searching for substitutes for what is now constrained, a search that is not restricted to existing alternatives. They will invent alternatives that did not previously exist. Examples…...
• There are no need, there only wants, desires. demands. If something is more costly, less will be demanded, than if it were cheaper. ---Cost/benefit analysis.
• Every individual cares, he or she is an evaluator.
• 1) The individual cares about almost everything, knowledge, independent,etc
• 2) REMM is always willing to make tradeoffs and substitutions.
Nov.28,2001
Wanjun Jiang, Guanghua School of Management, Peking University
• Understanding human behavior is fundamental to understanding how organizations function, whether are profitmaking firms, non-profit enterprises, or government agencies.
Nov.28,2001
Wanjun Jiang, Guanghua School of Management, Peking University
A. Planning and Organizing
• 1 Planning
• 1)The technical activities of the project that will produce the project’s objectives:(1) team members’ activities; (2)schedule of the project deliverables.
Objectives
• IDENTIFY:
• What a project manager is
• Why a project manager is needed
• How to perform the role of a project manager
• When a project manager will play a key role in the project
• Planning and organizing
• Controlling and directing the day-to-day activities of a project(s)
• Delivering the project objectives to Sponsor and Steering Committee
REMM
• Resourceful, Evaluative, Maximizing Model
• Postulates 1--4
Nov.28,2001
Wanjun Jiang, Guanghua School of Management, Peking University
Postulate 1
• 2) REMM cannot be satiated. He or she always wants more of some things, material goods/intangible goods
Nov.28,2001
Wanjun Jiang, Guanghua School of Management, Peking University
Nov.28,2001
Wanjun Jiang, Guanghua School of Management, Peking University
II. Project Manager’s Role
Nov.28,2001
Wanjun Jiang, Guanghua School of Management, Peking University
Postulate 3
• Each individual is a maximizer:
• He or she acts so as to enjoy the highest level of value possible. Individuals are always constrained in satisfying their wants--wealth, time, physical laws of nature, limits of their own knowledge about various goods and opportunities, etc can be the constrains---opportunity set----be given and external.
• 2) The project documentation: (1) contract file;(2) project plans;(3)project procedures; (4)financial documentation: invoices to clients; invoices from suppliers; (5)correspondence
Nov.28,2001
Wanjun Jiang, Guanghua School of Management, Peking University
• Keep in mind:
• Almost all the people in the world act as REMMs, REMMs are everywhere ---- GAME between different parties----Try to understand what do your counter-party really want.
• 2) The financial objectives of the project is based on the business case:(1)revenue from deliverables delivered to the client;(2) cost of team members’ labor;(3)cost of deliverables from suppliers;(4)all other project related cost
Nov.28,2001
Wanjun Jiang, Guanghua School of Management, Peking University
• 2. Organizing
• 1) The project team,roles and responsibilities for all team members
• 1) If we designate those things that REMM values positively as GOODS, then he or she prefers more goods to less, GOODS can be anything from art objects to ethical norms.
Nov.28,2001
Wanjun Jiang, Guanghua School of Management, Peking University
Topic 2
PROJECT MANAGER +
PROJECT ORGANIZATION
Nov.28,2001
Wanjun Jiang, Guanghua School of Management, Peking University
I. The Nature of Man
model about human behavior
Nov.28,2001
Wanjun Jiang, Guanghua School of Management, Peking University