Chapter 4 1. 1. Understand how project management is a “leader intensive” profession. 2....
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Transcript of Chapter 4 1. 1. Understand how project management is a “leader intensive” profession. 2....
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Leadership and the Project Manager
Chapter 4
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1. Understand how project management is a “leader intensive” profession.
2. Distinguish between the role of a manager and the characteristics of a leader.
3. Understand the concept of emotional intelligence as it relates to how project managers lead.
4. Recognize traits that are strongly linked to effective project leadership.
5. Understand the implications of time orientation on project management.
6. Identify the key roles project champions play in project success.
7. Recognize the principles that typify the new project leadership.
8. Understand the development of project management professionalism in the discipline.
Learning Goals
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Leadership
“The ability to inspire confidence and support among the people who are needed to achieve organizational goals.”
Project management is leader intensive!
“For the project manager, leadership is the process by which he or she influences the project team to get the job done!”
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Leaders Vs. Managers Managers have official titles in an organization
with administration duties; plan, direct, and control the behaviors of others.
Leaders focus on interpersonal relationships rather than administration; inspiring, motivating, and influencing others in pursuit of a goal.
Important differences exist between the two:• Creation of purpose • Outcomes
• Network development
• Focus
• Execution • Time-frame
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Concerns Managers LeadersCreation of Purpose Focus on plans and budgets;
creates steps, timetables for
achieving results and looks for
resources to support goals.
Establishes direction; creates a
vision and the strategies
needed to achieve it.
Developing a Network for
Achieving the Agenda
Organizes and staffs; creates
structure for achieving the
plans; delegates responsibility
and authority; develops
procedures to guide behavior;
creates monitoring systems.
Aligns people with the target;
communicates direction by
word and deed to those whose
cooperation is needed; creates
teams that understand and
share the project’s vision.
Differences Between Managers and Leaders
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Concerns Managers LeadersExecution Controls and solves problems;
monitors results and applies
corrective action.
Motivates and inspires;
energizes people to overcomes
obstacles and show personal
initiative.
Outcomes Produces a degree of
predictability and order; seeks
to maintain the status quo.
Produces change; challenges the
status quo.
Focus Efficiency of operations Effectiveness of outcomes
Time-Frame Short-term, avoiding risks,
maintaining and imitating.
Long-term; taking risks,
innovating and originating.
Differences Between Managers and Leaders
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Differences Between Managers and Leaders
administer
Demand respect
maintain the status quo focus on systems
strive for control
short-term view
focused on the bottom lineimitate
do things right
state their position
innovate
Command respect
develop new processes focus on people
inspire trust
have long-term goal
focused on potentialoriginate
do the right thing
earn their position
LEADERS
MANAGERS
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How the Project Manager Leads
Project managers function as mini-CEOs and manage both “hard” technical details and “soft” people issues.
Project managers: acquire project resources motivate and build teams have a vision and fight fires communicate
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Projects may be underfunded in the concept stage for a variety of reasons:◦ Deliberately vague goals, allows the project to be fluid◦ No top management sponsor◦ Requirements (resources) understated to get project
accepted◦ Insufficient funds – too many projects occurring◦ Distrust between top managers and project managers
thinking the needs have been padded
Note: Resources can be considered either personnel or raw material
Acquiring Resources
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Motivation ultimately comes from within us Each of us decides whether we will become
motivated to do the work we are assigned Successful project managers must
recognize they need to be able to ◦ Recognize talent◦ Recruit it◦ Mold a team of collaborative workers◦ ….apply motivational techniques as necessary
Motivating and building teams
See Herzburg Article - How to Motivate
Definition: The general desire or willingness of someone to do something.
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Motivating and building teams
http://despair.com/motivation.html
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CommunicationIt is critical for a project manager to maintain strong contact
with all stakeholders.
If they do not know what you are doing, they may assume you are doing nothing.
Productive project meetings feature task oriented and group maintenance behaviors and serve to:
update all participants on project status increase understanding of the goal drive commitment on how the team member fits into the
team make decisions as a group provide visibility of the project status
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Leadership & Emotional IntelligenceEmotional intelligence refers to leaders’ ability to understand that effective leadership is part of the emotional and relational transaction between subordinates and themselves.
Five elements characterize emotional intelligence:
Self-awareness
Self-regulation
Motivation
Empathy
Social skill
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A number of studies on effective project leadership reveals these common themes:
Effective communication Flexibility to deal with ambiguity Works well with the project team Skilled at various influence tactics Encouraging Honest
What do you think would make an effective project leader?
Traits of an Effective Project Leader
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1. Organizing under conflict – ability to manage and handle conflict
2. Experience – know how/where to get task done
3. Decision making
4. Productive creativity – implement innovative ideas
5. Organize with cooperation
6. Cooperative leadership
7. Analytical thinking
Seven Essential Project Management Abilities
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What are Project Champions?
Champions are fanatics in the single-minded pursuit of their ideas.
Champions can be: Creative originators – the driving force Entrepreneurs – works to sell the idea “Godfathers” - promote and protects Project managers
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Champion Roles
Traditional Duties• technical
understanding• team leadership• coordination & control
of activities• obtaining resources• administrative
Nontraditional Duties• cheerleader• visionary• politician• risk taker• ambassador
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Identify and encourage their emergence
Encourage and reward risk takers
Remember the emotional connection Champions may have to their project
Free Champions from traditional management roles so they can focus on effectivity not efficiency
Creating Project Champions
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Match personalities to project work
Use training programs to formally commit to project management
Develop a unique award system for project managers
Identify a distinct career path for project managers
Steps to Developing Project Management Professionals
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The “New” Project LeadershipFour competencies determine a project
leader’s success:
1. Understanding and practicing the power of appreciation of other’s talents.
2. Reminding people what’s important compared to the trivial many.
3. Generating and sustaining trust with team members.
4. Aligning, not dominating team members.
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Project work is becoming the standard for many organizations to achieve their goals
There is a critical need to upgrade the skills of current project workers through continual training and skill development
Project managers and support personnel need dedicated career paths where project management is a permanent career choice
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Growing Professionalism of Project Management
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1. The chapter stressed the idea that project management is a “leader intensive” undertaking. Discuss in what sense this statement is true.
2. How do the duties of project managers reinforce the role of leadership?
3. What are the key differences between leaders and managers?
4. Discuss the concept of emotional intelligence as it related to the duties of project managers. Why are the five elements of emotional intelligence critical to successful project management?
5. Consider the studies on trait theories in leadership. Of the characteristics that emerge as critical to effective leadership, which seem most critical to project managers? Why?
Chapter 4 Review and Discussion
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6. At the back of the chapter (page 129) is a Future Time Perspective scale. After completing it, determine whether you have a future time perspective, present time perspective, or past time perspective. What are the implications for the types of tasks you enjoy performing? How will your preferences lead to strengths and weaknesses in managing projects?
7. Why are project champions said to be better equipped to handle the “non-traditional” aspects of leadership?
8. Consider the discussion of “new project leadership.” If you were asked to formulate a principle that could be applied to project leadership, what would it be? Justify your answer.
Chapter 4 Review and Discussion