ELC 347 project management
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Transcript of ELC 347 project management
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Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 4-1
ELC 347 project management
Day 8
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Agenda• Questions• Assignment 3 Not graded yet
– On my schedule to be graded on Friday
• Assignment 4 posted – Due October 7 @ 12:35 PM
• Quiz 1• October 7• Chapter 1-5• M/C & essay questions
• Integrative Project • part 1 >> Due• Start looking at part 2 on page 162 & 163• Part two will be due on October 18
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Leadership and the Project Manager
Chapter 4
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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 leadership intensive!
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My favorite leadership quote
“Leadership is the art of accomplishing more than the science of
management says is possible.”
General Colin Powell
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For Debate
• Are certain people ”naturally born leaders”?• How can you tell if someone is a leader?• Name a great leader.
– What made them great??
4-6
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Leadership through partnership
• Exchange of purpose• A right to say no• Joint accountability• Absolute honesty
4-7
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Leaders Vs. ManagersManagers have official titles in an organization
Leaders focus on interpersonal relationships rather than administration
Important differences exist between the two on:
•Creation of purpose •Outcomes
•Network development •Execution
•Focus timeframe
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4.1 DIFFERENCES BETWEEN MANAGERS AND LEADERS
Concerns Managers Leaders
Creation 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.
Execution Controls and solves
problems; monitors results
and applies corrective
action.
Motivates and inspires;
energizes people overcome
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.
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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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Acquiring Resources
Project are under funded for a variety of reasons:
vague goals
no sponsor
requirements understated
insufficient funds
distrust between top managers and project
managers
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Communication
It is critical for a project manager to maintain strong contact with all stakeholders
Project meetings feature task oriented and group maintenance behaviors and serve to:
• update all participants• increase understanding & commitment• make decisions• provide visibility
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The project meeting
• Used for both tracking and control• It is NOT a status review meeting• The main purpose of this meeting is to solve
problems
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Project Meeting Guidelines
• Time Horizon– Only discuss activities that are between the last
project meeting and this one• Invite Only those who must contribute
– This is a “working” meeting• Distribute agenda in advance
– Let everyone prepare and make sure everyone is prepared
– Include an up-to-date time scaled network of the time horizon
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Project Meeting Guidelines
• Start and finish exactly on time– 30-45 min
• Keep Meeting focused– No tangents! – Create other meetings for non-agenda items
• Get Updates First – CP activities in order of due date
• Press for Critical Path Solutions– Hottest problems first– Get agreement on solutions and commitment from decision
makers
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Project Meeting Guidelines
• Assign Actions items– Action, name, due date– Everyone gets a copy at the end of the meeting
• Document– Assign a scribe– If it isn’t written, it hasn’t been said– Everyone gets a copy ASAP
• Close the meeting– Ask for recommendations, anticipated problems and/or issues– Set the date for the next meeting
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Traits of Effective Project Leaders
A number of studies on effective project leadership reveal these common themes:
Good communication
Flexibility to deal with ambiguity (without getting
stressed out)
Work well with project team
Skilled at various influence tactics
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Leading & Time OrientationAlignment
• timeline orientation• future time perspective• time span• poly/monochronic• time conception
Skills• warping• creating future vision• chunking time• predicting• recapturing the past
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What are Project Champions?
Champions are fanatics in the single-minded pursuit of their pet ideas.
Champions can be:• creative originators• entrepreneurs• godfathers or sponsors• project managers
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Champion Roles
Traditional Duties• technical understanding• leadership• coordination & control• obtaining resources• administrative
Nontraditional Duties• cheerleader• visionary• politician• risk taker• ambassador
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Creating Project Champions
Identify and encourage their emergence
Encourage and reward risk takers
Remember the emotional connection
Free champions from traditional project
management duties
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The New Project Leadership
Four competencies determine a project leader’s success:
1. Understanding and practicing the power of appreciation
2. Reminding people what’s important3. Generating and sustaining trust4. Aligning with the led
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Project Management Professionalism
o Project work is becoming the standard for many organizations
o There is a critical need to upgrade the skills of current project workers
o Project managers and support personnel need dedicated career paths
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Creating Project Managers
Match personalities with project work Formalize commitment to project work with
training programs
Develop a unique reward system
Identify a distinct career path
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Objectives• Project Managers as Leaders• Motivation methods
– For self– For others
• Artful Influence• Effective Delegations• The 3 A’s
– Accountability– Authority– Autonomy
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Tony’s rules for managers
•Criticize privately •Praise publicly
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Leadership and Motivation
• "When one treats people with benevolence, justice and righteousness, and reposes confidence in them, the army will be united in mind and all will be happy to serve their leaders."
Sun Tzu “The Art of War”
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Becoming a manager
• If you work at a place long enough you become manager– 50% fail– Being a good employee does not make you a good
manager• Being a “doer” doesn’t make you a manager
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A project managers leadership • Coordinate different functional groups and diverse personalities• Evoke commitment from people who don’t report to the manager• Gain a sense of accomplishment from other’s achievement other
than own• Take initiative in looking ahead of deadlines toward larger company
goals• Become accountable for other’s performance or lack of performance• Develop the skills of employees
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Project managers
• Lead when necessary• Follow when someone knows better• Get of the way of good people who know how to
do their jobs• The goal is successful completion of the
project…not the personal edification of the project manager
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Motivation Methods for Self
• A leader has intensity of vision and a high expectation of success
• When your own motivations wanes, you can borrow from someone else.– Tom Peters – Peter Drucker– Warren Bennis
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Quotes• “The manager asks how and when; the leader asks what
and why.”– Warren Bennis
• “Leaders shouldn't attach moral significance to their ideas: Do that, and you can't compromise.”– Peter Drucker
• “An ability to embrace new ideas, routinely challenge old ones, and live with paradox will be the effective leaders premier trait." – Tom Peters
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Motivation Methods for others
• People can only be productive if they work in an environment that fosters productivity
• 5 steps– Determine task preferences– Communicate Goals– Define role in success– Recognize contributions – Invite solutions
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Artful Influence
• Use influence and not power– Influence
• To have an effect on the condition or development of a project
– Power• Possession of control, authority
– A leader has only the power that others are willing to defer to him/her.
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Techniques of Artful Influence
• Deferring Power– Power you allow others to have from you or which you
grant to others• Employees do not respond to strong arm tactics
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Tony’s rules for managers
• Having to fire an employee is a failure of management…not a failure of the employee– Every time you have to fire someone, you are
admitting that you cannot manage the situation
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Techniques of Artful Influence
• Meeting employees needs– Co-opt– Empowerment– Clear definitions of successes for both the manager and the
employee– A working relationship built on mutual respect– Willingness to accept an employee's input into decisions that
affect the employee
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Techniques of Artful Influence
• Internal motivation• Employees are intrinsically motivated
– There is a basic human motivation to do good things and to want to be recognized for doing good things
• The goal of the managers is to help to employee self-define what is a “good thing”
• Banditos MC motto– “If you can’t be well loved be well hated.”– People desire attentions of one form or another.
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Effective delegation
• Delegation – Handing parts of a project off to a competent team
member• Don’t micro manage!
– It show disrespect to the people ability– People will back away from their responsibility and let
you take it
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Effective delegation rules• Don’t overload the best employees• Prepare people for the tasks you are about to give them• Be sure the employee has the competence, skill and ability to
complete the task• Remind yourself that having too much to do means,,,, you will do
everything badly• Check that the delegation is working
– If necessary shift to someone else• Remember that employees work hard.. Show Respect and gratitude
for the work that you have delegate to them
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The three A’s of leadership
• Accountability• Authority • Autonomy
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Accountability
• Accountability is a responsibility to account for and/or explain actions undertaken
• Never make someone accountable for something that they cannot control.– Accountability without Authority!
• The big question is how to get someone to be accountable for something that is an inherent risk?– Remove blame and reward the attempt
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Authority
• Authority is the power or right to give orders or make decisions
• Self-Authority is taking the lead and moving ahead with projects
• Authority must be bounded and defined to be effective
• At times you must “grow” employees to get them ready to accept authority
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Autonomy
• Autonomy is the desire, ability and authority to make decisions and act in the interest of the project without direct supervision.
• The more autonomy someone has the easier he/she is to manage
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A project manager
• Directs• Guides• Supports • Encourages
• Gen. Colin Powell on leadership