project management leadership

7/25/2019 Project Management Leadership

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Project ManagementProject Management6. Leadership6. Leadership


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week 6


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Develop and facilitate leadership,

team building,

performance management,

conflict management skills

in an IT environment.


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Gray Larson, !""6, #h $".


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$. Leadership and %anagement

!. %anaging &ro'ect (takeholders

). Influence as *+change

. #ommonly Traded -rganiational #urrencies/. (ocial 0etwork 1uilding

6. *thics and &ro'ect %anagement

2. #ontradictions of &ro'ect %anagement

3. 4ualities of an *ffective &ro'ect %anager

5. (uggestions for &ro'ect %anagers


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$. Leadership and %anagement!. %anaging &ro'ect (takeholders


. #ommonly Traded -rganiational #urrencies/. (ocial 0etwork 1uilding






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management


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What is Management?

%anagement is the process of achieving organiational goals through engaging

in the four ma'or functions of planning, organiing, leading and controlling1artol et al, $5537.


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planning is the process of setting goals and

deciding best way to achieve them

planning


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organiing is the process of allocating andarranging human and other resources

organising


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leading is the process of influencing others

leading


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8hat is controlling about9

controlling


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Management



planning

organising

leading

controlling


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:igure $.$ The functions of management1artol et al, $553, p27


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What is Leadership?




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The process ofinfluencing

others to achieveorganiational

goals1artol et al, $5537.


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&eople accept a leader;s influence because leaders have power


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8here does power come from9


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legitimate powerreward powere+pert power

information power


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legitimate powerreward powere+pert power

information power


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legitimate powerreward power

e+pert power

information power


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e+pert power

information power


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legitimate power

reward powere+pert power

information power


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e+pert power

information power


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e+pert power

information power


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e+pert powerinformation power


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Leaders

%anagers

%anagers

who are not

leadersLeaders who

are not

managers

&eople who

are both

managers

and leaders


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leader and manager are often used interchangeably

Leaders%anagers


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but the two should be distinguished

Leaders

%anagers


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(ome managers function as leaders, and this fits with the

definition of management

leaders%anagers


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-ther managers do not function as leaders,

leaders%anagers


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and not all leaders are managers

leaders%anagers


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Innovates


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Innovates


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Innovates


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Innovates


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Innovates


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Innovates


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Innovates


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Innovates


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Innovates


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Leaders %anagers

Innovates


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Leaders %anagers

Innovates


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http=>>www.slideshare.net>tommyland>management?vs?leadership?on?linkedin

Leadership and %anagers are not the same thing
http://www.slideshare.net/tommyland/management-vs-leadership-on-linkedinhttp://www.slideshare.net/tommyland/management-vs-leadership-on-linkedin


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Do pro'ects need leaders or managers9


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< pro'ect manager has many roles and responsibilities


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%anaging pro'ects is managing comple+ity


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:ormulate plans and ob'ectives


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%onitor results


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Take corrective action


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*+pedite activities


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(olve technical problems


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(erve as peacemaker


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%ake tradeoffs among time, costs, and pro'ect scope


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@ecognie the need to change to keep the pro'ect on track


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Initiate change


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&rovide direction and motivation


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Innovate and adapt as necessary


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Integrate assigned resources


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:ormulate plans and ob'ectives%onitor results

Take corrective action

*+pedite activities

(olve technical problems

(erve as peacemaker

%ake tradeoffs among time, costs, and pro'ect scope

@ecognie the need to change to keep the pro'ect on track

Initiate change

&rovide direction and motivationInnovate and adapt as necessary

Integrate assigned resources


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!. %anaging &ro'ect (takeholders). Influence as *+change

. #ommonly Traded -rganiational #urrencies

/. (ocial 0etwork 1uilding






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8hat are stakeholders9


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Aou can;t do it all and get it all done


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&ro'ects usually involve a vast web of relationships


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Bands?on work is not the same as leading


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%ore pressure and more involvement


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%ore pressure and more involvement

will reduce your effectivenessas a leader


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8hat;s important to you


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likely


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likely

isn;t as important to someone else


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Different groups have different stakes


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Different groups have different stakes

responsibilities, agendas, and priorities7

in the outcome of a pro'ect.


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@emember


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@emember

&ro'ect management is tough, e+citing, and rewarding.


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@emember

&ro'ect management is tough, e+citing, and rewarding.

so persevere


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http://www.betterprojects.net/2007/05/introduction-to-staeho!der-management.htm!
http://www.betterprojects.net/2007/05/introduction-to-stakeholder-management.htmlhttp://www.betterprojects.net/2007/05/introduction-to-stakeholder-management.htmlhttp://www.betterprojects.net/2007/05/introduction-to-stakeholder-management.html


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Figure 10.1Figure 10.1 Network of stakeholdersNetwork of stakeholders((Gray & Larson, 2006Gray & Larson, 2006, p314), p314)


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&ro'ect team

manages and completes the pro'ect work. %ost participants want to do agood 'ob, but they are also concerned with other obligations and how their

involvement will contribute to their personal goals and aspirations


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&ro'ect managers

naturally compete with each other for resources and support topmanagement.


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:unctional managers

depending upon how the pro'ect is organised can play minor or ma'or role

toward the pro'ect success, for e+ample providing technical input etc.


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Top management

approves funding of the pro'ect and establishes the priorities within the

organiation. They define success, rewards for the successful completing of

the pro'ect. (ignificant ad'ustments in scope, time and cost


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&ro'ect sponsors

champion of the pro'ect and use their influence to gain approval of the

pro'ect. Their reputation is tied to the success of the pro'ect


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#ustomers

define the scope of the pro'ect, and ultimate pro'ect success rests in theirsatisfaction. &ro'ect managers need to be responsive to changing customerneeds and reCuirements and to meeting their e+pectations


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such as human resources, information systems, purchasing agents,maintenance etc. provide valuable support service.

Government agencies


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&lace constrains on pro'ect work. &ermits need to be secured

#ontractors


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may do the actual work with team members


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). Influence as *+change. #ommonly Traded -rganiational #urrencies







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Task-related currencies


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TABLE 10.1

Task related currencies@esources Lending or giving money, budget increases, personnel,

etc.


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TABLE 10.1 (contd)

ns!iration related currencies

ision 1eing involved in a task that has larger significance

for the unit, organiation, customer, or society.

*+cellence Baving a chance to do important things really well.*thical correctness Doing what is Fright by a higher standard than

efficiency.

"elations#i!-related currencies

learning (haring tasks that increase skills and abilities.

-wnership>involvement Letting others have ownership and influence.

Gratitude *+pressing appreciation.


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/. (ocial 0etwork 1uilding6. *thics and &ro'ect %anagement





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%apping Dependencies

for social networks


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&ro'ect team perspective

8hose cooperation will be needed9

8hose agreement or approval will we need9

8hose opposition would keep us from accomplishing the pro'ect9


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(takeholders; perspective

8hat differences e+ist between the team and those on whom theteam will depend9

Bow do the stakeholders view the pro'ect9

8hat is the status of our relationships with the stakeholders9

8hat sources of influence does the team have relative to thestakeholders9


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Figure 10.2Figure 10.2 Dependences for fnancal software nstallaton pro!ectDependences for fnancal software nstallaton pro!ect((Gray & Larson, 2006Gray & Larson, 2006, p320), p320)


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#haracteristics of *ffective &ro'ect %anagers

initiate contact with key players

anticipate potential problems

provide encouragement

reinforce the ob'ectives and vision of the pro'ect

intervene to resolve conflicts and prevent stalemates

Management $% &alking Around (MB&A)


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A management st%let#at in'ol'es managers s!ending t#e majorit% o timeoutside o t#eir oices in ace-to-ace interactions it# em!lo%ees $uilding

coo!erati'e relations#i!s


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%anaging Hpward @elations

Project *uccess + To! Management *u!!ort

appropriate budgetsresponsiveness to une+pected needs

a clear signal to the organiation of the importance of cooperation

Moti'ating t#e Project Team

influence top management to favor team by

withdrawing unreasonable demandsproviding additional resources

recogniing the activities of team members


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Figure 10.3Figure 10.3 "he s#nfcance of a pro!ect sponsor"he s#nfcance of a pro!ect sponsor((Gray & Larson, 2006Gray & Larson, 2006, p324), p324)

Leading by *+ample


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,ig#l% 'isi$le interacti'e management st%le#ic#allos $uilding and sustaining coo!erati'e

relations#i! and modeling !roject managers$e#a'ior

6 aspects of leading by e+ample$. &riorities

! H


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!. Hrgency

). problem solving

. standards of performance

/. *thics

6. #o?operation


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Figure 10.4Figure 10.4 Leadn# $y e%apleLeadn# $y e%aple((Gray & Larson, 2006Gray & Larson, 2006, p326), p326)


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6. *thics and &ro'ect %anagement2. #ontradictions of &ro'ect %anagement



Industry ethical guidelines


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Industry ethical guidelines

www.pmi.org


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*thical dilemmas(ituations where it is difficult to

determine whether conduct is

right or wrong

lagging of cost and time estimations falsely assuring customers that everything is fine being pressured to alter status reports


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g p p falsifying cost accounts compromising safety standards to accelerate progress

approving poor work


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2. #ontradictions of &ro'ect%anagement



#ontradictions of &ro'ect %anagement


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InnovatorJ %aintain stabilityJ




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IndividualsJ TeamworkJ




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:le+ibleJ DeterminedJ




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:le+ibleJ DeterminedJ

Team loyaltyJ -rganisational loyaltyJ



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6. *thics and &ro'ect %anagement2. #ontradictions of &ro'ect %anagement

3. 4ualities of an *ffective &ro'ect

%anager5. (uggestions for &ro'ect %anagers

4ualities of an *ffective &ro'ect %anager


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4ualities of an *ffective &ro'ect %anager

(ystems thinker&ersonal integrity

&roactive

Bigh tolerance for stress

General business perspectiveGood communicator

*ffective time management

(killful politician

-ptimist


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/. (ocial 0etwork 1uilding6. *thics and &ro'ect %anagement




Leaders=


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Leaders=

@eferences


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@eferences

1artol, K. et al. $5537. %anagement < pacific rim focus !nded.7.

@oseville, 0(8= %cGraw?Bill.

Greenberg, E. 1aron, @. $55)7. 1ehavior in organiations thed.7.

(yd., 0(8=


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0e+t 8eek

Topic= %anaging &ro'ect Teams

@eading= Gray Larson, !""6, #h. $$.

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http://"!icr.com/photos/jenicra*'/2$7'2(050(/si+es/s,/

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http://"!icr.com/photos/meredith"armer/%$55'$&70/si+es/s,/


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