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Project Management
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Project Management6. Leadership
Develop and facilitate leadership,
team building,
performance management,
conflict management skills
Gray & Larson, 2006, Ch 10.
Leadership and ManagementManaging Project StakeholdersInfluence as ExchangeCommonly Traded Organizational CurrenciesSocial Network BuildingEthics and Project ManagementContradictions of Project ManagementQualities of an Effective Project ManagerSuggestions for Project Managers
Leadership and ManagementManaging Project StakeholdersInfluence as ExchangeCommonly Traded Organizational CurrenciesSocial Network BuildingEthics and Project ManagementContradictions of Project ManagementQualities of an Effective Project ManagerSuggestions for Project Managers
management
management is about people
What is Management?Management is the process of achieving organizational goals through engaging in the four major functions of planning, organizing, leading and controlling (Bartol et al, 1998).
planning is the process of setting goals and deciding best way to achieve them
planning
organizing is the process of allocating and arranging human and other resourcesorganising
leading is the process of influencing othersleading
What is controlling about?controlling
ManagementManagement is the process of achieving organizational goals through engaging in the four major functions of planning, organizing, leading and controlling (Bartol et al, 1998).planningorganisingleadingcontrolling
Figure 1.1 The functions of management (Bartol et al, 1998, p7)
What is Leadership?Management is the process of achieving organizational goals through engaging in the four major functions of planning, organizing, leading and controlling (Bartol et al, 1998).
The process of influencing others to achieve organizational goals (Bartol et al, 1998).
People accept a leaders influence because leaders have power
Where does power come from?
legitimate powerreward powerexpert powerinformation power
legitimate powerreward powerexpert powerinformation power
An example
legitimate powerreward powerexpert powerinformation power
An example
I am your manager
legitimate powerreward powerexpert powerinformation power
An example
I have the authority to give you a performance bonus
legitimate powerreward powerexpert powerinformation power
An example
I have the authority to give you a performance bonus
legitimate powerreward powerexpert powerinformation power
Another example
legitimate powerreward powerexpert powerinformation power
Another example
I can also know how to do the job pretty well, and you want to learn
legitimate powerreward powerexpert powerinformation power
Another example
I can also know how to do the job pretty well, and you want to learn
LeadersManagersManagers who are not leadersLeaders who are not managersPeople who are both managers and leaders
leader and manager are often used interchangeablyLeadersManagers
but the two should be distinguishedLeadersManagers
Some managers function as leaders, and this fits with the definition of managementleadersManagers
Other managers do not function as leaders, leadersManagers
and not all leaders are managersleadersManagers
InnovatesAdministers
InnovatesAdministersAn originalA copy
InnovatesAdministersAn originalA copyDevelops new thingsMaintains existing things
InnovatesAdministersAn originalA copyDevelops new thingsMaintains existing thingsPeople focusSystem and structure focus
InnovatesAdministersAn originalA copyDevelops new thingsMaintains existing thingsPeople focusSystem and structure focusInspires trustcontrols
InnovatesAdministersAn originalA copyDevelops new thingsMaintains existing thingsPeople focusSystem and structure focusInspires trustcontrolsLong termShort term
InnovatesAdministersAn originalA copyDevelops new thingsMaintains existing thingsPeople focusSystem and structure focusInspires trustcontrolsLong termShort termAsks what and why?Asks how and when
InnovatesAdministersAn originalA copyDevelops new thingsMaintains existing thingsPeople focusSystem and structure focusInspires trustcontrolsLong termShort termAsks what and why?Asks how and whenEye on the horizonEye on the bottom line
InnovatesAdministersAn originalA copyDevelops new thingsMaintains existing thingsPeople focusSystem and structure focusInspires trustcontrolsLong termShort termAsks what and why?Asks how and whenEye on the horizonEye on the bottom lineDoes the right thingDoes the thing right
LeadersManagersInnovatesAdministersAn originalA copyDevelops new thingsMaintains existing thingsPeople focusSystem and structure focusInspires trustcontrolsLong termShort termAsks what and why?Asks how and whenEye on the horizonEye on the bottom lineDoes the right thingDoes the thing right
LeadersManagersInnovatesAdministersAn originalA copyDevelops new thingsMaintains existing thingsPeople focusSystem and structure focusInspires trustcontrolsLong termShort termAsks what and why?Asks how and whenEye on the horizonEye on the bottom lineDoes the right thingDoes the thing right(Bennis cited in Tozer, 1997).
http://www.slideshare.net/tommyland/management-vs-leadership-on-linkedinLeadership and Managers are not the same thing
Do projects need leaders or managers?
A project manager has many roles and responsibilities
Managing projects is managing complexity
Formulate plans and objectives
Monitor results
Take corrective action
Expedite activities
Solve technical problems
Serve as peacemaker
Make tradeoffs among time, costs, and project scope
Recognize the need to change to keep the project on track
Initiate change
Provide direction and motivation
Innovate and adapt as necessary
Integrate assigned resources
Formulate plans and objectivesMonitor resultsTake corrective actionExpedite activitiesSolve technical problemsServe as peacemakerMake tradeoffs among time, costs, and project scopeRecognize the need to change to keep the project on trackInitiate changeProvide direction and motivationInnovate and adapt as necessaryIntegrate assigned resources
Leadership and ManagementManaging Project StakeholdersInfluence as ExchangeCommonly Traded Organizational CurrenciesSocial Network BuildingEthics and Project ManagementContradictions of Project ManagementQualities of an Effective Project ManagerSuggestions for Project Managers
What are stakeholders?
You cant do it all and get it all done
Projects usually involve a vast web of relationships
Hands-on work is not the same as leading
More pressure and more involvement
More pressure and more involvement
will reduce your effectiveness as a leader
Whats important to you
Whats important to you
likely
Whats important to you
likely
isnt as important to someone else
Different groups have different stakes
Different groups have different stakes
(responsibilities, agendas, and priorities)
in the outcome of a project.
Remember
Remember
Project management is tough, exciting, and rewarding.
Remember
Project management is tough, exciting, and rewarding.
so persevere
http://www.betterprojects.net/2007/05/introduction-to-stakeholder-management.html
Figure 10.1 Network of stakeholders (Gray & Larson, 2006, p314)
Project team
manages and completes the project work. Most participants want to do a good job, but they are also concerned with other obligations and how their involvement will contribute to their personal goals and aspirations
Project managers
naturally compete with each other for resources and support top management. At the same time, they have to share the resources and exchange information.
Functional managers
depending upon how the project is organised can play minor or major role toward the project success, for example providing technical input etc.
Top management
approves funding of the project and establishes the priorities within the organization. They define success, rewards for the successful completing of the project. Significant adjustments in scope, time and cost
Project sponsors
champion of the project and use their influence to gain approval of the project. Their reputation is tied to the success of the project
Customers
define the scope of the project, and ultimate project success rests in their satisfaction. Project managers need to be responsive to changing customer needs and requirements and to meeting their expectations
Administrative groups
such as human resources, information systems, purchasing agents, maintenance etc. provide valuable support service.
Government agencies
Place constrains on project work. Permits need to be secured
Contractors
may do the actual work with team members
Leadership and ManagementManaging Project StakeholdersInfluence as ExchangeCommonly Traded Organizational CurrenciesSocial Network BuildingEthics and Project ManagementContradictions of Project ManagementQualities of an Effective Project ManagerSuggestions for Project Managers
Leadership and ManagementManaging Project StakeholdersInfluence as ExchangeCommonly Traded Organizational CurrenciesSocial Network BuildingEthics and Project ManagementContradictions of Project ManagementQualities of an Effective Project ManagerSuggestions for Project Managers
TABLE 10.1Task-related currencies Resources Lending or giving money, budget increases, personnel, etc.Assistance Helping with existing projects or undertaking unwanted tasks.Cooperation Giving task support, providing quicker response time, or aiding implementation. Information Providing organizational as well as technical knowledge.
Position-related currencies Advancement Giving a task or assignment that can result in promotion.Recognition Acknowledging effort or abilities.Visibility Providing a chance to be known by higher-ups or significant others in the organization.Network/contacts Providing opportunities for linking with others.Source: Adapted from A. R. Cohen and David L. Bradford, Influence without Authority (New York: John Wiley & Sons, 1990). Reprinted by permission of John Wiley & Sons, Inc.
TABLE 10.1 (contd)Inspiration-related currenciesVision Being involved in a task that has larger significance for the unit, organization, customer, or society.Excellence Having a chance to do important things really well.Ethical correctness Doing what is right by a higher standard than efficiency.
Relationship-related currenciesAcceptance Providing closeness and friendship.Personal support Giving personal and emotional backing.Understanding Listening to others concerns and issues.
Personal-related currenciesChallenge/learning Sharing tasks that increase skills and abilities.Ownership/involvement Letting others have ownership and influence.Gratitude Expressing appreciation.
Leadership and ManagementManaging Project StakeholdersInfluence as ExchangeCommonly Traded Organizational CurrenciesSocial Network BuildingEthics and Project ManagementContradictions of Project ManagementQualities of an Effective Project ManagerSuggestions for Project Managers
Mapping Dependencies
for social networks
Project team perspective
Whose cooperation will be needed?
Whose agreement or approval will we need?
Whose opposition would keep us from accomplishing the project?
Stakeholders perspective
What differences exist between the team and those on whom the team will depend?
How do the stakeholders view the project?
What is the status of our relationships with the stakeholders?
What sources of influence does the team have relative to the stakeholders?
Figure 10.2 Dependencies for financial software installation project (Gray & Larson, 2006, p320)
Characteristics of Effective Project Managers
initiate contact with key players
anticipate potential problems
provide encouragement
reinforce the objectives and vision of the project
intervene to resolve conflicts and prevent stalemates
Management by Walking Around (MBWA)
A management style that involves managers spending the majority of time outside of their offices in face-to-face interactions with employees building cooperative relationships
Managing Upward Relations
Project Success = Top Management Supportappropriate budgetsresponsiveness to unexpected needsa clear signal to the organization of the importance of cooperation
Motivating the Project Teaminfluence top management to favor team bywithdrawing unreasonable demandsproviding additional resourcesrecognizing the activities of team members
Figure 10.3 The significance of a project sponsor (Gray & Larson, 2006, p324)
Leading by ExampleHighly visible, interactive management style which allows building and sustaining cooperative relationship and modeling project managers behavior
6 aspects of leading by examplePrioritiesUrgencyproblem solvingstandards of performanceEthicsCo-operation
Figure 10.4 Leading by example (Gray & Larson, 2006, p326)
Leadership and ManagementManaging Project StakeholdersInfluence as ExchangeCommonly Traded Organizational CurrenciesSocial Network BuildingEthics and Project ManagementContradictions of Project ManagementQualities of an Effective Project ManagerSuggestions for Project Managers
Industry ethical guidelineswww.pmi.org
Ethical dilemmasSituations where it is difficult to determine whether conduct is right or wrong
lagging of cost and time estimationsfalsely assuring customers that everything is finebeing pressured to alter status reportsfalsifying cost accountscompromising safety standards to accelerate progressapproving poor work
Leadership and ManagementManaging Project StakeholdersInfluence as ExchangeCommonly Traded Organizational CurrenciesSocial Network BuildingEthics and Project ManagementContradictions of Project ManagementQualities of an Effective Project ManagerSuggestions for Project Managers
Contradictions of Project Management
Innovator!Maintain stability!Contradictions of Project Management
Innovator!Maintain stability!Individuals!Teamwork!Contradictions of Project Management
Innovator!Maintain stability!Individuals!Teamwork!Flexible!Determined!Contradictions of Project Management
Innovator!Maintain stability!Individuals!Teamwork!Flexible!Determined!Team loyalty!Organisational loyalty!Contradictions of Project Management
Leadership and ManagementManaging Project StakeholdersInfluence as ExchangeCommonly Traded Organizational CurrenciesSocial Network BuildingEthics and Project ManagementContradictions of Project ManagementQualities of an Effective Project ManagerSuggestions for Project Managers
Qualities of an Effective Project ManagerSystems thinkerPersonal integrityProactiveHigh tolerance for stressGeneral business perspectiveGood communicatorEffective time managementSkillful politicianOptimist
Leadership and ManagementManaging Project StakeholdersInfluence as ExchangeCommonly Traded Organizational CurrenciesSocial Network BuildingEthics and Project ManagementContradictions of Project ManagementQualities of an Effective Project ManagerSuggestions for Project Managers
Leaders:
ReferencesBartol, K. et al. (1998). Management A pacific rim focus (2nd ed.). Roseville, NSW: McGraw-Hill.Greenberg, J. & Baron, R. (1993). Behavior in organizations (4th ed.). Syd., NSW: Allyn and Bacon.Tozer, J. (1997). Leading initiative Leadership, teamwork and the bottom line. Port Melb., Vic: Butterworth-Heinemann.
Next Week
Topic:Managing Project TeamsReading:Gray & Larson, 2006, Ch. 11.
http://flickr.com/photos/lumaxart/2137729430/http://flickr.com/photos/lukemontague/257339079/http://flickr.com/photos/dunechaser/2019456693/http://flickr.com/photos/shadows_and_light/2072085898/sizes/sq/http://flickr.com/photos/mjthomas43/289435126/sizes/sq/http://flickr.com/photos/trvr3307/127632207/sizes/sq/http://flickr.com/photos/imranchaudhry/2208102635/sizes/sq/http://flickr.com/photos/soldiersmediacenter/397708723/sizes/sq/http://flickr.com/photos/beija-flor/52292046/sizes/sq/http://flickr.com/photos/maniya/2731402919/sizes/sq/http://flickr.com/photos/skistz/398429879/sizes/sq/http://flickr.com/photos/jeffbelmonte/8228640/sizes/sq/http://flickr.com/photos/craigwbrown/118034346/sizes/sq/http://flickr.com/photos/cindy47452/2479210076/sizes/sq/http://flickr.com/photos/gadl/366202554/sizes/sq/http://flickr.com/photos/cmbellman/2775956184/sizes/sq/in/photostream/
http://flickr.com/photos/cmbellman/2772343336/sizes/sq/http://flickr.com/photos/ppdigital/2327873620/sizes/sq/in/set-72157603263059146/http://flickr.com/photos/jenicra84/2174260506/sizes/sq/http://flickr.com/photos/eticas/2282480520/sizes/sq/http://flickr.com/photos/worldeconomicforum/374706891/sizes/sq/http://flickr.com/photos/meredithfarmer/315541970/sizes/sq/
BetterProjects.netTitle page pic care of lumaxart & CC @ Flickrhttp://flickr.com/photos/lumaxart/2137729430/
**Leadership and managementWhat is Management?Def: Management is the process of achieving organizational goals through engaging in the four major functions of planning, organizing, leading and controlling (Bartol et al, 1998).Management functionsmanagement is about peopleplanning is the process of setting goals and deciding best way to achieve themorganizing is the process of allocating and arranging human and other resourcesleading is the process of influencing others
*Leadership and managementWhat is Management?Def: Management is the process of achieving organizational goals through engaging in the four major functions of planning, organizing, leading and controlling (Bartol et al, 1998).Management functionsmanagement is about peopleplanning is the process of setting goals and deciding best way to achieve themorganizing is the process of allocating and arranging human and other resourcesleading is the process of influencing others
*Leadership and managementWhat is Management?Def: Management is the process of achieving organizational goals through engaging in the four major functions of planning, organizing, leading and controlling (Bartol et al, 1998).Management functionsmanagement is about peopleplanning is the process of setting goals and deciding best way to achieve themorganizing is the process of allocating and arranging human and other resourcesleading is the process of influencing others
*Leadership and managementWhat is Management?Def: Management is the process of achieving organizational goals through engaging in the four major functions of planning, organizing, leading and controlling (Bartol et al, 1998).Management functionsmanagement is about peopleplanning is the process of setting goals and deciding best way to achieve themorganizing is the process of allocating and arranging human and other resourcesleading is the process of influencing others
*Leadership and managementWhat is Management?Def: Management is the process of achieving organizational goals through engaging in the four major functions of planning, organizing, leading and controlling (Bartol et al, 1998).Management functionsmanagement is about peopleplanning is the process of setting goals and deciding best way to achieve themorganizing is the process of allocating and arranging human and other resourcesleading is the process of influencing others
*Leadership and managementWhat is Management?Def: Management is the process of achieving organizational goals through engaging in the four major functions of planning, organizing, leading and controlling (Bartol et al, 1998).Management functionsmanagement is about peopleplanning is the process of setting goals and deciding best way to achieve themorganizing is the process of allocating and arranging human and other resourcesleading is the process of influencing others
*Leadership and managementWhat is Management?Def: Management is the process of achieving organizational goals through engaging in the four major functions of planning, organizing, leading and controlling (Bartol et al, 1998).Management functionsmanagement is about peopleplanning is the process of setting goals and deciding best way to achieve themorganizing is the process of allocating and arranging human and other resourcesleading is the process of influencing others
*Leadership and managementWhat is Management?Def: Management is the process of achieving organizational goals through engaging in the four major functions of planning, organizing, leading and controlling (Bartol et al, 1998).Management functionsmanagement is about peopleplanning is the process of setting goals and deciding best way to achieve themorganizing is the process of allocating and arranging human and other resourcesleading is the process of influencing others
*What is Leadership? Def: The process of influencing others to achieve organizational goals (Bartol et al, 1998).People accept a leaders influence because leaders have powerSources of leader powerlegitimate powerreward powerexpert powerinformation power*Leaders and Managers: Related but not necessarily identical Terms -- leader and manager are often used interchangeably but should be distinguishedSome managers function as leaders, and this fits with the definition of managementOther managers do not function as leaders, and not all leaders are managers