the project management process - week 6 leadership

Project Project ManagementManagement

6. Leadership6. Leadership

week 6

Develop and facilitate leadership,

team building,

performance management,

conflict management skills

in an IT environment.

Gray & Larson, 2006, Ch 10.

1. Leadership and Management2. Managing Project Stakeholders3. Influence as Exchange4. Commonly Traded Organizational Currencies5. Social Network Building6. Ethics and Project Management7. Contradictions of Project Management8. Qualities of an Effective Project Manager9. Suggestions 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

resources

organising

leading is the process of influencing others

leading

What is controlling about?

controlling

Management


planning

organising

leading

controlling

Figure 1.1 The functions of management(Bartol et al, 1998, p7)

What is Leadership?


The process of influencing others to achieve

organizational goals

(Bartol et al, 1998).

People accept a leader’s influence because leaders have power

Where does power come from?

legitimate powerreward powerexpert power

information power


information power

An example


information power

An example

I am your manager


information power

An example

I have the authority to give you a performance bonus

legitimate power

reward powerexpert power

information power

An example

I have the authority to give you a performance bonus


information power

Another example


information power

Another example

I can also know how to do the job pretty well, and you want to learn

legitimate powerreward power

expert powerinformation power

Another example

I can also know how to do the job pretty well, and you want to learn

Leaders

Managers

Managers who are not

leadersLeaders

who are not managers

People who are both

managers and leaders

leader and manager are often used interchangeably

LeadersManagers

but the two should be distinguished

Leaders

Managers

Some managers function as leaders, and this fits with the definition of management

leadersManagers

Other managers do not function as leaders,

leadersManagers

and not all leaders are managers

leadersManagers

Innovates Administers


An original A copy


An original A copy

Develops new things Maintains existing things


An original A copy


People focus System and structure focus


An original A copy



Inspires trust controls


An original A copy




Long term Short term


An original A copy





Asks what and why? Asks how and when


An original A copy






Eye on the horizon Eye on the bottom line


An original A copy







Does the right thing Does the thing right

Leaders Managers


An original A copy








Leaders Managers


An original A copy








(Bennis cited in Tozer, 1997).

http://www.slideshare.net/tommyland/management-vs-leadership-on-linkedin

Leadership and Managers are not the same thing

http://www.slideshare.net/tommyland/management-vs-leadership-on-linkedin

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 objectives

Monitor 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

1. Leadership and Management

2. Managing Project Stakeholders3. Influence as Exchange4. Commonly Traded Organizational Currencies5. Social Network Building6. Ethics and Project Management7. Contradictions of Project Management8. Qualities of an Effective Project Manager9. Suggestions for Project Managers

What are stakeholders?

You can’t 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

What’s important to you


likely


likely

isn’t 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

http://www.betterprojects.net/2007/05/introduction-to-stakeholder-management.html

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

1. Leadership and Management2. Managing Project Stakeholders

3. Influence as Exchange4. Commonly Traded Organizational Currencies5. Social Network Building6. Ethics and Project Management7. Contradictions of Project Management8. Qualities of an Effective Project Manager9. Suggestions for Project Managers

1. Leadership and Management2. Managing Project Stakeholders3. Influence as Exchange

4. Commonly Traded Organizational Currencies

5. Social Network Building6. Ethics and Project Management7. Contradictions of Project Management8. Qualities of an Effective Project Manager9. Suggestions for Project Managers

TABLE 10.1

Task-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 (cont’d)

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.

1. Leadership and Management2. Managing Project Stakeholders3. Influence as Exchange4. Commonly Traded Organizational Currencies

5. Social Network Building6. Ethics and Project Management7. Contradictions of Project Management8. Qualities of an Effective Project Manager9. Suggestions 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 Figure 10.2 Dependencies for financial software installation projectDependencies for financial software installation project((Gray & Larson, 2006Gray & Larson, 2006, p320), 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 budgets

responsiveness to unexpected needsa clear signal to the organization of the importance of

cooperation

Motivating the Project Teaminfluence top management to favor team by

withdrawing unreasonable demandsproviding additional resources

recognizing the activities of team members

Figure 10.3 Figure 10.3 The significance of a project sponsorThe significance of a project sponsor((Gray & Larson, 2006Gray & Larson, 2006, p324), 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 example1. Priorities2. Urgency

3. problem solving4. standards of performance

5. Ethics6. Co-operation

Figure 10.4 Figure 10.4 Leading by exampleLeading by example((Gray & Larson, 2006Gray & Larson, 2006, p326), p326)

1. Leadership and Management2. Managing Project Stakeholders3. Influence as Exchange4. Commonly Traded Organizational Currencies5. Social Network Building

6. Ethics and Project Management

7. Contradictions of Project Management8. Qualities of an Effective Project Manager9. Suggestions for Project Managers

Industry ethical guidelines

www.pmi.org

Ethical dilemmasSituations 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• falsifying cost accounts• compromising safety standards to accelerate progress• approving poor work

1. Leadership and Management2. Managing Project Stakeholders3. Influence as Exchange4. Commonly Traded Organizational Currencies5. Social Network Building6. Ethics and Project Management

7. Contradictions of Project Management

8. Qualities of an Effective Project Manager9. Suggestions for Project Managers

Contradictions of Project Management

Innovator! Maintain stability!



Individuals! Teamwork!




Flexible! Determined!




Flexible! Determined!

Team loyalty! Organisational loyalty!


1. Leadership and Management2. Managing Project Stakeholders3. Influence as Exchange4. Commonly Traded Organizational Currencies5. Social Network Building6. Ethics and Project Management7. Contradictions of Project Management

8. Qualities of an Effective Project Manager

9. Suggestions for Project Managers

Qualities of an Effective Project Manager

Systems thinker

Personal integrity

Proactive

High tolerance for stress

General business perspective

Good communicator

Effective time management

Skillful politician

Optimist

1. Leadership and Management2. Managing Project Stakeholders3. Influence as Exchange4. Commonly Traded Organizational Currencies5. Social Network Building6. Ethics and Project Management7. Contradictions of Project Management8. Qualities of an Effective Project Manager

9. Suggestions for Project Managers

Leaders:

References

Bartol, 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 Teams

Reading: • 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.net

Title page pic care of lumaxart & CC @ Flickrhttp://flickr.com/photos/lumaxart/2137729430/

http://flickr.com/photos/lumaxart/2137729430/

the project management process - week 6 leadership

Business

trackinitiate

achieving

effective

managementmanaging

john wiley

achieve organizational

setting goals

achieve themorganizing