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Chapter 5: The Project Manager & Leadership
ISE 443 / ETM 543
Fall 2013
What are the personal skills that the project manager must have or develop, especially with respect to human interactions? Those that support the key tasks of the PM ...
1. Planning2. Organizing3. Directing4. Monitoring
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The text identifies twenty attributes of a PM
1. Communicates well and shares information
2. Delegates appropriately3. Is well-organized4. Supports and motivates
people5. Is a good listener6. Is open-minded and flexible7. Gives constructive criticism8. Has a positive attitude9. Is technically competent10. Is disciplined
11. Is a team builder and player12. Is able to evaluate and select
people13. Is dedicated to accomplishing
goals14. Has the courage and skill to
resolve conflicts15. Is balanced16. Is a problem solver17. Takes initiative18. Is creative19. Is an integrator20. Makes decisions
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Communicates well and shares information
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Delegates appropriately
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Is well-organized
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Supports and motivates people
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Is a good listener
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Is open-minded and flexible
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Oops! This worksheet seems to be missing. If I forgot to get it from you and you have it, please bring it to my office. Otherwise, I invite you to fill in your own thoughts …
Gives constructive criticism
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Oops! This worksheet seems to be missing. If I forgot to get it from you and you have it, please bring it to my office. Otherwise, I invite you to fill in your own thoughts …
Has a positive attitude
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Is technically competent
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Is disciplined
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Is a team builder and player
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Is able to evaluate and select people
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Is dedicated to accomplishing goals
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Has the courage and skill to resolve conflicts
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Is balanced
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Is a problem solver
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Takes initiative
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Is creative
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Is an integrator
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Makes decisions
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How do you assess your strengths & limitations with respect to these attributes? Self-assessment
Your journal assignment Myers-Briggs Type Indicator (MBTI)
see pp 141-144 Others (see pp. 144-147)
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What are the characteristics of a “bad boss”? Robert Bramson (referenced in the text) identifies seven
bad boss types1. Hostile-aggressives2. Complainers3. Silent and unresponsives4. Super-agreeables5. Know-it-all experts6. Negativists7. Indecisives
The PM can be the “bad boss” or can have a “bad boss” – either will affect the ability of the team to work effectively.
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How do you manage a “bad” boss? First, is this really a “bad” boss?
Sometimes it’s a clash of personalities Review the description of communication styles (table 5.2, pg.
145) Based on this, suggest 2 complaints that the boss and
subordinate might make about each other in each of the circumstances described on the next slide
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What complaints might arise from these personality types?
Boss ∗ Subordinates Boss SubordinateA, PE PR, I 1. Head in the clouds 1. Stuck in the mud
2. Cold, unfeeling 2. InefficientPR, I A, PE 1. Overreacts 1. Indifferent
2. Hasty, rash 2. Indecisive
PR, PE A, I1. Doesn’t see end game
1. Doesn’t implement quickly
2. Not a team player 2. No quick solutions
A, PR PE, I1. Worries about employees not prod.
1. Too bossy, controlling
2. Too creative, not enough thought
2. Close-minded, not innovative
A, I PR, PE 1. Too conservative 1. Too risky2. Too sensitive 2. Lacks direction
PE, I PR, A 1. Not creative 1. Slow, unfocussed2. Not effective at communicating
2. More focused on friends than results
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If your boss is not pathological, you should ...1. Keep all interactions on a formal basis.2. Provide short but regular status reports on your activities.3. Develop lists of items you think are important to accomplish and
present these to your boss for agreement.4. Demonstrate your capabilities with respect to your judgment,
creativity and competence, and responsiveness and responsibility5. Look for opportunities to build trust.6. Do not confront in public situations.7. Do not allow yourself to be victimized.8. Speak to a trusted colleague who knows your boss to try to get
another point of view.9. Take your boss to lunch to explore better ways of interacting.10. If these do not work, speak to your boss’s supervisor or the human
resources people in your organization.
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Along with the boss, the PM must also be concerned about relationships with customer(s) The textbook identifies 3 types of customers
1. The outside direct customer2. The outside surrogate customer3. The internal customer
While the nature of the relationship may be slightly different among these, they all can present special challenges to the PM.
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12 Guidelines for dealing with the customer1. Your customer has a MBTI profile; try to figure it out and behave
accordingly.2. Focus on the needs and requirements as stated by your customer.3. Imagine yourself in your customer’s position.4. Listen intently to what your customer is saying.5. “Sell” your approach and end product or service to your customer.6. Speak to your customer at least once a week.7. Be thoroughly professional in all interactions.8. Live up to all commitments.9. If your customer is headed in the wrong direction, gently suggest
alternative directions and actions.10. Demonstrate your technical and management skills.11. Maintain customer contact and interaction in parallel channels
above the level of the PM (e.g., vice president to vice president).12. Treat your customer with honesty and respect.
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Beyond management skills, leadership involves a number of critical attributes, including ... Critical Attributes
1. Empowering, supporting, motivating, trusting
2. Having a vision, long-term viewpoint
3. Cooperating, sharing, team playing, and team building
4. Renewing, learning, growing, educating
Extremely Important Attributes5. Being communicative6. Having culture and values,
serving as a role model7. Being productive, efficient,
determined
Significant Attributes8. Demonstrating time
management, prioritization9. Being action-oriented10. Making a contribution,
commitment, legacy11. Being innovative, imaginative12. Having integrity, morality,
humanity13. Demonstrating skill,
knowledge, substance
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