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©2010 – 2013 Line of Sight, LLC
Leadership and the Project Manager: Bearing the Brunt of the Storm
PMI Washington DC – Tyson’s Lunch Series
October 22, 2013
“Safety first has been the mo1o of the human race for half a million years; but it has never been the mo1o of leaders. A leader must face danger. He must take the risk and the blame,
and the brunt of the storm.” Herbert N. Casson (19th & 20th Century Efficiency Expert)
©2010 – 2013 Line of Sight, LLC
PROJECT MANAGER -‐ THE DE FACTO PROJECT LEADER LEADERSHIP AND THE PROJECT MANAGER: BEARING THE BRUNT OF THE STORM
©2010 – 2013 Line of Sight, LLC
LEADERSHIP AND AUTHORITY LEADERSHIP AND THE PROJECT MANAGER: BEARING THE BRUNT OF THE STORM
LEADERSHIP
• A combina=on of values, skills and behaviors that mobilize people to ac=on in order to achieve the project’s objec=ves
• May or may not have control of resources
AUTHORITY
• The power invested in a role by a formally established procedure, such as a governance structure or organiza=onal hierarchy
• Controls the resources
BEING A LEADER DOES NOT REQUIRE YOU TO CONTROL RESOURCES
©2010 – 2013 Line of Sight, LLC
CharacterisScs and Traits of Successful Project Leaders Managing Authority & Responsibility -‐ The project manager can delegate “func=onal responsibility”, but not ul=mate responsibility.
CHARACTERISTICS AND TRAITS LEADERSHIP AND THE PROJECT MANAGER: BEARING THE BRUNT OF THE STORM
“If you put someone in charge of a par=cular aspect of a project. . . that person is responsible to you. . . . Because you are in charge, you cannot blame your team members for things that go wrong.” Rick A. Morris, PMP, The Everything Project Management Book
©2010 – 2013 Line of Sight, LLC
CharacterisScs and Traits of Successful Project Leaders Confidence -‐ A leader needs to demonstrate confidence in his or her ability to do the job, regardless of how the leader might actually feel.
CHARACTERISTICS AND TRAITS LEADERSHIP AND THE PROJECT MANAGER: BEARING THE BRUNT OF THE STORM
©2010 – 2013 Line of Sight, LLC
CharacterisScs and Traits of Successful Project Leaders (con=nued) Recognizing & Facing Reality -‐ A leader must be proac=ve in determining and recognizing the reality of situa=ons par=cularly when the facts are uncomfortable or bad.
CHARACTERISTICS AND TRAITS LEADERSHIP AND THE PROJECT MANAGER: BEARING THE BRUNT OF THE STORM
©2010 – 2013 Line of Sight, LLC
PROJECT MANAGER -‐ BEYOND THE “USUAL” ROLES LEADERSHIP AND THE PROJECT MANAGER: BEARING THE BRUNT OF THE STORM
Roles of a Project Manager: Facilitator
– Build consensus – Resolves conflict – Secures resources
Mentor – Models professional behavior – Iden=fies opportuni=es for development
©2010 – 2013 Line of Sight, LLC
PROJECT MANAGER -‐ BEYOND THE “USUAL” ROLES LEADERSHIP AND THE PROJECT MANAGER: BEARING THE BRUNT OF THE STORM
Roles of a Project Manager (con=nued):
Communicator – Engage stakeholders – Tell the story – Secure support
Change Leader – Resource linker – Problem solver – Process helper – Catalyst
©2010 – 2013 Line of Sight, LLC
COMMUNICATE ON PURPOSE LEADERSHIP AND THE PROJECT MANAGER: BEARING THE BRUNT OF THE STORM
1. Know your audience 2. Tell stories to establish an
emo=onal connec=on 3. Use two-‐way
communica=on 4. Use various forms and
formats 5. Make sure the message
fits the context
6. Know your strengths 7. Act quickly in a crisis 8. Be conscious of the signals
you’re sending 9. Allow people to see you
listening and assimila=ng their informa=on
10. Get direct input from “the field”
Ten guidelines that a project manager should follow to communicate effectively:
©2010 – 2013 Line of Sight, LLC
FOCUS ON ACTION LEADERSHIP AND THE PROJECT MANAGER: BEARING THE BRUNT OF THE STORM
Management Focus Leadership Focus Goals & objec=ves Vision Telling how & when Selling what & why
Shorter range Longer range Organiza=on & structure People
Autocracy Democracy Conforming Challenging Consistency Flexibility
Risk-‐avoidance Risk-‐opportunity Bohom Line Top Line
©2010 – 2013 Line of Sight, LLC
FOCUS ON ACTION LEADERSHIP AND THE PROJECT MANAGER: BEARING THE BRUNT OF THE STORM
Common situaSons that require leadership acSon: • Resolving conflicts • Running poli=cal interference
• Raising and promo=ng concerns
• Ac=vely figh=ng the resource bahles
PROJECT MANAGER
©2010 – 2013 Line of Sight, LLC
LEADERS MANAGE, MANAGERS LEAD LEADERSHIP AND THE PROJECT MANAGER: BEARING THE BRUNT OF THE STORM
• Increased Project Complexity
Leads to
• Increased Project Risk
Which demands • Adap=ve
Leadership
Contribu=ng to Success
Relationship Between Project Complexity and Leadership
©2010 – 2013 Line of Sight, LLC
LEADERS MANAGE, MANAGERS LEAD LEADERSHIP AND THE PROJECT MANAGER: BEARING THE BRUNT OF THE STORM
• Are we addressing project management from the perspec=ve of leadership and the organiza=on?
• What is the strategy, and what are the priori=es resul=ng from the strategy, for the agency?
• Does the agency have a policy or strategy for selec=ng, star=ng, stopping, execu=ng, and managing projects or programs?
• Does the execu=ve level of the agency “get it”—understand what is needed to be an effec=ve project manager?
• Has management established a direct line from strategy to policy to projects and programs?
• Do the execu=ves want to build project management capabili=es and competencies or do they regard project management solely as necessary to sa=sfy an external requirement?
©2010 – 2013 Line of Sight, LLC
LEADERS MANAGE, MANAGERS LEAD LEADERSHIP AND THE PROJECT MANAGER: BEARING THE BRUNT OF THE STORM
In your organizaAons, does project success depend more on management or leadership?
©2010 – 2013 Line of Sight, LLC
Congressman Elijah Cummings Maryland 7th District
Senior member of the Commihee on Oversight and Government Reform
“Mediocrity is expensive!”
Final Word…
©2010 – 2013 Line of Sight, LLC
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Jon Weinstein [email protected] 410-696-2610
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