Date post: | 19-Sep-2014 |
Category: |
Business |
View: | 53 times |
Download: | 2 times |
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
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
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
organising
leading
controlling
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 leader’s influence because leaders have power
Where does power come from?
legitimate powerreward powerexpert power
information power
legitimate powerreward powerexpert power
information power
An example
legitimate powerreward powerexpert power
information power
An example
I am your manager
legitimate powerreward powerexpert power
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
legitimate powerreward powerexpert power
information power
Another example
legitimate powerreward powerexpert power
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
Innovates Administers
An original A copy
Innovates Administers
An original A copy
Develops new things Maintains existing things
Innovates Administers
An original A copy
Develops new things Maintains existing things
People focus System and structure focus
Innovates Administers
An original A copy
Develops new things Maintains existing things
People focus System and structure focus
Inspires trust controls
Innovates Administers
An original A copy
Develops new things Maintains existing things
People focus System and structure focus
Inspires trust controls
Long term Short term
Innovates Administers
An original A copy
Develops new things Maintains existing things
People focus System and structure focus
Inspires trust controls
Long term Short term
Asks what and why? Asks how and when
Innovates Administers
An original A copy
Develops new things Maintains existing things
People focus System and structure focus
Inspires trust controls
Long term Short term
Asks what and why? Asks how and when
Eye on the horizon Eye on the bottom line
Innovates Administers
An original A copy
Develops new things Maintains existing things
People focus System and structure focus
Inspires trust controls
Long term Short term
Asks what and why? Asks how and when
Eye on the horizon Eye on the bottom line
Does the right thing Does the thing right
Leaders Managers
Innovates Administers
An original A copy
Develops new things Maintains existing things
People focus System and structure focus
Inspires trust controls
Long term Short term
Asks what and why? Asks how and when
Eye on the horizon Eye on the bottom line
Does the right thing Does the thing right
Leaders Managers
Innovates Administers
An original A copy
Develops new things Maintains existing things
People focus System and structure focus
Inspires trust controls
Long term Short term
Asks what and why? Asks how and when
Eye on the horizon Eye on the bottom line
Does the right thing Does the thing right
(Bennis cited in Tozer, 1997).
http://www.slideshare.net/tommyland/management-vs-leadership-on-linkedin
Leadership 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 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
What’s important to you
likely
What’s important to you
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
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!
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
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/