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week 4

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  • Reflection and Discussion Forum Week 4Reflect on the assigned readings for the week. Identify what you thought was the most important concept(s), method(s), term(s), and/or any other thing that you felt was worthy of your understanding.

    Also, provide a graduate-level response to each of the following questions:
    1. The chapter stressed the idea that project management is a leader-intensive undertaking.  Discuss in what sense this statement is true.
    2. Discuss the concept of emotional intelligence as it relates to the duties of project managers.  Why are the five elements of emotional intelligence so critical to successful project management?
  • Activity 4Consider the profile examples on project leaders Sir John Armitt and Jim Watzin from the chapter. If you were to summarize the leadership keys to their success in running projects, what actions or characteristics would you identify as being critical? Why? What are the implications for you when you are given responsibility to run your own projects?

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Attachment 1


Project Management: Achieving Competitive Advantage

Fifth Edition

Chapter 4

Leadership and the Project Manager

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved

If this PowerPoint presentation contains mathematical equations, you may need to check that your computer has the following installed:

1) MathType Plugin

2) Math Player (free versions available)

3) NVDA Reader (free versions available)

1

Learning Objectives (1 of 2)

4.1 Understand how project management is a “leader-intensive” profession.

4.2 Distinguish between the role of a manager and the characteristics of a leader.

4.3 Understand the key behaviors in which project leaders engage to support their projects.

4.4 Recognize traits that are strongly linked to effective project leadership.

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved

Learning Objectives (2 of 2)

4.5 Identify the key roles project champions play in project success.

4.6 Recognize the principles that typify the new project leadership.

4.7 Understand the development of project management professionalism in the discipline.

4.8 Recognize the important role ethics plays for successful project leadership.

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved

P M B o K Core Concepts

Project Management Body of Knowledge (P M B o K) covered in this chapter includes:

Responsibilities and Competencies of the Project Manager (P M B o K 1.7.1)

Interpersonal Skills of the Project Manager (P M B o K 1.7.2)

Manage Project Team (P M B o K 9.4)

Project Communications Management (P M B o K 10)

Manage Stakeholder Engagement (P M B o K 13.3)

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved

Leadership

“The ability to inspire confidence and support among the people who are needed to achieve organizational goals.”

Project management is leader intensive!

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved

Leaders Versus Managers

Exchange of purpose

A right to say no

Joint accountability

Absolute honesty

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved

Figure 4.2 Differences Between Managers and Leaders

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved

How the Project Manager Leads

Project managers function as mini-C E O s and manage both “hard” technical details and “soft” people issues.

Project managers:

acquire project resources

motivate and build teams

have a vision and fight fires

communicate

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved

Acquiring Resources

Project are underfunded for a variety of reasons:

Vague goals

Lack of top management support

Requirements understated

Insufficient funds

Distrust between managers

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved

Purpose of Meetings

Define project and team players.

Provide an opportunity to revise, update, and add to knowledge base.

Assist team members in understanding role in project as part of whole and how to contribute to project success.

Help stakeholders increase commitment to project.

Provide a collective opportunity to discuss project.

Provide visibility for project manager’s role.

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved

Communication (1 of 2)

It is critical for a project manager to maintain strong contact with all stakeholders.

Project meetings feature task-oriented and group maintenance behaviors.

Table 4.1 Task and Group Maintenance Behaviors for Project Meetings

Task-Oriented Behavior Specific Outcome
1. Structuring process Guide and sequence discussion
2. Stimulating communication Increase information exchange
3. Clarifying communication Increase comprehension
4. Summarizing Check on understanding and assess progress
5. Testing consensus Check on agreement

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved

Communication (2 of 2)

Table 4.1 [continued]

Group Maintenance Behavior Specific Outcome
1. Gatekeeping Increase and equalize participation
2. Harmonizing Reduce tension and hostility
3. Supporting Prevent withdrawal, encourage exchange
4. Setting standards Regulate behavior
5. Analyzing process Discover and resolve process problems

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved

Characteristics of an Effective Project Manager

Leads by example

Visionary

Technically competent

Decisive

A good communicator

A good motivator

Stands up to top management when necessary

Supports team members

Encourages new ideas

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved

Characteristics of Project Managers Who Are Not Leaders

Personal Flaw

Sets bad example

Not self-assured

Lacks technical expertise

Poor communicator

Poor motivator

Organizational Factors

Lack of top management support

Resistance to change

Inconsistent reward system

A reactive organization rather than a proactive, planning one

Lack of resources

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved

Leadership and Emotional Intelligence

Emotional intelligence refers to leaders’ ability to understand that effective leadership is part of the emotional and relational transaction between subordinates and themselves.

Five elements characterize emotional intelligence:

Self-awareness

Self-regulation

Motivation

Empathy

Social skills

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved

Traits of Effective Project Leaders

One study on effective project leadership revealed these common characteristics:

Credibility

Creative problem-solver

Tolerance for ambiguity

Flexible management style

Effective communication skills

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved

Essential Project Management Abilities

Organizing under conflict

Experience

Decision making

Productive creativity

Organizing with cooperation

Cooperative leadership

Integrative thinking

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved

What Are Project Champions?

Champions are “fanatics” in the single-minded pursuit of their pet ideas.

Champions can be:

creative originator

entrepreneur

“godfather” or sponsor

project manager

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved

Champion Roles

Traditional Duties

Technical understanding

Leadership

Coordination and control

Obtaining resources

Administrative

Nontraditional Duties

Cheerleader

Visionary

Politician

Risk-taker

Ambassador

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved

Creating Project Champions

Identify and encourage their emergence.

Encourage and reward risk takers.

Remember the emotional connection.

Free champions from traditional project management duties.

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved

New Project Leadership

Four competencies determine a project leader’s success:

Understand and practice the power of appreciation.

Remind people what’s important.

Generate and sustain trust.

Align with the leader.

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved

Right Management Choices in International Setting

Develop a detailed understanding of the environment.

Do not stereotype.

Be genuinely interested in cultural differences.

Do not assume there is one way (yours) to communicate.

Listen actively and empathetically.

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved

Project Management Professionalism

Project work is becoming the standard for many organizations.

There is a critical need to upgrade the skills of current project workers.

Project managers and support personnel need dedicated career paths.

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved

Creating Project Managers

Match personalities with project work.

Formalize commitment to project work with training programs.

Develop a unique reward system.

Identify a distinct career path.

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved

P M I Code of Ethics

The Project Management Institute’s code of ethics for project managers consists of:

Responsibility

Respect

Fairness

Honesty

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved

Normative Versuse Behavioral Ethics

Normative ethics: What will a person or organization do in a given situation?

Behavioral ethics: Why do people behave the way they do in the workplace?

Table 4.5 Normative Ethics and Project Manager Behaviors

Orientation Category Project Manager’s Responsibility
Process Deontological ethics explains the rules, maxims, norms, and principles to govern conduct. Moral obligations concerning justice and fairness. Social contract theories. Make sure processes are just, fair, and reasonable and do not violate human rights.
Outcome Consequentialism defines right conduct in terms of the alternative likely to produce the best overall outcome for the stakeholders. Maximize the overall value for the stakeholders.
Character Virtue ethics focuses on the moral virtues of honesty, integrity, fairness, courage, care, and how they are developed and nurtured. Exhibit exemplary personal conduct that serves as a model for others of how to act.

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved

26

Unethical Behaviors

Corruption is the abuse of entrusted power for private gain.

Petty corruption: everyday abuse of power by low-level officials with ordinary citizens.

Grand corruption: committed by relevant institutions such as governments, corporations, or legal bodies.

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved

Types of Corruption

Common types of corruption include:

Bribery

Extortion

Fraud

Abuse of Power

Embezzlement

Conflict of Interest

Nepotism

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved

Summary (1 of 2)

Understand how project management is a “leader-intensive” profession.

Distinguish between the role of a manager and the characteristics of a leader.

Understand the key behaviors in which project leaders engage to support their projects.

Recognize traits that are strongly linked to effective project leadership.

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved

Summary (2 of 2)

Identify the key roles project champions play in project success.

Recognize the principles that typify the new project leadership.

Understand the development of project management professionalism in the discipline.

Recognize the important role ethics plays for successful project leadership.

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved

Copyright

Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved

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