Final project 2 report

407 views

Published on

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
407
On SlideShare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
3
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Final project 2 report

  1. 1. LEADERSHIP – <br />SUMMARY & <br />LESSONS LEARNED<br />ENCE 662 - INTRODUCTION TO PROJECT MANAGEMENT<br />2010<br />PREPARED BY: TEAM TERPS: NICHOL BELL, JON MATHIS, YALI REN, & ORCUN CANLILAR<br />12/6/2010<br />
  2. 2. Introduction<br />Problem Areas<br />Six Steps to Successful Leadership<br />The Right to Lead<br />Lessons Learned<br />Conclusion<br />Summary<br />References<br />Questions<br />Agenda<br />
  3. 3. Importance<br />PMBOK consists of a process<br />Anyone can execute a series of steps<br />Only a leader will be build a successful team <br />John Maxwell, Guest Speaker<br />Government agencies<br />Entrepreneurial Businesses<br />Exercises and lecture emphasized:<br />Effective & ineffective behaviors<br />Focus areas to achieve success<br />Leadership<br />
  4. 4. Communication – Problem Area for Leaders <br />Effect all organizations <br />Successful communication assumed<br />Most common mistake<br />Must ensure purpose is known clearly and concisely<br />Miscommunication can occur by individuals having a different definition of the same words<br />“What is in your head is not in theirs”<br />
  5. 5. “Perception is reality”<br />All actions, mannerisms and “off the record” conversations<br />Must perceive the right things are being done<br />Perception of what is being communicated versus what is meant<br />Feedback<br />Honest feedback<br />Strong interpersonal relationship <br />Trust and mutual respect<br />Highest level<br />Environment of constructive criticism <br />Feedback with a rewards program<br />Feedback that is forced or coerced will not be honest<br />Problem Areas Cont.<br />
  6. 6. Six Steps to Successful Leadership<br />Safety<br />Physical safety<br />Job security <br />Positive work environment<br />Trust <br />Without, the team will not function at optimal levels<br />Integral for honest, up-front observations and opinions<br />Clarity in the flow of information <br />Leader able to understand what subordinates deal with<br />Subordinates must clearly understand their duties and responsibilities <br />Workers who know what is expected are more likely to meet or exceed standards <br />
  7. 7. Goals and Challenges <br />Set high, but achievable<br />Without clear challenges may fall short of performance standards<br />Feedback at every level <br />Honest<br />Objective – not personal<br />Timely – not too late<br />Take Action<br />Make changes to improve the organization<br />Follow up and ensure that identified problems corrected<br />Six Steps Cont.<br />
  8. 8. Not obtained by obtaining rank or position; only earned through gaining trust of subordinates to influence people mission completion. <br />Let go of their ego<br />Must be obvious that leader cares about their people <br />Take care of subordinates, mentor, and ensure they have everything necessary for success<br />Become a good follower<br />To have the most influence a leader must understand what it means to be led<br />Success has more to do with followers than with just a leader<br />Seven ways to “Earn”The Right to Lead<br />
  9. 9. The Right to Lead cont.<br />Build positive relationships <br />Influence grows exponentially when strong relationships are formed<br />Make time to build relationships<br /> <br />Leading by example <br />Way of life of the best leaders the world has ever produced. <br />Do everything in power to improve and motivate themselves <br />Motivation to perform at the highest levels will spread to others<br />Rely on discipline, not emotions <br />Emotions of a project test discipline and hard work <br />Must keep mission pressing forward in worst circumstances<br />Any give will be apparent to subordinates, echoed by all to the detriment of project <br />Must be the rock of team, keep motivation high for team<br />
  10. 10. The Right to Lead cont.<br />Invest time and resources in adding value to the individuals and sub-teams <br />Increases influence and productivity of subordinates <br />Produces large gain in level of trust; belief that followers are important <br />Motivates people to improve; environment of satisfaction <br />Delegatepower<br />Empower others to make decisions<br />Employees name is on project, will strive to succeed<br />Delegation builds leaders<br />Power gained because of title or position, exercised without caution, ultimately ends in failure<br />
  11. 11. Leaders must truly care about their people<br />Effective followers must be engaged and produce quality work<br />Leadership is a 24/7 role<br />Successful communication and strong interpersonal relationships are paramount<br />Lessons Learned<br />
  12. 12. John Maxwell made it clear <br />To be successful at any leadership level, all actions must fully embody that of a true leader<br />The experience and real life examples were most impactful<br />Steps to building strong leadership in an organization different than others previously seen by group members<br />Stories and illustrations<br />Vivid <br />Appropriate to the points being made <br />Conclusion<br />
  13. 13. Introduction<br />Problem Areas<br />Six Steps to Successful Leadership<br />The Right to Lead<br />Lessons Learned<br />Conclusion<br />Summary<br />References<br />Questions<br />Summary<br />
  14. 14. [1] http://en.wikipedia.org/wiki/Design-bid-build<br />[2]http://www.lorman.com/newsletter/article.php?article_id=54&newsletter_id=13&category_id=3<br />[3] http://en.wikipedia.org/wiki/Tuckman's_stages_of_group_development<br />[4] http://www.12manage.com/methods_tuckman_stages_team_development.html<br />[5] http://en.wikipedia.org/wiki/Design-build<br />[6] Construction Management, An Owner's Guide to Using the 'Construction Management' Project Delivery System on, Alberta Infrastructure Funded Building Projects, Alberta Infrastructure<br />[7] Project Management in Construction, Sidney M. Levy, Fifth Edition<br />[8] Construction delay claims, by Barry B. Bramble, Michael T. Callahan, Third edition<br />[9] Mantel, Samuel J. Jr. Et Al. Project Management in Practice. Third Edition. Hoboken, NJ. 2008 <br />References<br />
  15. 15. Questions ? <br />

×