Leadership and the Project Manager - Bearing the Brunt of the Storm - PMI Washington DC
Upcoming SlideShare
Loading in...5
×
 

Leadership and the Project Manager - Bearing the Brunt of the Storm - PMI Washington DC

on

  • 453 views

Jon Weinstein, Line of Sight President presented "Leadership and the Project Manager - Bearing the Brunt of the Storm" at PMI Washington DC on October 22, 2013. The presentation covered the essential ...

Jon Weinstein, Line of Sight President presented "Leadership and the Project Manager - Bearing the Brunt of the Storm" at PMI Washington DC on October 22, 2013. The presentation covered the essential characteristics and traits of successful project leaders, roles of a project manager as well as ten specific guidelines that a project manager should follow to communicate effectively.

Interested in learning how to improve your project management skills even further? Line of Sight delivers a wide range of project management consulting services, each of which are designed to help organizations maximize the investments made into projects. For more information, please visit http://line-of-sight.com/project-management, or give us a call at 1-800-434-7126.

www.line-of-sight.com

Projects Done Right, Right Projects Done.

Statistics

Views

Total Views
453
Views on SlideShare
453
Embed Views
0

Actions

Likes
0
Downloads
8
Comments
0

0 Embeds 0

No embeds

Accessibility

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

Leadership and the Project Manager - Bearing the Brunt of the Storm - PMI Washington DC Leadership and the Project Manager - Bearing the Brunt of the Storm - PMI Washington DC Presentation Transcript

  • 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   AUTHORITY   •  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   •  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
  • CHARACTERISTICS  AND  TRAITS   LEADERSHIP  AND  THE  PROJECT  MANAGER:  BEARING  THE  BRUNT  OF  THE  STORM   CharacterisScs  and  Traits  of   Successful  Project  Leaders     Managing  Authority  &   Responsibility  -­‐  The  project   manager  can  delegate   “func=onal  responsibility”,     but  not  ul=mate  responsibility.     “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
  • CHARACTERISTICS  AND  TRAITS   LEADERSHIP  AND  THE  PROJECT  MANAGER:  BEARING  THE  BRUNT  OF  THE  STORM   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.     ©2010 – 2013 Line of Sight, LLC
  • CHARACTERISTICS  AND  TRAITS   LEADERSHIP  AND  THE  PROJECT  MANAGER:  BEARING  THE  BRUNT  OF  THE  STORM   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.   ©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   Ten guidelines that a project manager should follow to communicate effectively: 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   ©2010 – 2013 Line of Sight, LLC 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”  
  • FOCUS  ON  ACTION   LEADERSHIP  AND  THE  PROJECT  MANAGER:  BEARING  THE  BRUNT  OF  THE  STORM   Management  Focus   Goals  &  objec=ves   Telling  how  &  when   Shorter  range   Organiza=on  &  structure   Autocracy   Conforming   Consistency   Risk-­‐avoidance   Bohom  Line   ©2010 – 2013 Line of Sight, LLC Leadership  Focus   Vision   Selling  what  &  why   Longer  range   People   Democracy   Challenging   Flexibility   Risk-­‐opportunity   Top  Line  
  • 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   ©2010 – 2013 Line of Sight, LLC PROJECT   MANAGER  
  • LEADERS  MANAGE,  MANAGERS  LEAD   LEADERSHIP  AND  THE  PROJECT  MANAGER:  BEARING  THE  BRUNT  OF  THE  STORM   •  Increased   Project   Complexity   Leads  to   Which   demands   •  Increased   Project   Risk   •  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?     ©2010 – 2013 Line of Sight, LLC •  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?  
  • 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
  • Final  Word…   “Mediocrity  is  expensive!”   Congressman  Elijah  Cummings   Maryland  7th  District   Senior  member  of  the     Commihee  on  Oversight     and  Government  Reform     ©2010 – 2013 Line of Sight, LLC
  • COMPLETE  YOUR  COLLECTION…     CONNECT WITH US… www.line-of-sight.com linkedin.com/company/line-of-sight www.linkedin.com/in/jonweinstein @LineofSightLive @Jon_Weinstein Jon Weinstein jweinstein@line-of-sight.com 410-696-2610 ©2010 – 2013 Line of Sight, LLC