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Seven steps to project management with a human face part 2 get the right people
1. Project management with a human
face
Part 2: Get the right people
Aaro Ollikainen, Claro Leaders Oy
1 12.4.2012
2. The seven steps to project
management with a human face
Create a shared dream with a
deadline
Find the correct leadership touch
Get the right people
Don’t inform, communicate
Encourage passion
Celebrate the conflicts
Get hold of the stakeholders
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4. What to expect from the project
owner?
Do not lead by: fear, punishments, threats, Lead by: encouragement, curiosity,
belittlement participation, excitement
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5. Finding top talents
Have you ever thought that…
…I’ll pay anything to get that person in my project?
If you answered yes, you’ve probably found a top talent!
5 12.4.2012
6. Top talent in a project team
He / she… But also…
Readily adopts new Contradicts everything
information
Probably thinks he / she is
Has practical creativity: can smarter than you
combine different things, even
in unexpected ways
Has an ego the size of Brazil
Is naturally curious
Gets bored easily
Does not like ”dull” colleagues
Respects freedom
6 12.4.2012
7. Project leadership is NOT about proving your own
worth as an expert
Separate the role of PM from the role of
expert
Never indulge in ”who is right” battles
The PM solicitates arguments, does not
participate in them
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8. Rewarding a top talent
World class colleagues
Challenging tasks
Top-of-the class development opportunities
Visibility and glory in the professional
opportunity
An opportunity to get wealthy
8 12.4.2012
10. A team role is a consistent way of
participating in a project team
STRENGTHS WEAKNESSES
INNOVATOR Creative, inspirational, peculiar character. Not interested in details. Too absent
Solves complex problems minded to communicate efficiently.
RESOURCE INVESTIGATOR Extrovert, social, creates connections Over optimistic. Loses interest quickly
COORDINATOR Mature, caring, good at communicating Influences others and delegates at times
goals and supporting decision-making, too much.
good at delegation
SHAPER Challenging, dynamic, creates a sense of Can annoy and even hurt sensitive
urgency, has capability and courage to people.
face challenges
MONITOR / EVALUATOR Good judgement, sees all the Does not encourage others.
alternatives, good at analysis
TEAMWORKER Collaborative, insightful, good listener. Indecisive in crunch situations. Easily
Avoids conflict and improves the influenced by others.
atmosphere.
IMPLEMENTER Disciplined, reliable, conservative yet Inflexible. May respond slowly to new
efficient. Good at applying ideas. opportunities.
FINISHER / COMPLETER Conscientous, curious, good at spotting Worries unduly. Challenges in delegating
errors and shortcomings, drives for to others. May get stuck to details.
meeting the deadline
SPECIALIST Devoted. Provides knowledge and Lacks the big picture. Focuses on details.
expertise on short supply.
11. You need each of these roles in
different project phases
Initiation Planning Implementation Closing
Shaper Coordinator Shaper Finisher / completer
Innovator Monitor / evaluator Coordinator Implementer
Resource Specialist Implementer Monitor / evaluator
investigator Teamworker
Resource investigator
11 12.4.2012
