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Interpersonal Skills For Project Managers
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Interpersonal Skills For Project Managers


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Interpersonal skills are critical for project managers to enhance the probability of project success.

Interpersonal skills are critical for project managers to enhance the probability of project success.

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  • 2. A GENDA Why Interpersonal Skills? Leadership Team building Motivation Communication Influencing Decision making Political and Cultural awareness Negotiation
  • 3. R EFERENCEA Guide To The Project Management Body ofKnowledge (PMBOK® Guide) Fourth Edition- Project Management InstituteAppendix G: Interpersonal Skills
  • 4. I NTERPERSONAL SKILLS The “Soft” side of Project Management
  • 5. W HY INTERPERSONAL SKILLS ? Project managers work closely withproject team members and stakeholders. Effective project managers require goodproject management skills, technicalknowledge and interpersonal skills. Interpersonal skills assist projectmanagers to manage project effectively. Interpersonal skills is vital to thesuccessful outcome of a project.
  • 6. L EADERSHIP Lead the project team members andstakeholders toward a common project goal. Ability to get things done through theproject team members. Effective leadership: RESPECT & TRUST Project initiation: communicate,motivate and inspire project team. All phases: maintain the vision, strategyand communications. Evaluate performance of the projectteam.
  • 7. T EAM BUILDING Process of helping project team membersworking towards common project goals. Designed for improving project teamperformance. Result of good leadership and good teambuilding is teamwork. Promoting trust and open communication. Team building is ongoing process.
  • 8.  T EAM BUILDING Tasks:  Establish goals  Define and negotiate roles & procedures Processes:  Communication  Conflict management  Motivation  Leadership
  • 9. MOTIVATION Project success depends on project team’scommitment. Project team’s commitment depends onmotivation. Maximize self-satisfaction.
  • 10. MOTIVATION Motivational values:  Job satisfaction  Challenging work  Sense of accomplishment  Achievement and grow  Sufficient financial compensation  Rewards and recognition
  • 11. M ASLOW ’ S H IERARCHY OF N EEDS Self Truth, Creativity, Wisdom Actualization Recognition, Confidence, Respect Esteem Friendship, Belonging Social Safety Security, Assurance Physiological Food, Water
  • 12. C OMMUNICATION Single biggest reason for project success or failure. Open communication leads to high performance. Improves relationship in project team. Creates mutual trust. Listening is an important part of communication.
  • 13. C OMMUNICATION Project managers should:  Identify communication channels  Information need to provide  Information need to receive  Communicate effectively to stakeholders
  • 14. C OMMUNICATION Project managers should communicate:  the right information to  the right people  at the right time  at the right place  using the right format
  • 15. INFLUENCING Influencing is a strategy of sharing power andrelying on interpersonal skills to get others tocooperate towards common goals.
  • 16. INFLUENCING Lead by example, and follow through withcommitments. Clarify how a decision will be made. Use a flexible interpersonal style, adjust the styleto the audience. Apply your power skilfully and cautiously. Think of long-term collaboration.
  • 17. D ECISION MAKING Four decision styles used by project managers:  Command  Consultation  Consensus  Coin flip (random)
  • 18. D ECISION MAKING Four major factors  Time constraints  Trust  Quality  Acceptance
  • 19. SIX - PHASE DECISION MAKING PROCESS Problem Definition Evaluation Problem of the Solution Outcome Generation and Process Solution Ideas to Evaluation Action Planning Solution Action Planning
  • 20. P OLITICAL & CULTURAL AWARENESS Political awareness  Skilful use of politics and power helps in project success.  Ignoring or avoiding politics and inappropriate use of power lead to difficult projects. People are trying to exert their influence to getthings done their ways.  Stakeholder management  Follow the established process
  • 21. S AMPLE STAKEHOLDER MANAGEMENT LOGName Title Role in Interest Influence Relation- Strategy Project in Project on ship ProjectMr ABC Sales Key Medium High Good Invite him to project Director decision committee maker meetings
  • 22. STAKEHOLDER MANAGEMENTDon’t wait until there is a problem toengage your stakeholders!
  • 23. P OLITICAL & CULTURAL AWARENESS What is culture? “The collective programming of the human mind thatdistinguishes the members of one human group fromthose of another”. - Geert Hofstede
  • 24. P OLITICAL & CULTURAL AWARENESS Cultural awareness  Global project environment  Cultural diversity  Mutual trust  Win / Win atmosphere  Use of good communication planning
  • 25. P OLITICAL & CULTURAL AWARENESS Cultural differences  Language  Religion  Customs  Rituals  Business meeting etiquette
  • 26. H OFSTEDE S FIVE C ULTURAL D IMENSIONS Power Distance Index Individualism Masculinity Uncertainty Avoidance Index Long-Term Orientation
  • 27. NEGOTIATION Negotiation is a strategy to get other parties toreach an agreement. It is an integral part of project management. It increases the probability of project success.
  • 28. N EGOTIATION SKILLS Analyze the situation. Differentiate between wants and needs. Focus on interests and issues rather than onpositions. Ask high and offer low, but be realistic. Make a concession with value yielding. Win-Win negotiation. Do a good job in listening and articulating.
  • 29. W IN - WIN N EGOTIATION STEPS Focus on common project goals. Establish rapport and relationships. Understand what motivates the stakeholders. Understand the Win-Win options. Practice and Practice. Emphasis on the consensus. Confirmation of the agreement. Analyze the outcome and risks. Summarize and document what have been agreed.
  • 30. T HANK YOU Dr Anthony Yeong Email: