The Project Management Process - Week 6 Leadership

Project Management 6. Leadership

week 6

Develop and facilitate leadership,
team building,
performance management,
conflict management skills
in an IT environment.

Gray & Larson, 2006, Ch 10.

Leadership and Management
Managing Project Stakeholders
Influence as Exchange
Commonly Traded Organizational Currencies
Social Network Building
Ethics and Project Management
Contradictions of Project Management
Qualities of an Effective Project Manager
Suggestions for Project Managers

management

management is about people

Management is the process of achieving organizational goals through engaging in the four major functions of planning, organizing, leading and controlling (Bartol et al, 1998).
What is Management?

planning is the process of setting goals and deciding best way to achieve them
planning

organizing is the process of allocating and arranging human and other resources
organising

leading is the process of influencing others
leading

What is controlling about?
controlling

Management planning organising leading controlling

Figure 1.1 The functions of management ( Bartol et al, 1998 , p7)

What is Leadership?

The process of influencing others to achieve organizational goals
(Bartol et al, 1998).

People accept a leader’s influence because leaders have power

Where does power come from?

legitimate power
reward power
expert power
information power

legitimate power
reward power
expert power
information power
An example

legitimate power
reward power
expert power
information power
An example I am your manager

legitimate power
reward power
expert power
information power
An example I have the authority to give you a performance bonus

legitimate power
reward power
expert power
information power
Another example

legitimate power
reward power
expert power
information power
Another example I can also know how to do the job pretty well, and you want to learn

Leaders Managers Managers who are not leaders Leaders who are not managers People who are both managers and leaders

leader and manager are often used interchangeably
Leaders Managers

but the two should be distinguished
Leaders Managers

Some managers function as leaders, and this fits with the definition of management
leaders Managers

Other managers do not function as leaders,
leaders Managers

and not all leaders are managers
leaders Managers

Innovates Administers

Innovates Administers An original A copy

Innovates Administers An original A copy Develops new things Maintains existing things

Innovates Administers An original A copy Develops new things Maintains existing things People focus System and structure focus

Innovates Administers An original A copy Develops new things Maintains existing things People focus System and structure focus Inspires trust controls

Innovates Administers An original A copy Develops new things Maintains existing things People focus System and structure focus Inspires trust controls Long term Short term

Innovates Administers An original A copy Develops new things Maintains existing things People focus System and structure focus Inspires trust controls Long term Short term Asks what and why? Asks how and when

Innovates Administers An original A copy Develops new things Maintains existing things People focus System and structure focus Inspires trust controls Long term Short term Asks what and why? Asks how and when Eye on the horizon Eye on the bottom line

Innovates Administers An original A copy Develops new things Maintains existing things People focus System and structure focus Inspires trust controls Long term Short term Asks what and why? Asks how and when Eye on the horizon Eye on the bottom line Does the right thing Does the thing right

Leaders Managers Innovates Administers An original A copy Develops new things Maintains existing things People focus System and structure focus Inspires trust controls Long term Short term Asks what and why? Asks how and when Eye on the horizon Eye on the bottom line Does the right thing Does the thing right

Leaders Managers Innovates Administers An original A copy Develops new things Maintains existing things People focus System and structure focus Inspires trust controls Long term Short term Asks what and why? Asks how and when Eye on the horizon Eye on the bottom line Does the right thing Does the thing right
(Bennis cited in Tozer, 1997).

http://www.slideshare.net/tommyland/management-vs-leadership-on-linkedin
Leadership and Managers are not the same thing

Do projects need leaders or managers?

A project manager has many roles and responsibilities

Managing projects is managing complexity

Formulate plans and objectives

Monitor results

Take corrective action

Expedite activities

Solve technical problems

Serve as peacemaker

Make tradeoffs among time, costs, and project scope

Recognize the need to change to keep the project on track

Initiate change

Provide direction and motivation

Innovate and adapt as necessary

Integrate assigned resources

Formulate plans and objectives
Monitor results
Take corrective action
Expedite activities
Solve technical problems
Serve as peacemaker
Make tradeoffs among time, costs, and project scope
Recognize the need to change to keep the project on track
Initiate change
Provide direction and motivation
Innovate and adapt as necessary
Integrate assigned resources

What are stakeholders?

You can’t do it all and get it all done

Projects usually involve a vast web of relationships

Hands-on work is not the same as leading

More pressure and more involvement

More pressure and more involvement
will reduce your effectiveness as a leader

What’s important to you

likely

likely
isn’t as important to someone else

Different groups have different stakes

Different groups have different stakes
(responsibilities, agendas, and priorities)
in the outcome of a project.

Remember

Remember
Project management is tough, exciting, and rewarding .

Remember
Project management is tough, exciting, and rewarding .
so persevere

http://www.betterprojects.net/2007/05/introduction-to-stakeholder-management.html

Figure 10.1 Network of stakeholders ( Gray & Larson, 2006 , p314)

Project team
manages and completes the project work. Most participants want to do a good job, but they are also concerned with other obligations and how their involvement will contribute to their personal goals and aspirations

Project managers
naturally compete with each other for resources and support top management. At the same time, they have to share the resources and exchange information.

Functional managers
depending upon how the project is organised can play minor or major role toward the project success, for example providing technical input etc.

Top management
approves funding of the project and establishes the priorities within the organization. They define success, rewards for the successful completing of the project. Significant adjustments in scope, time and cost

Project sponsors
champion of the project and use their influence to gain approval of the project. Their reputation is tied to the success of the project

Customers
define the scope of the project, and ultimate project success rests in their satisfaction. Project managers need to be responsive to changing customer needs and requirements and to meeting their expectations

Administrative groups
such as human resources, information systems, purchasing agents, maintenance etc. provide valuable support service.

Government agencies
Place constrains on project work. Permits need to be secured

Contractors
may do the actual work with team members

TABLE 10.1 Task-related currencies Resources Lending or giving money, budget increases, personnel, etc. Assistance Helping with existing projects or undertaking unwanted tasks. Cooperation Giving task support, providing quicker response time, or aiding implementation. Information Providing organizational as well as technical knowledge. Position-related currencies Advancement Giving a task or assignment that can result in promotion. Recognition Acknowledging effort or abilities. Visibility Providing a chance to be known by higher-ups or significant others in the organization. Network/contacts Providing opportunities for linking with others. Source: Adapted from A. R. Cohen and David L. Bradford, Influence without Authority (New York: John Wiley & Sons, 1990). Reprinted by permission of John Wiley & Sons, Inc.

TABLE 10.1 (cont’d) Inspiration-related currencies Vision Being involved in a task that has larger significance for the unit, organization, customer, or society. Excellence Having a chance to do important things really well. Ethical correctness Doing what is “right” by a higher standard than efficiency. Relationship-related currencies Acceptance Providing closeness and friendship. Personal support Giving personal and emotional backing. Understanding Listening to others’ concerns and issues. Personal-related currencies Challenge/learning Sharing tasks that increase skills and abilities. Ownership/involvement Letting others have ownership and influence. Gratitude Expressing appreciation.

Mapping Dependencies
for social networks

Project team perspective
Whose cooperation will be needed?
Whose agreement or approval will we need?
Whose opposition would keep us from accomplishing the project?

Stakeholders’ perspective
What differences exist between the team and those on whom the team will depend?
How do the stakeholders view the project?
What is the status of our relationships with the stakeholders?
What sources of influence does the team have relative to the stakeholders?

Figure 10.2 Dependencies for financial software installation project ( Gray & Larson, 2006 , p320)

Characteristics of Effective Project Managers
initiate contact with key players
anticipate potential problems
provide encouragement
reinforce the objectives and vision of the project
intervene to resolve conflicts and prevent stalemates

Management by Walking Around (MBWA)
A management style that involves managers spending the majority of time outside of their offices in face-to-face interactions with employees building cooperative relationships

Managing Upward Relations
Project Success = Top Management Support
appropriate budgets
responsiveness to unexpected needs
a clear signal to the organization of the importance of cooperation
Motivating the Project Team
influence top management to favor team by
withdrawing unreasonable demands
providing additional resources
recognizing the activities of team members

Figure 10.3 The significance of a project sponsor ( Gray & Larson, 2006 , p324)

Leading by Example
Highly visible, interactive management style which allows building and sustaining cooperative relationship and modeling project managers behavior

6 aspects of leading by example
Priorities
Urgency
problem solving
standards of performance
Ethics
Co-operation

Figure 10.4 Leading by example ( Gray & Larson, 2006 , p326)

Industry ethical guidelines
www.pmi.org

Ethical dilemmas
Situations where it is difficult to determine whether conduct is right or wrong

lagging of cost and time estimations
falsely assuring customers that everything is fine
being pressured to alter status reports
falsifying cost accounts
compromising safety standards to accelerate progress
approving poor work

Contradictions of Project Management Innovator! Maintain stability!

Contradictions of Project Management Innovator! Maintain stability! Individuals! Teamwork!

Contradictions of Project Management Innovator! Maintain stability! Individuals! Teamwork! Flexible! Determined!

Contradictions of Project Management Innovator! Maintain stability! Individuals! Teamwork! Flexible! Determined! Team loyalty! Organisational loyalty!

Systems thinker
Personal integrity
Proactive
High tolerance for stress
General business perspective
Good communicator
Effective time management
Skillful politician
Optimist

Leaders:

References
Bartol, K. et al. (1998). Management – A pacific rim focus (2 nd ed.). Roseville, NSW: McGraw-Hill.
Greenberg, J. & Baron, R. (1993). Behavior in organizations (4 th ed.). Syd., NSW: Allyn and Bacon.
Tozer, J. (1997). Leading initiative – Leadership, teamwork and the bottom line. Port Melb., Vic: Butterworth-Heinemann.

Next Week
Gray & Larson, 2006, Ch. 11 .
Reading: Managing Project Teams Topic:

http://flickr.com/photos/lumaxart/2137729430/ http://flickr.com/photos/lukemontague/257339079/ http://flickr.com/photos/dunechaser/2019456693/ http://flickr.com/photos/shadows_and_light/2072085898/sizes/sq/ http://flickr.com/photos/mjthomas43/289435126/sizes/sq/ http://flickr.com/photos/trvr3307/127632207/sizes/sq/ http://flickr.com/photos/imranchaudhry/2208102635/sizes/sq/ http://flickr.com/photos/soldiersmediacenter/397708723/sizes/sq/ http://flickr.com/photos/beija-flor/52292046/sizes/sq/ http://flickr.com/photos/maniya/2731402919/sizes/sq/ http://flickr.com/photos/skistz/398429879/sizes/sq/ http://flickr.com/photos/jeffbelmonte/8228640/sizes/sq/ http://flickr.com/photos/craigwbrown/118034346/sizes/sq/ http://flickr.com/photos/cindy47452/2479210076/sizes/sq/ http://flickr.com/photos/gadl/366202554/sizes/sq/ http://flickr.com/photos/cmbellman/2775956184/sizes/sq/in/photostream/

http://flickr.com/photos/cmbellman/2772343336/sizes/sq/ http://flickr.com/photos/ppdigital/2327873620/sizes/sq/in/set-72157603263059146/ http://flickr.com/photos/jenicra84/2174260506/sizes/sq/ http://flickr.com/photos/eticas/2282480520/sizes/sq/ http://flickr.com/photos/worldeconomicforum/374706891/sizes/sq/ http://flickr.com/photos/meredithfarmer/315541970/sizes/sq/

BetterProjects.net
Title page pic care of lumaxart & CC @ Flickr
http://flickr.com/photos/lumaxart/2137729430/

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The Project Management Process - Week 6 Leadership

by Craig Brown

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