Project Management 6. Leadership

week 6

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

Develop and facilitate leadership,

team building,

performance management,

conflict management skills

in an IT environment.

Gray & Larson, 2006, Ch 10.

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

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

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

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 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?

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).

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

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

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

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

leading is the process of influencing others leading

leading is the process of influencing others

What is controlling about? controlling

What is controlling about?

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). Management planning organising leading controlling

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).

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

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 Leadership?

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).

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

The process of influencing others to achieve organizational goals

(Bartol et al, 1998).

People accept a leader’s influence because leaders have power

People accept a leader’s influence because leaders have power

Where does power come from?

Where does power come from?

legitimate power reward power expert power information power

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

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

legitimate power

reward power

expert power

information power

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

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

legitimate power reward power expert power information power Another example

legitimate power

reward power

expert power

information power

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

legitimate power

reward power

expert power

information power

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

legitimate power

reward power

expert power

information power

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

leader and manager are often used interchangeably

but the two should be distinguished Leaders Managers

but the two should be distinguished

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

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

Other managers do not function as leaders, leaders Managers

Other managers do not function as leaders,

and not all leaders are managers leaders Managers

and not all leaders are 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).

(Bennis cited in Tozer, 1997).

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

http://www.slideshare.net/tommyland/management-vs-leadership-on-linkedin

Do projects need leaders or managers?

Do projects need leaders or managers?

A project manager has many roles and responsibilities

A project manager has many roles and responsibilities

Managing projects is managing complexity

Managing projects is managing complexity

Formulate plans and objectives

Formulate plans and objectives

Monitor results

Monitor results

Take corrective action

Take corrective action

Expedite activities

Expedite activities

Solve technical problems

Solve technical problems

Serve as peacemaker

Serve as peacemaker

Make tradeoffs among time, costs, and project scope

Make tradeoffs among time, costs, and project scope

Recognize the need to change to keep the project on track

Recognize the need to change to keep the project on track

Initiate change

Initiate change

Provide direction and motivation

Provide direction and motivation

Innovate and adapt as necessary

Innovate and adapt as necessary

Integrate assigned resources

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

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

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

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

What are stakeholders?

What are stakeholders?

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

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

Projects usually involve a vast web of relationships

Projects usually involve a vast web of relationships

Hands-on work is not the same as leading

Hands-on work is not the same as leading

More pressure and more involvement

More pressure and more involvement

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

More pressure and more involvement

will reduce your effectiveness as a leader

What’s important to you

What’s important to you

What’s important to you likely

What’s important to you

likely

What’s important to you likely isn’t as important to someone else

What’s important to you

likely

isn’t as important to someone else

Different groups have different stakes

Different groups have different stakes

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

Different groups have different stakes

(responsibilities, agendas, and priorities)

in the outcome of a project.

Remember

Remember

Remember Project management is tough, exciting, and rewarding .

Remember

Project management is tough, exciting, and rewarding .

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

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 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.

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.

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

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

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

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.

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

Government agencies

Place constrains on project work. Permits need to be secured

Contractors may do the actual work with team members

Contractors

may do the actual work with team members

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

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

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

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

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.

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

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

Mapping Dependencies for social networks

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?

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?

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

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

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

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

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

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)

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

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

Industry ethical guidelines www.pmi.org

www.pmi.org

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

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

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

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

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

Contradictions of Project Management

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!

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

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

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

Systems thinker

Personal integrity

Proactive

High tolerance for stress

General business perspective

Good communicator

Effective time management

Skillful politician

Optimist

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

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

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.

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:

Gray & Larson, 2006, Ch. 11 .

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/

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

Title page pic care of lumaxart & CC @ Flickr

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