The document discusses the role of facilitators in team leadership. It argues that facilitation is needed because groups are complex with varying individual backgrounds and relationships that interfere with communication and goal sharing. A facilitator focuses on the group process rather than tasks, addressing problems teams often encounter like lack of participation, communication issues, and conflict. Key elements of effective facilitation include communication, teamwork, and visualization techniques. The challenges of facilitation involve dealing with different personalities, ensuring efficient communication, creating a shared vision, motivating people, handling conflicts, maintaining focus and balance, and building commitment.
Presentation peter pfeiffer@pan-african-pmc_2017_24_05Peter Pfeiffer
Points to the lack of meso management, that connects the strategic macro level with the micro management of interventions. Explains how the New Logical Framework can help to bridge the gap.
Presentation peter pfeiffer@pan-african-pmc_2017_24_05Peter Pfeiffer
Points to the lack of meso management, that connects the strategic macro level with the micro management of interventions. Explains how the New Logical Framework can help to bridge the gap.
RICS APM Project Leadership Conference Feb 2016Donnie MacNicol
Slides used in a highly interactive session using materials from Project Leadership 3rd Edition. Delegates were provided with the opportunity to walk between rooms and discuss the questions.
Businesses want return on their web investment. To do that, user experience professionals need to step out from behind the screen, take a seat at the table, balance user and business needs, and create a positive environment for change. Armed with an approach I sometimes call “strategic nagging,” this is the story of how I became a change agent using IA and content strategy to transform the 160-year-old American Society of Civil Engineers for a digital-first world.
Let’s talk about honing the empathic, organisational, and analytical skills we already have to diffuse disruption and work with people and processes, as well as information. Patience and persistence makes our message pervasive so we can motivate decision-makers, find allies, persuade detractors, and provide direction to practitioners.
When I became ASCE’s Web Director in January 2013, I thought I’d tinker with some content management issues, help rewrite some content, and provide governance guidance. Little did I know that I would use change management tactics disguised as web strategy, design, and development to get them to adopt an overarching digital strategy to better reach its members, grow revenue, and start to make stuff that really matters. We’re reaching a pivotal moment, and this is the story so far.
Symposium 2016 : Workshop 104 Brain and LeadershipPMI-Montréal
This innovative, one-of-a-kind workshop will present some of the most recent findings about the brain together with implications for managing and leading employees. The workshop will challenge many current management practices by presenting relevant research on the social and emotional nature of the brain.
Biography
Robert has developed a reputation as a pioneer in using neuroscience-supported tools and processes that challenge current management practices that date back over 50 years.
Robert Paris is one of the first and very few professionals in Canada who have earned their Certificate in the Foundations of Neuroleadership from the Neuroleadership Institute led by Dr. David Rock. Robert has 35 years combined practical management and consulting experience that spans 5 continents. He has 15 years of results-oriented management experience at blue chip companies such as Johnson & Johnson and has an established track record of successfully designing and facilitating management, leadership, team-building and coaching programs that give organizations a long term, sustainable competitive advantage. Robert is an exceptionally engaging executive coach whose advice is highly valued by CEOs, other C-Suite executives, middle managers and first-time supervisors. Robert has 25 years teaching experience at McGill University. He currently lectures at McGill’s School of Continuing Studies and is certified in the Foundations of Neuroleadership, Points of You™ Leadership & Coaching, Whole Brain Thinking™ and Simplexity™ Complex Problem-Solving. Robert’s dynamic personality, business and academic experience and use of 21st century leadership and coaching tools place him among the leaders in corporate training and development programs.
Developing Project Management Leadership,
It just doesn't happen, it takes planning, it takes devotion and above all it takes people care.
See how to:
Define the core competencies of an effective Project Manger/Project Leader
Introduce ideas and techniques that will assist the Project Leader in enhancing the capabilities of the entire Project team
Provide a framework for developing a personal leadership development plan
Promote teamwork and collaborative leadership
Scope or: How to Manage Projects for Organization SuccessToby Elwin
Organizations rely on projects to remain competitive. Projects are the way organizations deliver and realize their executive strategies. The ability to deliver a project is the ability to compete. Scope kills projects and projects that are not delivered kill organizations.
Managing change in today\'s topsy turvey business climate -- practical tips in this eBook produced in association with Interaction Associates. More info is at: www.interactionassociates.com
Technical training in project management does not prepare you for dealing with day-to-day, micro level crises that pop up now and then. As a project management professional, you’re a change agent working with teams that are made up of complex individuals in many different roles. Somehow you’re supposed to be a leader, and know how to read body language, negotiate, and be a master at myriad other skills. How do you do it all? Here is my short list of nine must-have skills for project managers that will help you get there.
RICS APM Project Leadership Conference Feb 2016Donnie MacNicol
Slides used in a highly interactive session using materials from Project Leadership 3rd Edition. Delegates were provided with the opportunity to walk between rooms and discuss the questions.
Businesses want return on their web investment. To do that, user experience professionals need to step out from behind the screen, take a seat at the table, balance user and business needs, and create a positive environment for change. Armed with an approach I sometimes call “strategic nagging,” this is the story of how I became a change agent using IA and content strategy to transform the 160-year-old American Society of Civil Engineers for a digital-first world.
Let’s talk about honing the empathic, organisational, and analytical skills we already have to diffuse disruption and work with people and processes, as well as information. Patience and persistence makes our message pervasive so we can motivate decision-makers, find allies, persuade detractors, and provide direction to practitioners.
When I became ASCE’s Web Director in January 2013, I thought I’d tinker with some content management issues, help rewrite some content, and provide governance guidance. Little did I know that I would use change management tactics disguised as web strategy, design, and development to get them to adopt an overarching digital strategy to better reach its members, grow revenue, and start to make stuff that really matters. We’re reaching a pivotal moment, and this is the story so far.
Symposium 2016 : Workshop 104 Brain and LeadershipPMI-Montréal
This innovative, one-of-a-kind workshop will present some of the most recent findings about the brain together with implications for managing and leading employees. The workshop will challenge many current management practices by presenting relevant research on the social and emotional nature of the brain.
Biography
Robert has developed a reputation as a pioneer in using neuroscience-supported tools and processes that challenge current management practices that date back over 50 years.
Robert Paris is one of the first and very few professionals in Canada who have earned their Certificate in the Foundations of Neuroleadership from the Neuroleadership Institute led by Dr. David Rock. Robert has 35 years combined practical management and consulting experience that spans 5 continents. He has 15 years of results-oriented management experience at blue chip companies such as Johnson & Johnson and has an established track record of successfully designing and facilitating management, leadership, team-building and coaching programs that give organizations a long term, sustainable competitive advantage. Robert is an exceptionally engaging executive coach whose advice is highly valued by CEOs, other C-Suite executives, middle managers and first-time supervisors. Robert has 25 years teaching experience at McGill University. He currently lectures at McGill’s School of Continuing Studies and is certified in the Foundations of Neuroleadership, Points of You™ Leadership & Coaching, Whole Brain Thinking™ and Simplexity™ Complex Problem-Solving. Robert’s dynamic personality, business and academic experience and use of 21st century leadership and coaching tools place him among the leaders in corporate training and development programs.
Developing Project Management Leadership,
It just doesn't happen, it takes planning, it takes devotion and above all it takes people care.
See how to:
Define the core competencies of an effective Project Manger/Project Leader
Introduce ideas and techniques that will assist the Project Leader in enhancing the capabilities of the entire Project team
Provide a framework for developing a personal leadership development plan
Promote teamwork and collaborative leadership
Scope or: How to Manage Projects for Organization SuccessToby Elwin
Organizations rely on projects to remain competitive. Projects are the way organizations deliver and realize their executive strategies. The ability to deliver a project is the ability to compete. Scope kills projects and projects that are not delivered kill organizations.
Managing change in today\'s topsy turvey business climate -- practical tips in this eBook produced in association with Interaction Associates. More info is at: www.interactionassociates.com
Technical training in project management does not prepare you for dealing with day-to-day, micro level crises that pop up now and then. As a project management professional, you’re a change agent working with teams that are made up of complex individuals in many different roles. Somehow you’re supposed to be a leader, and know how to read body language, negotiate, and be a master at myriad other skills. How do you do it all? Here is my short list of nine must-have skills for project managers that will help you get there.
9 Effective Qualities of Team Leaders | Avery EisenreichAvery Eisenreich
By Avery Eisenreich
Successful companies have leaders at every level of the organization to monitor employees' day-to-day tasks, peruse the bottom line, and oversee different aspects of business. Some of them are good leaders, while others are not. Some leaders take a hands-on approach, while others take a more relaxed approach to management. Here are 9 effective qualities that make team leaders stand out from the rest.
8 Essential Interpersonal Skills Project Manager Must Have! PMExamSmartNotes
** Special announcement: Sign-up for my free PMP course now > http://bit.ly/freepmpcourse
This presentation talks about the 8 essential interpersonal skills that a project manager must understand and practice. This topic is part of PMBOK (Tools and Techniques of Manage Project Team and Develop Project Team processes from Project Human Resources Management knowledge area) and is helpful in your preparation for PMP or CAPM certification exams. Or you can use this to understand more about project management.
For more detailed study notes visit www.PMExamSmartNotes.com.
Presentation pmi - october 26 - 2017 - naji bejjaniPMILebanonChapter
Talking Points & Agenda:
* Reminder of what EQ is – The 5 dimensions
* How to use EQ in project engagements
* EQ impact and effects on project execution
* Consequence of leveraging EQ on project results
Learning Objectives:
Project management is too often focused on the hard skills of executing a project.by the end of the session participants will understand how, by using EQ, the “soft side” of the project can direct boost its “hard” results.
About the Speaker: Dr. Naji Bejanni
Dr. Bejanni has done his Doctoral studies in Econometrics at La Sorbonne, with a Double “maitrise” in Econometrics and in International Relations from Université Dauphine in Paris, and a double M.B.A. from I.E.S.E., Barcelona, and from HARVARD External program.
He taught 6,000 students for 23 years in important Lebanese universities in senior courses, MBAs, and Doctoral programs.
He is an international management consultant, coach and trainer, and a key note speaker in leading conferences in Lebanon and 22 countries across 4 continents.
Was a regular columnist in many magazines (E.g: “Le Commerce du Levant”, “Masculin”, Al Iktissad wal Aamal”), being on the cover story of 2 of them.
Over more than 2 decades, he has provided 60 consulting assignments and trained more than 50,000 people from thousands of companies.
Has been the Private coach of businessmen, politicians, and opinion leaders often on Leadership and public speaking.
He has been also coaching entrepreneurs since 1999 first in universities, then also in BERYTECH since 2002. He was a jury member in the MIT Arab Business Plan Competition and in BERYTEC and guest in many talk shows on Lebanese TV.
Dr. Bejanni has been a keynote speaker in several conferences in the region speaking to medical doctors and government officials in the « Kuwait Health Reform » conference; the international congress for businesses in Bahrain: “Benchmarking for Excellence”, about: “Balance Scorecard” and “Six Sigma”; “Enhancing Productivity” in the 4th GCC International Congress on Productivity in Bahrain; TEDx speaker on Emotional Intelligence in NDU (on Youtube); More recently a panelist in a Digital Transformation Congress in AUB, talking about the effect of Digital Transformation on Education
Managing Your (DH) Project: Setting the Foundation for Working Collaborativel...Julie Meloni
I worked through these slides during the THATCamp Pacific Northwest 2010 Project Management Bootcamp Session. For more info on THATCamp PNW see http://www.thatcamppnw.org/
The primary benefit of the planning process is the process itself, not a plan. It is essential to put energy and effort into planning your process. The four questions you want to answer: Where are we? Where do we want to be in the future? What part of the status quo do we need to change to get us where we want to be in the future? How do we make it happen? Remember, if you don't know where you want to go it doesn't matter which road you take!
Optimizing Retrospectives on Distributed Agile TeamsSococo
Effective Retrospectives are the key to high performing Agile teams - but what happens when this team is distributed across several time zones and physical locations? How does a ScrumMaster bring that high level of team engagement so critical to continuous improvement when the team is not physically co-located? At Sococo, our success as an Agile team lies in the self-examination practices we’ve established with the help of our Agile partners.
This presentation is part of the Virtual Life Webinar Series, focusing on building a community of distributed workers and addressing common topics we all face.
The panelists in this webinar are David Horowitz with Retrium and AgileBill Krebs. It was moderated by Mandy Ross, Director of Social and Content Marketing at Sococo.
How to recruit an it project manager it-toolkitsIT-Toolkits.org
Many job roles have claimed the title ‘project manager’, but in reality, are a far cry from the traditional role with overall responsibility for the planning and execution of a project. So how can you be sure you are recruiting the right person?
3 Critical Steps to Project Management Office (PMO) DevelopmentGravesSE
Implementers know that before you make final decisions, you examine the current state and optimize it whenever possible before overlaying new process or new technology. Launching a PMO is no different. This presentation covers three important steps to position and balance your organization during PMO implementation.
1Running Head Leading and Managing HR Project7Leading a.docxdrennanmicah
1
Running Head: Leading and Managing HR Project
7
Leading and Managing HR Project
Leading and Managing HR Project
Introduction
Effective leadership is all about communicating effectively. While hiring a manager, good communication skill is a primary component to put into consideration. Helping a manager to make sure that persuasion, responsibility, creativity, and management of value system as well as providing support and motivation to teams. They should have the power to inspire and convince teams to work extra hard to achieve the targeted goals of the organization. Made possible by effective leading. Sound planning, monitoring and communicating. Effective communication acts as an added advantage for a leader to lead effectively (Armstrong & Michael, 2016). The question, what are the key points managers must keep vividly in their minds while communicating with their teams and suggestions to improve communication to make leadership more effective is a topic of discussion in every organization. Thus, forms the basis of our discussion.
Effective and accurate communication act as an essential factor to grow an efficient and successful leader or manager. To accomplish professional success, managers must be active and convincing communicators. It is very vital for managers and his team to learn how to communicate effectively and to aid in successfully completing projects and enable the organization to achieve success and grow. As if that is not enough, communication allows every employee to share what they have and give their opinions. Good communication yields better understanding and trust among people, empower them to follow core principles and values that their leaders want to inculcate in them (Armstrong & Michael, 2016). Lack or absence of excellent communication leads to failure to reach goals and the overall decline of the organization. Interacting with the team freely, a manager will increase the potential of having the work done in time. Good leaders are always aware that effective communication is obtained through just a single process. It is through listening and speaking that managers are said to have good communication. Managers should hence set aside objective that they must achieve after communicating.
Review and understand the types of project manager power listed and defined in the textbook and select and define any two you feel would be relevant to your current project and explain why. Be specific
There are five types of project power manager; formal or legitimate power, reward power, punishment power, expert power, and relational power. One can have all these powers, but to complete the project, I will need to have at least four of them (Heldman & Kim, 2018). Since am doing my final project on leading and managing the Human Resource project, I will consider expert and reward powers. Formal power will help me to establish my own authority as the lead of the project, while expert power will help me gain .
Defining the content strategy is the easy part. But how are you actually going to make it work? Not just today, but tomorrow, and next year, and the year after that? How can you continually evolve and mature your internal content practices, create rock-star content teams, and produce better content faster? Sound magical? Nope, it’s just good content governance.
We need to create a shared understanding of what problems we are trying to solve, what strategic choices we are trying to make, and what questions we are trying to answer before we can choose what tools, frameworks, and methods are more practical to facilitate the discussions required to answer these questions.
1. This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Facilitation
An effective Approach
for Team Leaders
Peter Pfeiffer, PhD, PMP, CKM
peter.pfeiffer@mpprio.com.br
2014
2. This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Agenda
• Why do we need facilitators if we have leaders?
• How does Facilitation work? Does it work at all?
• “If you can’t measure it, you can’t improve it”,
Right?
• Are you ready to accept the challenges and
facilitate anyway?
3. This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Leader and Facilitator
Focus on Task Focus on Process
4. This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Why do we need Facilitation?
Groups are generally far more complex than we
imagine.
Individual backgrounds can vary a lot.
Interpersonal relationships interfere.
Human communication is an extremely complex process.
Sharing goals and objectives is not trivial.
5. This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
1. Absence of team identity.
2. Difficulty making decisions.
3. Poor communication.
4. Inability to resolve conflicts.
5. Lack of participation.
6. Lack of creativity.
7. Groupthink.
8. Ineffective leadership.
Problems that teams encounter frequently
Source: Harvard Business Review
6. This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Communication
The Key Elements of the Facilitation
Teamwork
Visualization
7. This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
8. This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Frequency of the Use of Senses
9. This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Visualization
10. This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Advantages of Visualization
A common center of attention is created.
The contributions are registered and don’t get lost.
Visualized declarations facilitate a similar interpretation.
The author has to choose between information more or less
relevant.
Discussions become more objective and shorter.
Participation in discussions and searching solution improves
substantially.
11. This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Manage the process
How can the
management process be
improved to achieve better
results?
Choose the
appropriate approach
Which is the
best approach to
deal with the
task?
Help to comprehend
the task
What are the tasks
to be accomplished?
Facilitate
to produce
Tasks = What we do
Process = How we do it
12. This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
13. This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
LevelsofsocialBehavior
Love
Joy
Sadness
Hate
Sympathy
Affection
Hope
Status
Ambition
Desires
Values
Fear
Shame
Insecurity
Mistrust
Rejection
Antipathy
Hidden rules
Taboos
Anxiety
Technical level
Psycho-social level
Resources
Concepts
Deadlines
Materials
Hierarchy Tasks
Rules and norms
Proceedings
Objective Information
Ideas
14. This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
To understand the dynamics, one needs to dive deeper!
15. This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
LevelsofsocialBehavior
Love
Joy
Sadness
Hate
Sympathy
Affection
Hope
Status
Ambition
Desires
Values
Fear
Shame
Insecurity
Mistrust
Rejection
Antipathy
Hidden rules
Taboos
Anxiety
Technical level
Psycho-social level
Resources
Concepts
Deadlines
Materials
Hierarchy Tasks
Rules and norms
Proceedings
Objective Information
Ideas
16. Preparation (clarify purpose, issues, facts, participants, expected outcomes)
Define Setting (create appropriate atmosphere, select room, chairs, tables,
define breaks)
Define Approach (select tools and techniques, dynamics, equipment and
materials)
Prepare Agenda (explicit purpose, expected results, define duration)
Prepare yourself for the Event
Documentation (register what happened)
Follow-up (share results, indicate next steps)
Important steps to facilitate an event:
17. This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Process Formats
18. This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Event Setting
19. This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
The Facilitator’s Challenges
Beyond the knowledge and skills of facilitation
techniques, the greatest challenges are related to
people, their characteristics, behaviors and
attitudes.
To deal with these challenges there is no
technological solution available. There is no
hardware nor software available to explore the
lower part of the iceberg.
What we need is “peopleware”!
20. This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Deal with different personalities
21. This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Guarantee efficient communication
22. This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Create a common vision
23. This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Motivate people
24. This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Deal with conflicts
25. This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Keep
focused
26. This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Build
commitment
27. This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Deal with time
28. This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Maintain the balance
29. This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
30. This is the property of the Project Management Institute and may not be
reproduced or disseminated without the expressed written permission of PMI.
Thank you for your attention!