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Vladimirs Ivanovs - How to create a complementary team
This document discusses how to create a complementary project management team by understanding different management styles and personas. It describes four common personas - producer, administrator, entrepreneur, and integrator - and how they each have different orientations and strengths. The document also discusses how the managerial role is too complex for one individual and that a team is needed to balance the different styles. It provides characteristics of good managers and suggests understanding one's own strengths and weaknesses to find the right blend of styles.
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Vladimirs Ivanovs - How to create a complementary team
- 1. HOW TO CREATE A COMPLEMENTARY TEAMAND FIND A BLISS? VLADIMIRS IVANOVS AGILETRANSFORMER.COM
- 2. • Programming forPDP11 in 80’s • Novell admin, PM in telco • CIO in retail • Consultant, trainer VLADIMIRS IVANOVS AGILETRANSFORMER.COM
- 3. WHAT DO WEEXPECT? PROJECT MANAGER = LEADER
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- 5. 4 PERSONAS All charactersappearing in this work are fictitious.All characters appearing in this work are fictitious. Any resemblance to real persons, living or dead, is purely coincidental.Any resemblance to real persons, living or dead, is purely coincidental.
- 6. PRODUCER • Bachelor inComputer Sciences • Knows at least 3 Programming languages • Promoted to PM because success in technical lead role • Creates tools, automates processes • Extreme side - «The Lone Ranger» • Works very hard, FISH (First In, Still Here) • «YES» = «YES», «NO» = «NO» • Does not train, does not delegate • «WHAT?» oriented • Busy solving today’s problems • The Peter Principle «We promote people to the level of their incompetence» is about him
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- 8. ADMINISTRATOR • In chargeof Release and Testing Process • Loves Processes and Documentation • In and out on time • Desk clean, Manages «by the book» • Extreme side - «Bureaucrat» • Silence = «NO!» • Typical answer: «NO!» = «MAYBE» • «HOW?» oriented • Focus on what Should be done • Would rather do wrong things right than the right things wrong • - Did you had any language barriers? - No, they did!
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- 10. ENTREPRENEUR • Contributor, innovator •Often changes direction and priorities • No fixed time for meeting, coming & going • No agenda, does all the talking • Likes to see much activity, rushing, crisis • Overloads subordinates • Extreme side - «Arsonist» • Silence = «YES!» • Typical answer: «YES!» = «MAYBE» • «WHY-NOT?» oriented • Little appreciation for time, scope, budget • Is first to propose Agile, DevOps, Lean etc • Potential «Teacher»
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- 12. INTEGRATOR • Integrity –a must for good Leader to have • Compromising • Listens well • Sensitive to power play • Spends his life in meetings, everyone talks • Extreme side - «Super Follower» • Typical answer: «Yes/No» = «MAYBE» • «WHO?» oriented • Potential «Good Right hand or Shepherd» • «I don’t know the way to success, but the key to failure is trying to please everybody» Bill Cosby
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- 16. 9 CHARACTERISTICS OF GOODMANAGERS 1. Self-aware 2. Conscious 3. Well-rounded (no zeros in PAEI code) 4. Knows strenghts and weaknesses; know his uniqueness 5. Accepts strenghts, weaknesses, and uniqueness 6. Can identify excellence and weaknesses in others 7. Can accept and appreciate differences in others 8. Knows how to slow down and relax 9. Creates a learning environment, in which conflicts can be resolved, by both commanding and granting mutual trust and respect Source: Ichak Adizes, «The Ideal Executive: Why You Cannot Be One and What to Do about It»
- 17. HOW TO FINDA BLISS?
- 18. Dr. Ichak Adizes,world's leading expert on improving the performance of business and government through fundamental change MANAGERIAL JOB IS FAR TOO COMPLICATED FOR ANY SINGLE INDIVIDUAL TO DO... WE NEED A COMPLEMENTARY TEAM.
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- 20. CREDITS 1. Ichak Adizes,«Mastering Change (The Power of Mutual Trust and Respect)» 2. Ichak Adizes, «The Ideal Executive: Why You Cannot Be One and What to Do about It» 3. Ichak Adizes, «Management and Mismanagement Styles» 4. Ichak Adizes, «Managing Corporate Lifecycles» 5. Blog, Leveraging 3 Primary Management Styles, http://corporatestrategiesbyskillpath.wordpress.com/2013/06/10/leverag 6. PAEI Project, http://paei.wikidot.com/adizes-methodology 7. Picture, http://www.pinterest.com/pin/345299496400794458/ 8. Picture, http://f.pmo.ee/o/2014/11/13/3518977t1h5536.jpg 9. Picture, http://www.management.com.ua/events/adizes_2013-5.jpg 10. YouTube video «Adizes: What is a Leader» https://www.youtube.com/watch?v=_SF0xSr5wW4
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Editor's Notes
- #4 Let me hear your opinions - In addition to this shall PM be expert in the industry or product? By the way, I’ve invented abbreviation that haven’t been used before, while working on preparing this presentation... PM = Perfect Manager...
- #5 The fundamental mistake lies in the way management theory is researched. The best characteristics of many different people are choosen to create a model. But such a model does not exist. So the most dangerous PM is a fresh MBA graduate who sincerely believes that he/she is the one, the universal soldier, the Chuck Norris. A preacher once said: «There is no such thing as a perfect man. I can prove it to you. Anyone who has ever known a perfect man, please stand up...» Nobody stood up. A preacher continued: «Anyone who has ever known a perfect woman, please stand up...» One elderly woman stood up. «Did you really knew an absolutely perfect woman???» a preacher asked amazed. «Not me, but my husband did. He was telling me a lot about her. His ex-wife.» CONCLUSION: If someone has achieved perfection, he must be dead.
- #6 In reality the universal soldier does not exist. Humans are not ideal.
- #14 A style is an integrated way of thinking, perceiving, acting... and (of course) communicating.