PMSC_CS_2.1

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LEADERSHIP AND THE PROJECT MANAGER

Chapter 4

CHAPTER 4 LEARNING OBJECTIVES

After completing this chapter, students will be able to:

1.Understand how project management is a “leader- intensive” profession.

2.Distinguish between the role of a manager and the characteristics of a leader.

3.Understand the concept of emotional intelligence as it relates to how project managers lead.

4.Recognize traits that are strongly linked to effective project leadership.

CHAPTER 4 LEARNING OBJECTIVES

After completing this chapter, students will be able to:

5. Identify the key roles project champions play in project success.

6. Recognize the principles that typify the new project leadership.

7. Understand the development of project management professionalism in the discipline.

PMBOK CORE CONCEPTS

Project Management Body of Knowledge (PMBoK) covered in this chapter includes:

1. Responsibilities and Competencies of the Project Manager (PMBoK 1.7.1)

2. Interpersonal Skills of the Project Manager (PMBoK 1.7.2)

3. Manage Project Team (PMBoK 9.4)

4. Project Communications Management (PMBoK 10)

5. Manage Stakeholder Engagement (PMBoK 13.3)

LEADERSHIP

“The ability to inspire confidence and support among the people who are needed to achieve

organizational goals.”

Project management is leader intensive!

LEADERS VERSUS MANAGERS

1. Exchange of purpose

2. A right to say no

3. Joint accountability

4. Absolute honesty

DIFFERENCES BETWEEN MANAGERS AND LEADERS (FIGURE 4.2)

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HOW THE PROJECT MANAGER LEADS

Project managers function as mini-CEOs and manage both “hard” technical details and “soft” people issues.

Project managers:

acquire project resources

motivate and build teams

have a vision and fight fires

communicate

ACQUIRING RESOURCES

Project are under funded for a variety of reasons:

vague goals

lack of top management support

requirements understated

insufficient funds

distrust between managers

PURPOSE OF MEETINGS

1. Define project and team players.

2. Provide an opportunity to revise, update, and add to knowledge base.

3. Assist team members in understanding role in project as part of whole and how to contribute to project success.

4. Help stakeholders increase commitment to project.

5. Provide a collective opportunity to discuss project.

6. Provide visibility for project manager’s role.

COMMUNICATION (TABLE 4.1)

It is critical for a project manager to maintain strong contact with all stakeholders.

Project meetings feature task-oriented and group maintenance behaviors.

COMMUNICATION (TABLE 4.1)

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CHARACTERISTICS OF AN EFFECTIVE PROJECT MANAGER

1. Leads by example

2. Visionary

3. Technically competent

4. Decisive

5. A good communicator

6. A good motivator

7. Stands up to top management when necessary

8. Supports team members

9. Encourages new ideas

CHARACTERISTICS OF PROJECT MANAGERS WHO ARE NOT LEADERS

Personal Flaw

 Sets bad example

 Not self-assured

 Lacks technical expertise

 Poor communicator

 Poor motivator

Organizational Factors

 Lack of top management support

 Resistance to change

 Inconsistent reward system

 A reactive organization rather than a proactive, planning one

 Lack of resources

LEADERSHIP & EMOTIONAL INTELLIGENCE

Emotional intelligence refers to leaders’ ability to understand that effective leadership is part of the emotional and relational transaction between subordinates and themselves.

Five elements characterize emotional intelligence:

Self-awareness

Self-regulation

Motivation

Empathy

Social skills

TRAITS OF EFFECTIVE PROJECT LEADERS

One study on effective project leadership revealed these common characteristics:

Credibility

Creative problem-solver

Tolerance for ambiguity

Flexible management style

Effective communication skills

ESSENTIAL PROJECT MANAGEMENT ABILITIES

1. Organizing under conflict

2. Experience

3. Decision making

4. Productive creativity

5. Organizing with cooperation

6. Cooperative leadership

7. Integrative thinking

WHAT ARE PROJECT CHAMPIONS?

Champions can be:

creative originator

entrepreneur

“godfather” or sponsor

project manager

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Champions are “fanatics” in the single-minded pursuit of their pet ideas.

CHAMPION ROLES

Traditional Duties

 technical understanding

 leadership

 coordination & control

 obtaining resources

 administrative

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Nontraditional Duties

• cheerleader

• visionary

• politician

• risk taker

• ambassador

CREATING PROJECT CHAMPIONS

Identify and encourage their emergence.

Encourage and reward risk takers.

Remember the emotional connection.

Free champions from traditional project

management duties.

NEW PROJECT LEADERSHIP

Four competencies determine a project leader’s success:

1. Understand and practice the power of appreciation.

2. Remind people what’s important.

3. Generate and sustain trust.

4. Align with the leader.

RIGHT MANAGEMENT CHOICES IN INTERNATIONAL SETTING

1. Develop a detailed understanding of the environment.

2. Do not stereotype.

3. Be genuinely interested in cultural differences.

4. Do not assume there is one way (yours) to communicate.

5. Listen actively and empathetically.

PROJECT MANAGEMENT PROFESSIONALISM

Project work is becoming the standard for many organizations.

There is a critical need to upgrade the skills of current project workers.

Project managers and support personnel need dedicated career paths.

CREATING PROJECT MANAGERS

Match personalities with project work.

Formalize commitment to project work with training programs.

Develop a unique reward system.

Identify a distinct career path.

SUMMARY

1. Understand how project management is a “leader intensive” profession.

2. Distinguish between the role of a manager and the characteristics of a leader.

3. Understand the concept of emotional intelligence as it relates to how project managers lead.

4. Recognize traits that are strongly linked to effective project leadership.

SUMMARY

5. Identify the key roles project champions play in project success.

6. Recognize the principles that typify the new project leadership.

7. Understand the development of project management professionalism in the discipline.