Project Management 6. Leadership
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Develop and facilitate leadership, •
•
•
team building,
performance management, conflict management skills
•
Gray & Larson, 2006, Ch 10.
1. 2. 3. 4.
Leadership and Management Managing Project Stakeholders Influence as Exchange Commonly Traded Organizational Currencies
5. Social Network Building 6. Ethics and Project Management 7. Contradictions of Project Management 8. Qualities of an Effective Project Manager 9. Suggestions for Project Managers
1. Leadership and Management
2. Managing Project Stakeholders 3. Influence as Exchange 4. Commonly Traded Organizational Currencies 5. Social Network Building 6. Ethics and Project Management 7. Contradictions of Project Management 8. Qualities of an Effective Project Manager 9. Suggestions for Project Managers
management
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management is about people
What is Management?
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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
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planning is the process of setting goals and deciding best way to achieve them
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organizing is the process of allocating and arranging human and other resources
organising
leading
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leading is the process of influencing others
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What is controlling about?
controlling
Management
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planning
leading
organising
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)
What is Leadership?
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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
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others to achieve organizational goals •
(Bartol et al, 1998).
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People accept a leader’s influence because leaders have power
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Where does power come from?
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legitimate power reward power expert power information power
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• •
•
legitimate power reward power expert power information power
•
• •
An example
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legitimate power reward power expert power information power
•
• •
An example I am your manager
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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
• •
An example I have the authority to give you a performance bonus
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legitimate power reward power expert power information power
•
• •
Another example
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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
Another example I can also know how to do the job pretty well, and you want to learn
Managers who are not leaders
Leaders who are not managers
Managers Leaders
People who are both managers and leaders
Managers Leaders
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leader and manager are often used interchangeably
Managers Leaders
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but the two should be distinguished
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Some managers function as leaders, and this fits with the definition of management
Managers
leaders
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Other managers do not function as leaders,
Managers
leaders
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and not all leaders are managers
Managers
leaders
Innovates
Administers
Innovates An srcinal
Administers A copy
Innovates An srcinal Develops new things
Administers A copy Maintains existing things
Innovates An srcinal
Administers A copy
Develops new things
Maintains existing things
People focus
System and structure focus
Innovates An srcinal
Administers A copy
Develops new things
Maintains existing things
People focus
System and structure focus
Inspires trust
controls
Innovates An srcinal
Administers A copy
Develops new things
Maintains existing things
People focus
System and structure focus
Inspires trust
controls
Long term
Short term
Innovates An srcinal
Administers 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 An srcinal
Administers 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 An srcinal
Administers 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
Innovates An srcinal
Administers 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 An srcinal
Administers A copy
Develops new things
Maintains existing things
People focus
System and structure focus
Inspires trust
controls
Long(Bennis term
term cited in Tozer, Short 1997).
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
Leadership and Managers are not the same thing
•
http://www.slideshare.net/tommyland/management-vs-leadership-on-linkedin
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Do projects need leaders or managers?
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A project manager has many roles and responsibilities
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Managing projects is managing complexity
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Formulate plans and objectives
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•
Monitor results
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Take corrective action
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Expedite activities
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Solve technical problems
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Serve as peacemaker
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Make tradeoffs among time, costs, and project scope
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Recognize the need to change to keep the project on track
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Initiate change
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Provide direction and motivation
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Innovate and adapt as necessary
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Integrate assigned resources
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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
1. Leadership and Management 2. Managing Project Stakeholders
3. Influence as Exchange 4. Commonly Traded Organizational Currencies 5. Social Network Building 6. Ethics and Project Management 7. Contradictions of Project Management 8. Qualities of an Effective Project Manager 9. Suggestions for Project Managers
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What are stakeholders?
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You can’t do it all and get it all done
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Projects usually involve a vast web of relationships
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Hands-on work is not the same as leading
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More pressure and more involvement
•
•
More pressure and more involvement
will reduce your effectiveness as a leader
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What’s important to you
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What’s important to you
•
likely
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What’s important to you
•
•
’
likely
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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
•
•
Project managers
naturally compete with each other for resources and
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Functional managers
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de endin u on how the ro ect is or anised can la
•
•
Top management
approves funding of the project and establishes the
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Project sponsors
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cham ion of the ro ect and use their influence to
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Customers
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define the scope of the project, and ultimate project
•
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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
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Contractors
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may do the actual work with team members
1. Leadership and Management 2. Managing Project Stakeholders 3. Influence as Exchange
4. Commonly Traded Organizational Currencies 5. Social Network Building 6. Ethics and Project Management 7. Contradictions of Project Management 8. Qualities of an Effective Project Manager 9. Suggestions for Project Managers
1. Leadership and Management 2. Managing Project Stakeholders 3. Influence as Exchange 4. Commonly Traded Organizational Currencies
5. Social Network Building 6. Ethics and Project Management 7. Contradictions of Project Management 8. Qualities of an Effective Project Manager 9. Suggestions for Project Managers
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
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 Personal support
Providing closeness and friendship. 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. TABLE 10.1 (cont’d)
1. 2. 3. 4.
Leadership and Management Managing Project Stakeholders Influence as Exchange Commonly Traded Organizational Currencies
5. Social Network Building
6. Ethics and Project Management 7. Contradictions of Project Management 8. Qualities of an Effective Project Manager 9. Suggestions for Project Managers
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Mapping Dependencies
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for social networks
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Project team perspective
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Whose cooperation will be needed?
Whose agreement or approval will we need?
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Whose opposition would keep us from accomplishing the project?
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Stakeholders’ perspective
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What differences exist between the team and those on whom the team will depend? •
•
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How do the stakeholders view the project?
What is the status of our relationships with the stakeholders?
Figure 10.2 Dependencies for financial software installation project (Gray & Larson, 2006, p320)
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Characteristics of Effective Project Managers
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initiate contact with key players •
anticipate potential problems •
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provide encouragement
reinforce the objectives and vision of the project
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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 •
•
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Managing Upward Relations
Project Success = Top Management Support • • •
responsiveness to unexpected needs a clear signal to the organization of the importance of cooperation
•
•
appropriate budgets
Motivating the Project Team
influence top management to favor team by •
withdrawing unreasonable demands
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
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6 aspects of leading by example 1. Priorities
2. Urgency 3. problem solving 4. standards of performance 5. Ethics 6. Co-operation
Figure 10.4 Leading by example (Gray & Larson, 2006, p326)
1. 2. 3. 4.
Leadership and Management Managing Project Stakeholders Influence as Exchange Commonly Traded Organizational Currencies
5. Social Network Building
6. Ethics and Project Management
7. Contradictions of Project Management 8. Qualities of an Effective Project Manager 9. Suggestions for Project Managers
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
approving poor work • progress
1. 2. 3. 4.
Leadership and Management Managing Project Stakeholders Influence as Exchange Commonly Traded Organizational Currencies
5. Social Network Building 6. Ethics and Project Management 7. Contradictions of Project Management
8. Qualities of an Effective Project Manager 9. 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!
1. 2. 3. 4.
Leadership and Management Managing Project Stakeholders Influence as Exchange Commonly Traded Organizational Currencies
5. Social Network Building 6. Ethics and Project Management 7. Contradictions of Project Management 8. Qualities of an Effective Project Manager
9. Suggestions for Project Managers
Qualities of an Effective Project Manager –
Systems thinker
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Personal integrity
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Proactive
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High tolerance for stress
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General business perspective
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Good communicator
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Effective time management
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Skillful politician
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Optimist
1. 2. 3. 4.
Leadership and Management Managing Project Stakeholders Influence as Exchange Commonly Traded Organizational Currencies
5. Social Network Building 6. Ethics and Project Management 7. Contradictions of Project Management 8. Qualities of an Effective Project Manager 9. Suggestions for Project Managers
Leaders:
References •
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Bartol, K. et al. (1998). Management – A pacific rim focus (2nd ed.). Roseville, NSW: McGraw-Hill. Greenberg, J. & Baron, R. (1993). Behavior in organizations (4th ed.). Syd., NSW: Allyn and Bacon.
•
Tozer, J. (1997). Leading initiative– Leadership, teamwork and the bottom line. Port Melb., Vic: Butterworth-Heinemann.
Next Week Topic:
Managing Project Teams
Reading:
• Gray & Larson, 2006, Ch. 11.
http://flickr.com/photos/lumaxart/2137729430/
http://flickr.com/photos/beija-flor/52292046/sizes/sq/
http://flickr.com/photos/maniya/2731402919/sizes/sq/ 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/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/trvr3307/127632207/sizes/sq/
http://flickr.com/photos/gadl/366202554/sizes/sq/ http://flickr.com/photos/imranchaudhry/2208102635/sizes/sq/
http://flickr.com/photos/cmbellman/2775956184/sizes/sq/in/photostream/
http://flickr.com/photos/soldiersmediacenter/397708723/sizes/sq/
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/
