LEADERSHIP IN THE NEW ECONOMY GUNA SALIETE DEVELOPMENT PROJECT MANAGER RIGA, 16TH SEPTEMBER, 2014.
Leadership and the Project Manager
Transcript of Leadership and the Project Manager
![Page 1: Leadership and the Project Manager](https://reader031.fdocuments.us/reader031/viewer/2022021814/577ccd351a28ab9e788bc7d1/html5/thumbnails/1.jpg)
4-1
Leadership and the Project Manager
Chapter 4
![Page 2: Leadership and the Project Manager](https://reader031.fdocuments.us/reader031/viewer/2022021814/577ccd351a28ab9e788bc7d1/html5/thumbnails/2.jpg)
Leadership
“The ability to inspire confidence and support among the people who are needed to achieve organizational goals.”
4-2
Project management is leader intensive!
![Page 3: Leadership and the Project Manager](https://reader031.fdocuments.us/reader031/viewer/2022021814/577ccd351a28ab9e788bc7d1/html5/thumbnails/3.jpg)
Leaders Vs. Managers
�Managers have official titles in an organization
�Leaders focus on interpersonal relationshipsrather than administration
4-3
Important differences exist between the two on:
•Creation of purpose •Outcomes
•Network development •Focus
•Execution •Time-frame
![Page 4: Leadership and the Project Manager](https://reader031.fdocuments.us/reader031/viewer/2022021814/577ccd351a28ab9e788bc7d1/html5/thumbnails/4.jpg)
4-4
![Page 5: Leadership and the Project Manager](https://reader031.fdocuments.us/reader031/viewer/2022021814/577ccd351a28ab9e788bc7d1/html5/thumbnails/5.jpg)
How the Project Manager Leads
Project managers function as mini-CEOs and manage both “hard” technical details and “soft” people issues.
4-5
Project managers:� acquire project resources�motivate and build teams� have a vision and fight fires� communicate
![Page 6: Leadership and the Project Manager](https://reader031.fdocuments.us/reader031/viewer/2022021814/577ccd351a28ab9e788bc7d1/html5/thumbnails/6.jpg)
Acquiring Resources
Project are under funded for a variety of reasons:
�vague goals (nature of the project)
�no sponsor (lack of enthusiasm from the top)
4-6
�requirements understated (to obtain acceptance)
� insufficient funds (scarce resources - supply vs demand)
�distrust between managers (deliberate padding)
![Page 7: Leadership and the Project Manager](https://reader031.fdocuments.us/reader031/viewer/2022021814/577ccd351a28ab9e788bc7d1/html5/thumbnails/7.jpg)
Communication
It is critical for a project manager to maintain strong contact with all stakeholders
Project meetings feature task oriented and group
4-7
Project meetings feature task oriented and group maintenance behaviors and serve to:
• update all participants• increase understanding & commitment• make decisions• provide visibility
![Page 8: Leadership and the Project Manager](https://reader031.fdocuments.us/reader031/viewer/2022021814/577ccd351a28ab9e788bc7d1/html5/thumbnails/8.jpg)
Traits of Effective Project Leaders
A number of studies on effective project leadership reveal these common themes:
�Good communication
4-8
�Flexibility to deal with ambiguity
�Work well with project team
�Skilled at various influence tactics
![Page 9: Leadership and the Project Manager](https://reader031.fdocuments.us/reader031/viewer/2022021814/577ccd351a28ab9e788bc7d1/html5/thumbnails/9.jpg)
LEADING AND TIME ORIENTATION
Human has a natural tendency to focus on one of three time orientations: past, present, or future.Temporal alignment has the effect of influencing our behaviors and causes each of us to perform some tasks well, while making others more difficult.
4-9
![Page 10: Leadership and the Project Manager](https://reader031.fdocuments.us/reader031/viewer/2022021814/577ccd351a28ab9e788bc7d1/html5/thumbnails/10.jpg)
What are Project Champions?
Champions are fanatics in the single-minded pursuit of their pet ideas.
(Fanatics)Champions can be:
4-10
Champions can be:• creative originators• entrepreneurs• godfathers or sponsors• project managers
![Page 11: Leadership and the Project Manager](https://reader031.fdocuments.us/reader031/viewer/2022021814/577ccd351a28ab9e788bc7d1/html5/thumbnails/11.jpg)
Champion Roles
Traditional Duties• technical understanding• leadership• coordination & control
Nontraditional Duties• cheerleader
4-11
• coordination & control• obtaining resources• administrative
• cheerleader• visionary• politician• risk taker• ambassador
![Page 12: Leadership and the Project Manager](https://reader031.fdocuments.us/reader031/viewer/2022021814/577ccd351a28ab9e788bc7d1/html5/thumbnails/12.jpg)
Corporate culture: - Creating Project Champions
� Identify and encourage their emergence
�Encourage and reward risk takers
�Remember the emotional connection
4-12
�Remember the emotional connection
�Free champions from traditional management
![Page 13: Leadership and the Project Manager](https://reader031.fdocuments.us/reader031/viewer/2022021814/577ccd351a28ab9e788bc7d1/html5/thumbnails/13.jpg)
The New Project Leadership
Four competencies determine a project leader’s success:
1. Understanding and practicing the power of
4-13
appreciation2. Reminding people what’s important3. Generating and sustaining trust4. Aligning with the led
![Page 14: Leadership and the Project Manager](https://reader031.fdocuments.us/reader031/viewer/2022021814/577ccd351a28ab9e788bc7d1/html5/thumbnails/14.jpg)
Project Management Professionalism
o Project work is becoming the standard for many organizations
o There is a critical need to upgrade the skills
4-14
o There is a critical need to upgrade the skillsof current project workers
o Project managers and support personnel need
dedicated career paths
![Page 15: Leadership and the Project Manager](https://reader031.fdocuments.us/reader031/viewer/2022021814/577ccd351a28ab9e788bc7d1/html5/thumbnails/15.jpg)
Creating Project Managers
�Match personalities with project work
�Formalize commitment to project work with
training programs
4-15
training programs
�Develop a unique reward system
� Identify a distinct career path