Project Leadership

Project Management6. Leadership

Develop and facilitate leadership,

team building,

performance management,

conflict management skills

Gray & Larson, 2006, Ch 10.

Leadership and ManagementManaging Project StakeholdersInfluence as ExchangeCommonly Traded Organizational CurrenciesSocial Network BuildingEthics and Project ManagementContradictions of Project ManagementQualities of an Effective Project ManagerSuggestions for Project Managers

management

management is about people

What is Management?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 is the process of setting goals and deciding best way to achieve them

planning

organizing is the process of allocating and arranging human and other resourcesorganising

leading is the process of influencing othersleading

What is controlling about?controlling

ManagementManagement is the process of achieving organizational goals through engaging in the four major functions of planning, organizing, leading and controlling (Bartol et al, 1998).planningorganisingleadingcontrolling

Figure 1.1 The functions of management (Bartol et al, 1998, p7)

What is Leadership?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 others to achieve organizational goals (Bartol et al, 1998).

People accept a leaders influence because leaders have power

Where does power come from?

legitimate powerreward powerexpert powerinformation power


An example


An example

I am your manager


An example

I have the authority to give you a performance bonus


Another example


Another example

I can also know how to do the job pretty well, and you want to learn

LeadersManagersManagers who are not leadersLeaders who are not managersPeople who are both managers and leaders

leader and manager are often used interchangeablyLeadersManagers

but the two should be distinguishedLeadersManagers

Some managers function as leaders, and this fits with the definition of managementleadersManagers

Other managers do not function as leaders, leadersManagers

and not all leaders are managersleadersManagers

InnovatesAdministers

InnovatesAdministersAn originalA copy

InnovatesAdministersAn originalA copyDevelops new thingsMaintains existing things

InnovatesAdministersAn originalA copyDevelops new thingsMaintains existing thingsPeople focusSystem and structure focus

InnovatesAdministersAn originalA copyDevelops new thingsMaintains existing thingsPeople focusSystem and structure focusInspires trustcontrols

InnovatesAdministersAn originalA copyDevelops new thingsMaintains existing thingsPeople focusSystem and structure focusInspires trustcontrolsLong termShort term

InnovatesAdministersAn originalA copyDevelops new thingsMaintains existing thingsPeople focusSystem and structure focusInspires trustcontrolsLong termShort termAsks what and why?Asks how and when

InnovatesAdministersAn originalA copyDevelops new thingsMaintains existing thingsPeople focusSystem and structure focusInspires trustcontrolsLong termShort termAsks what and why?Asks how and whenEye on the horizonEye on the bottom line

InnovatesAdministersAn originalA copyDevelops new thingsMaintains existing thingsPeople focusSystem and structure focusInspires trustcontrolsLong termShort termAsks what and why?Asks how and whenEye on the horizonEye on the bottom lineDoes the right thingDoes the thing right

LeadersManagersInnovatesAdministersAn originalA copyDevelops new thingsMaintains existing thingsPeople focusSystem and structure focusInspires trustcontrolsLong termShort termAsks what and why?Asks how and whenEye on the horizonEye on the bottom lineDoes the right thingDoes the thing right

LeadersManagersInnovatesAdministersAn originalA copyDevelops new thingsMaintains existing thingsPeople focusSystem and structure focusInspires trustcontrolsLong termShort termAsks what and why?Asks how and whenEye on the horizonEye on the bottom lineDoes the right thingDoes the thing right(Bennis cited in Tozer, 1997).

http://www.slideshare.net/tommyland/management-vs-leadership-on-linkedinLeadership and Managers are not the same thing

Do projects need leaders or managers?

A project manager has many roles and responsibilities

Managing projects is managing complexity

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

Formulate plans and objectivesMonitor resultsTake corrective actionExpedite activitiesSolve technical problemsServe as peacemakerMake tradeoffs among time, costs, and project scopeRecognize the need to change to keep the project on trackInitiate changeProvide direction and motivationInnovate and adapt as necessaryIntegrate assigned resources

What are stakeholders?

You cant do it all and get it all done

Projects usually involve a vast web of relationships

Hands-on work is not the same as leading

More pressure and more involvement

More pressure and more involvement

will reduce your effectiveness as a leader

Whats important to you


likely


likely

isnt as important to someone else

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 participants want to do a good job, but they are also concerned with other obligations and how their involvement will contribute to their personal goals and aspirations

Project managers

naturally compete with each other for resources and support top management. At the same time, they have to share the resources and exchange information.

Functional managers

depending upon how the project is organised can play minor or major role toward the project success, for example providing technical input etc.

Top management

approves funding of the project and establishes the priorities within the organization. They define success, rewards for the successful completing of the project. Significant adjustments in scope, time and cost

Project sponsors

champion of the project and use their influence to gain approval of the project. Their reputation is tied to the success of the project

Customers

define the scope of the project, and ultimate project success rests in their satisfaction. Project managers need to be responsive to changing customer needs and requirements and to meeting their expectations

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

Contractors

may do the actual work with team members

TABLE 10.1Task-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 (contd)Inspiration-related currenciesVision 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 currenciesAcceptance Providing closeness and friendship.Personal support Giving personal and emotional backing.Understanding Listening to others concerns and issues.

Personal-related currenciesChallenge/learning Sharing tasks that increase skills and abilities.Ownership/involvement Letting others have ownership and influence.Gratitude Expressing appreciation.

Mapping Dependencies

for social networks

Project team perspective

Whose cooperation will be needed?

Whose agreement or approval will we need?

Whose opposition would keep us from accomplishing the project?

Stakeholders perspective

What differences exist between the team and those on whom the team will depend?

How do the stakeholders view the project?

What is the status of our relationships with the stakeholders?

What sources of influence does the team have relative to the stakeholders?

Figure 10.2 Dependencies for financial software installation project (Gray & Larson, 2006, p320)

Characteristics of Effective Project Managers

initiate contact with key players

anticipate potential problems

provide encouragement

reinforce the objectives and vision of the project

intervene to resolve conflicts and prevent stalemates

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

Managing Upward Relations

Project Success = Top Management Supportappropriate budgetsresponsiveness to unexpected needsa clear signal to the organization of the importance of cooperation

Motivating the Project Teaminfluence top management to favor team bywithdrawing unreasonable demandsproviding additional resourcesrecognizing the activities of team members

Figure 10.3 The significance of a project sponsor (Gray & Larson, 2006, p324)

Leading by ExampleHighly visible, interactive management style which allows building and sustaining cooperative relationship and modeling project managers behavior

6 aspects of leading by examplePrioritiesUrgencyproblem solvingstandards of performanceEthicsCo-operation

Figure 10.4 Leading by example (Gray & Larson, 2006, p326)

Industry ethical guidelineswww.pmi.org

Ethical dilemmasSituations where it is difficult to determine whether conduct is right or wrong

lagging of cost and time estimationsfalsely assuring customers that everything is finebeing pressured to alter status reportsfalsifying cost accountscompromising safety standards to accelerate progressapproving poor work

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!Contradictions of Project Management

Qualities of an Effective Project ManagerSystems thinkerPersonal integrityProactiveHigh tolerance for stressGeneral business perspectiveGood communicatorEffective time managementSkillful politicianOptimist

Leaders:

ReferencesBartol, 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 TeamsReading:Gray & Larson, 2006, Ch. 11.

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BetterProjects.netTitle page pic care of lumaxart & CC @ Flickrhttp://flickr.com/photos/lumaxart/2137729430/

**Leadership and managementWhat is Management?Def: 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).Management functionsmanagement is about peopleplanning is the process of setting goals and deciding best way to achieve themorganizing is the process of allocating and arranging human and other resourcesleading is the process of influencing others

*Leadership and managementWhat is Management?Def: 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).Management functionsmanagement is about peopleplanning is the process of setting goals and deciding best way to achieve themorganizing is the process of allocating and arranging human and other resourcesleading is the process of influencing others







*What is Leadership? Def: The process of influencing others to achieve organizational goals (Bartol et al, 1998).People accept a leaders influence because leaders have powerSources of leader powerlegitimate powerreward powerexpert powerinformation power*Leaders and Managers: Related but not necessarily identical Terms -- leader and manager are often used interchangeably but should be distinguishedSome managers function as leaders, and this fits with the definition of managementOther managers do not function as leaders, and not all leaders are managers

Project Leadership

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