2 Learning GoalsUnderstand how project management is a “leader intensive” profession.Distinguish between the role of a manager and the characteristics of a leader.Understand the concept of emotional intelligence as it relates to how project managers lead.Recognize traits that are strongly linked to effective project leadership.Understand the implications of time orientation on project management.Identify the key roles project champions play in project success.Recognize the principles that typify the new project leadership.Understand the development of project management professionalism in the discipline.
3 Project management is leader intensive! Leadership“The ability to inspire confidence and support among the people who are needed to achieve organizational goals.”Project management is leader intensive!“For the project manager, leadership is the process by which he or she influences the project team to get the job done!”
4 Leaders Vs. ManagersManagers have official titles in an organization with administration duties; plan, direct, and control the behaviors of others.Leaders focus on interpersonal relationships rather than administration; inspiring, motivating, and influencing others in pursuit of a goal.Important differences exist between the two:Creation of purposeOutcomesNetwork developmentFocusExecutionTime-frame
5 Differences Between Managers and Leaders ConcernsManagersLeadersCreation of PurposeFocus on plans and budgets; creates steps, timetables for achieving results and looks for resources to support goals.Establishes direction; creates a vision and the strategies needed to achieve it.Developing a Network for Achieving the AgendaOrganizes and staffs; creates structure for achieving the plans; delegates responsibility and authority; develops procedures to guide behavior; creates monitoring systems.Aligns people with the target; communicates direction by word and deed to those whose cooperation is needed; creates teams that understand and share the project’s vision.
6 Differences Between Managers and Leaders ConcernsManagersLeadersExecutionControls and solves problems; monitors results and applies corrective action.Motivates and inspires; energizes people to overcomes obstacles and show personal initiative.OutcomesProduces a degree of predictability and order; seeks to maintain the status quo.Produces change; challenges the status quo.FocusEfficiency of operationsEffectiveness of outcomesTime-FrameShort-term, avoiding risks, maintaining and imitating.Long-term; taking risks, innovating and originating.
7 Differences Between Managers and Leaders administerDemand respectmaintain the status quofocus on systemsstrive for controlshort-term viewfocused on the bottom lineimitatedo things rightstate their positioninnovateCommand respectdevelop new processesfocus on peopleinspire trusthave long-term goalfocused on potentialoriginatedo the right thingearn their positionLEADERSMANAGERS
8 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 resourcesmotivate and build teamshave a vision and fight firescommunicate
9 Acquiring ResourcesProjects may be underfunded in the concept stage for a variety of reasons:Deliberately vague goals, allows the project to be fluidNo top management sponsorRequirements (resources) understated to get project acceptedInsufficient funds – too many projects occurringDistrust between top managers and project managers thinking the needs have been paddedNote: Resources can be considered either personnel or raw material
10 Motivating and building teams Definition: The general desire or willingness of someone to do something.Motivation ultimately comes from within usEach of us decides whether we will become motivated to do the work we are assignedSuccessful project managers must recognize they need to be able toRecognize talentRecruit itMold a team of collaborative workers….apply motivational techniques as necessarySee Herzburg Article - How to Motivate
12 CommunicationIt is critical for a project manager to maintain strong contact with all stakeholders.If they do not know what you are doing, they may assume you are doing nothing.Productive project meetings feature task oriented and group maintenance behaviors and serve to:update all participants on project statusincrease understanding of the goaldrive commitment on how the team member fits into the teammake decisions as a groupprovide visibility of the project status
13 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-awarenessSelf-regulationMotivationEmpathySocial skill
14 Traits of an Effective Project Leader A number of studies on effective project leadership reveals these common themes:Effective communicationFlexibility to deal with ambiguityWorks well with the project teamSkilled at various influence tacticsEncouragingHonestWhat do you think would make an effective project leader?
15 Seven Essential Project Management Abilities Organizing under conflict – ability to manage and handle conflictExperience – know how/where to get task doneDecision makingProductive creativity – implement innovative ideasOrganize with cooperationCooperative leadershipAnalytical thinking
16 What are Project Champions? Champions are fanatics in the single- minded pursuit of their ideas.Champions can be:Creative originators – the driving forceEntrepreneurs – works to sell the idea“Godfathers” - promote and protectsProject managers
17 Nontraditional Duties Champion RolesTraditional Dutiestechnical understandingteam leadershipcoordination & control of activitiesobtaining resourcesadministrativeNontraditional Dutiescheerleadervisionarypoliticianrisk takerambassador
18 Creating Project Champions Identify and encourage their emergenceEncourage and reward risk takersRemember the emotional connection Champions may have to their projectFree Champions from traditional management roles so they can focus on effectivity not efficiency
19 Steps to Developing Project Management Professionals Match personalities to project workUse training programs to formally commit to project managementDevelop a unique award system for project managersIdentify a distinct career path for project managers
20 The “New” Project Leadership Four competencies determine a project leader’s success:Understanding and practicing the power of appreciation of other’s talents.Reminding people what’s important compared to the trivial many.Generating and sustaining trust with team members.Aligning, not dominating team members.
21 Growing Professionalism of Project Management Project work is becoming the standard for many organizations to achieve their goalsThere is a critical need to upgrade the skills of current project workers through continual training and skill developmentProject managers and support personnel need dedicated career paths where project management is a permanent career choice
22 Chapter 4 Review and Discussion The chapter stressed the idea that project management is a “leader intensive” undertaking. Discuss in what sense this statement is true.How do the duties of project managers reinforce the role of leadership?What are the key differences between leaders and managers?Discuss the concept of emotional intelligence as it related to the duties of project managers. Why are the five elements of emotional intelligence critical to successful project management?Consider the studies on trait theories in leadership. Of the characteristics that emerge as critical to effective leadership, which seem most critical to project managers? Why?jimakers.com
23 Chapter 4 Review and Discussion At the back of the chapter (page 129) is a Future Time Perspective scale. After completing it, determine whether you have a future time perspective, present time perspective, or past time perspective. What are the implications for the types of tasks you enjoy performing? How will your preferences lead to strengths and weaknesses in managing projects?Why are project champions said to be better equipped to handle the “non-traditional” aspects of leadership?Consider the discussion of “new project leadership.” If you were asked to formulate a principle that could be applied to project leadership, what would it be? Justify your answer.jimakers.com