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    Pinto Pm2 Ch04

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    Abshir Maadaa

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    © All Rights Reserved
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    Pinto Pm2 Ch04

    Uploaded by

    Abshir Maadaa
    39 views15 pages

    Copyright

    © © All Rights Reserved

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    PPT, PDF, TXT or read online from Scribd

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    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    39 views15 pages

    Pinto Pm2 Ch04

    Uploaded by

    Abshir Maadaa

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    of 15

    Leadership and the

    Project Manager

    Chapter 4

    Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 4-1


    Leadership
    “The ability to inspire confidence and support
    among the people who are needed to achieve
    organizational goals.”

    Project management is leader intensive!

    Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 4-2


    Leaders Vs. Managers
     Managers have official titles in an organization

     Leaders focus on interpersonal relationships


    rather than administration

    Important differences exist between the two on:

    •Creation of purpose •Outcomes


    •Network development •Execution
    •Focus timeframe
    Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 4-3
    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
    Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 4-4
    Acquiring Resources
    Project are under funded for a variety of reasons:
     vague goals
     no sponsor
     requirements understated
     insufficient funds
     distrust between managers

    Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 4-5


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

    Project meetings feature task oriented and group


    maintenance behaviors and serve to:
    • update all participants
    • increase understanding & commitment
    • make decisions
    • provide visibility
    Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 4-6
    Traits of Effective Project Leaders
    A number of studies on effective project
    leadership reveal these common themes:
     Good communication

     Flexibility to deal with ambiguity

     Work well with project team

     Skilled at various influence tactics

    Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 4-7


    Leading & Time Orientation
    Alignment
    • timeline orientation
    • future time perspective
    • time span Skills
    • poly/monochronic • warping
    • time conception • creating future vision
    • chunking time
    • predicting
    • recapturing the past
    Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 4-8
    What are Project Champions?
    Champions are fanatics in the single-
    minded pursuit of their pet ideas.

    Champions can be:


    • creative originators
    • entrepreneurs
    • godfathers or sponsors
    • project managers
    Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 4-9
    Champion Roles
    Traditional Duties
    • technical understanding
    • leadership Nontraditional Duties
    • coordination & control • cheerleader
    • obtaining resources • visionary
    • administrative • politician
    • risk taker
    • ambassador

    Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 4-10


    Creating Project Champions

     Identify and encourage their emergence

     Encourage and reward risk takers

     Remember the emotional connection

     Free champions from traditional management

    Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 4-11


    The New Project Leadership
    Four competencies determine a project
    leader’s success:

    1. Understanding and practicing the power of


    appreciation
    2. Reminding people what’s important
    3. Generating and sustaining trust
    4. Aligning with the led

    Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 4-12


    Project Management Professionalism

    o Project work is becoming the standard for


    many organizations

    o There is a critical need to upgrade the


    skills of current project workers

    o Project managers and support personnel


    need dedicated career paths
    Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 4-13
    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

    Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 4-14


    Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 4-15

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