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Chapter 10-12

Terms in this set (30)

Project Manager Leadership Role
Provide balance between managing project and leading the people (balance tech fxns and business fxns)
-talk to task managers, subcontractors, fxn/line manager, customer
Managing vs Leading a project
Managing- coping with complexity; formulate plans/objectives, monitor results, take corrective action, solve tech problems, peacemaker, produce key results (doing things right)

leading- coping with change; provide direction, recognize ned for change & initiate it, innovate/adapt, establish direction, align people to achieve cooperation (doing right things)
Leading by Example
focuses on standard of performance, ethics, urgency, problem solving, priorities, cooperation
Ethical dilemmas in project management
-situations where it is necessary to determine whether conduct is right or wrong (ie padding cost, pressure to alter status, etc)
-code of conduct: professional standards and personal integrity
Requirements for effective shared vision
communicate, strategic sense, passion, inspire others
Key Points to Leading and Managing
-Can't do it all alone -. need web of relationship
-build relations
-trust -> through face to face
-hands on work is not the same as leading (pressure/involvement lowers effectiveness)
-every group has different stakes/priority of responsibility
-project mgmt is exciting/rewarding so persevere
With whom is PM communicating
-stakeholders: project team, line/org management, matrix org line management, subcontractors supplies
-goals is common with each stakeholder: building rapport/trust relationships, meeting expectations, no surprises, solid partnership

NO SHARE WITH COMPETITORS -> Network of Stakeholder diagram
Plan for Effective Communications
-implement communication plan: stakeholder communication requirements, methods, collection/dissemination procedure, access/security standards/etiquette, communication channels & project org
-monitor communication: project notebook, lessons learned, status info, issues/concerns
Types of Project Communications
-interpersonal: interacting with project team/cost on daily basis
-informal: casual project communication among team members. dependent on common ties (hobbies/friends). PM IDs informal leaders to implement open environment
-formal: plans, designs systems, standards, etc through channels described on org chart
-verbal: timely, exposure, feedback info/explanations through intro/explanation/summary
-written: complex info/data, requires future actions, regards policy and avoids misunderstanding through intro/explanation/summary directly
Tell them what you're going to tell them, tell them, and tell them what you told them for all kinds of communications!
Mode of project Communication
-email: important/one to one or to everyone
-electronic bulletin boards: encourage discussion and flush out diversity of opinion
-video conference: see facial expression and body language, important on early phases of project/making critical decisions
-conference call: different locations with common documents, presentations, use for status report meeting
-in person: build trust/personal information shared
Understand your customer
-understand customer's internal/external environment
-document customer communications (Action item, metting min, etc)
-enforce communication discipline (schedule, to whom, how it happens)
-customer satisfaction: negative effect > positive effect. perceptual experience/ expected experience. PM must be skilled at managing both.
Key Points in managing customer expectation
don't oversell project, be reliable/clear with agreements, speak with one voice ,etc
Create High-performance project team
1. recruit
2. conduct project meeting, establish team ID, create shared vision, build a reward system, manage decision making, manage conflict, rejuvenate the project team
3. superior performance
Staffing Challenges
-budget for training, ramp-up time, and empowering resources
-select the best candidate: do not bait & switch in job offers, receive approval form line managers for new hires and internal transfers, assign staff to do what's best, document and formalize all agreements/expectations in writing
-balance project pressures with hiring process
Influence as Exchange
-law of reciprocity: one good deed deserves another/ one bad deed deserves another
-quid pro quo- mutual exchanges of resources & services (back-scratching)
-influence currencies - cooperative relations are build on exchange of organizational currencies
Commonly Traded Organizational Currencies (CTO)
-task related currencies: resources, assistance, cooperation, info
-position-related currencies: advancement, recognition, visibility, network/contacts
-inspiration-related currencies: vision, excellence, ethical correctness
-relationship-related currencies: acceptance, personal support, understanding
-personal related currencies: challenge/learning, ownership/involvement, gratitude
Building high performance project teams
-recruiting project members: importance of project and management structure affect this
-how to recruit: ask for volunteers/recommended individuals
-who to recruit: problem solving ability, credibility, ambition, availability, etc
Establish project team
-equip with resources
-orient: introduce hires, provide overview, plan assignments
-connect: assign mentor to new hires, PM establish relationships & contact information
Motivate project team
-be approachable, define project values, value people, good communication, empower team, etc
Managing virtual project teams Challenges
-Developing trust, developing effective patterns of communication (share pain of diff timezones, face to face comm, don't let team members vanish)
Team Development
-Stage 1: Forming (project act: orientation to project; Group process: testing/dependency. get acquianted and understand scope, begin to think themselves as part of group
-Stage 2: Storming (project act: emotional response to demands; Group process: intragroup conflict. marked by high degree of internal conflict, resist constraints that project/group put on their individuality. PM leadership is finally accepted at end.
-Stage 3: Norming (project act: Open exchange of info; Group process: Development of group cohesion. camaraderie heightened. solidifies structure and establishes expectations at end.
-Stage 4: Performing (project act: emergence of solution; Group process: fxn roles emerge. operating structure is functional and determine how group will accomplish goal
-Stage 5: Adjourning (project act: dissolution of group). reflect on goods/bads, wrapping up project= high priority.
High performing team Characteristics
-share sense of common purpose, balanced/shared roles, maintain problem solving focus, encourage risk/creativity, sets high performance standard, ID with team
Project Team Meetings
Conducting project meetings include establishment of ground rules, planning decisions, tracking decisions, managing change decision, relationship decisions, managing subsequent meetings
Source of Project Conflicts
-always a conflict & it will vary with life cycle phases and project performance (schedule, priorities, budget, personalities, etc)
Managing COnflicts
-be proactive in Identifying potential sources of stress/conflict before they impact performance (encourage individuals to deal with their own stress, prevent org stress)
-be proactive in managing stress/conflicts (investigate & define problem, analyze problem and identify cause/effect, develop plan of action, provide feedback to those involved, negotiate resolution & involve necessary stakeholders)
Managing Reward System
-group rewards
-who gets what as an individual reward? (letters of commendation, emails to project team, senior mgmt recognition, recognition from customer public recognition for outstanding work, desirable job assignments, increased personal flexibility)
Ongoing individual performance evaluation
-establish goals
-provide feedback year round (reflection/what next)
Formal Individual Project Performance Eval
-responsible for assessing performance: 1. Fxn org- individual area's manager 2. Matrix- PM & Fxn area manager 3. project org- PM
- 360 degree feedback/ multirater appraisal (all people rate individual (team members, subordinates, customers, PM, fxn manager)
Conducting indivudal performance Reviews
-first individual evaluates himself
-compare to establish expectations/standards
-focus criticisms on specific behavior not general personality
-fair & consistent
-1 part of ongoing process
Art of Negotation
1. project mgmt not a contest (everyone on same side, bound by success, continue to work together)
2. principled negotiations (separate people from problem, focus on interest not position, invent option for mutual gain, when possible use objective criteria )
3. Dealing with unreasonable people (if pushed- don't push back, ask question>definitive statements, use silence, ask for advice/encourage others to criticize your ideas)
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