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1、Project Management6.Leadership,week 6,Develop and facilitate leadership,team building,performance management,conflict management skills in an IT environment.,Gray&Larson,2006,Ch 10.,Leadership and ManagementManaging Project StakeholdersInfluence as ExchangeCommonly Traded Organizational CurrenciesSo
2、cial Network BuildingEthics and Project ManagementContradictions of Project ManagementQualities of an Effective Project ManagerSuggestions for Project Managers,Leadership and ManagementManaging Project StakeholdersInfluence as ExchangeCommonly Traded Organizational CurrenciesSocial Network BuildingE
3、thics 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
4、 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 resources,organising,leading is the process of influencing others,leading,
5、What is controlling about?,controlling,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,organising,leading,controlling,Figure 1.1 The functions of management
6、(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).
7、,People accept a leaders influence because leaders have power,Where does power come from?,legitimate powerreward powerexpert powerinformation power,legitimate powerreward powerexpert powerinformation power,An example,legitimate powerreward powerexpert powerinformation power,An exampleI am your manag
8、er,legitimate powerreward powerexpert powerinformation power,An exampleI have the authority to give you a performance bonus,legitimate powerreward powerexpert powerinformation power,An exampleI have the authority to give you a performance bonus,legitimate powerreward powerexpert powerinformation pow
9、er,Another example,legitimate powerreward powerexpert powerinformation power,Another exampleI can also know how to do the job pretty well,and you want to learn,legitimate powerreward powerexpert powerinformation power,Another exampleI can also know how to do the job pretty well,and you want to learn
10、,Leaders,Managers,Managers who are not leaders,Leaders who are not managers,People who are both managers and leaders,leader and manager are often used interchangeably,Leaders,Managers,but the two should be distinguished,Leaders,Managers,Some managers function as leaders,and this fits with the defini
11、tion of management,leaders,Managers,Other managers do not function as leaders,leaders,Managers,and not all leaders are managers,leaders,Managers,Innovates,Administers,Innovates,Administers,An original,A copy,Innovates,Administers,An original,A copy,Develops new things,Maintains existing things,Innov
12、ates,Administers,An original,A copy,Develops new things,Maintains existing things,People focus,System and structure focus,Innovates,Administers,An original,A copy,Develops new things,Maintains existing things,People focus,System and structure focus,Inspires trust,controls,Innovates,Administers,An or
13、iginal,A copy,Develops new things,Maintains existing things,People focus,System and structure focus,Inspires trust,controls,Long term,Short term,Innovates,Administers,An original,A copy,Develops new things,Maintains existing things,People focus,System and structure focus,Inspires trust,controls,Long
14、 term,Short term,Asks what and why?,Asks how and when,Innovates,Administers,An original,A copy,Develops new things,Maintains existing things,People focus,System and structure focus,Inspires trust,controls,Long term,Short term,Asks what and why?,Asks how and when,Eye on the horizon,Eye on the bottom
15、line,Innovates,Administers,An original,A copy,Develops new things,Maintains existing things,People focus,System and structure focus,Inspires trust,controls,Long term,Short term,Asks what and why?,Asks how and when,Eye on the horizon,Eye on the bottom line,Does the right thing,Does the thing right,Le
16、aders,Managers,Innovates,Administers,An original,A copy,Develops new things,Maintains existing things,People focus,System and structure focus,Inspires trust,controls,Long term,Short term,Asks what and why?,Asks how and when,Eye on the horizon,Eye on the bottom line,Does the right thing,Does the thin
17、g right,Leaders,Managers,Innovates,Administers,An original,A copy,Develops new things,Maintains existing things,People focus,System and structure focus,Inspires trust,controls,Long term,Short term,Asks what and why?,Asks how and when,Eye on the horizon,Eye on the bottom line,Does the right thing,Doe
18、s the thing right,(Bennis cited in Tozer,1997).,Leadership 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,Ex
19、pedite 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
20、 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 necessaryIntegr
21、ate assigned resources,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
22、,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,Whats i
23、mportant to you likely,Whats important to you 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,RememberProject management is tough,exciting,and rewardin
24、g.,RememberProject management is tough,exciting,and rewarding.so persevere,Figure 10.1 Network of stakeholders(Gray&Larson,2006,p314),Project teammanages and completes the project work.Most participants want to do a good job,but they are also concerned with other obligations and how their involvemen
25、t will contribute to their personal goals and aspirations,Project managersnaturally compete with each other for resources and support top management.At the same time,they have to share the resources and exchange information.,Functional managersdepending upon how the project is organised can play min
26、or or major role toward the project success,for example providing technical input etc.,Top managementapproves 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 a
27、nd cost,Project sponsorschampion of the project and use their influence to gain approval of the project.Their reputation is tied to the success of the project,Customersdefine the scope of the project,and ultimate project success rests in their satisfaction.Project managers need to be responsive to c
28、hanging 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 agenciesPlace constrains on project work.Permits need to be secured,Contractorsma
29、y do the actual work with team members,Leadership and ManagementManaging Project StakeholdersInfluence as ExchangeCommonly Traded Organizational CurrenciesSocial Network BuildingEthics and Project ManagementContradictions of Project ManagementQualities of an Effective Project ManagerSuggestions for
30、Project Managers,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,TABLE
31、 10.1,Task-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
32、 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 opportun
33、ities 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 fo
34、r 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 emo
35、tional 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.,Leadership and ManagementManaging P
36、roject StakeholdersInfluence as ExchangeCommonly Traded Organizational CurrenciesSocial Network BuildingEthics and Project ManagementContradictions of Project ManagementQualities of an Effective Project ManagerSuggestions for Project Managers,Mapping Dependencies for social networks,Project team per
37、spectiveWhose cooperation will be needed?Whose agreement or approval will we need?Whose opposition would keep us from accomplishing the project?,Stakeholders perspectiveWhat differences exist between the team and those on whom the team will depend?How do the stakeholders view the project?What is the
38、 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 Managersinitiate contact with key playersanti
39、cipate potential problemsprovide encouragementreinforce the objectives and vision of the projectintervene 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 int
40、eractions with employees building cooperative relationships,Managing Upward RelationsProject Success=Top Management Supportappropriate budgetsresponsiveness to unexpected needsa clear signal to the organization of the importance of cooperationMotivating the Project Teaminfluence top management to fa
41、vor 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
42、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),Leadership and ManagementManaging Project StakeholdersInfluence as ExchangeCommonly Trad
43、ed Organizational CurrenciesSocial Network BuildingEthics and Project ManagementContradictions of Project ManagementQualities of an Effective Project ManagerSuggestions for Project Managers,Industry ethical guidelines,Ethical dilemmasSituations where it is difficult to determine whether conduct is r
44、ight 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,Leadership and ManagementManaging Project StakeholdersInfluence a
45、s ExchangeCommonly Traded Organizational CurrenciesSocial Network BuildingEthics and Project ManagementContradictions of Project ManagementQualities of an Effective Project ManagerSuggestions for Project Managers,Contradictions of Project Management,Innovator!,Maintain stability!,Contradictions of P
46、roject 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!,Te
47、am loyalty!,Organisational loyalty!,Contradictions of Project Management,Leadership and ManagementManaging Project StakeholdersInfluence as ExchangeCommonly Traded Organizational CurrenciesSocial Network BuildingEthics and Project ManagementContradictions of Project ManagementQualities of an Effecti
48、ve Project ManagerSuggestions for Project Managers,Qualities of an Effective Project Manager,Systems thinkerPersonal integrityProactiveHigh tolerance for stressGeneral business perspectiveGood communicatorEffective time managementSkillful politicianOptimist,Leadership and ManagementManaging Project
49、StakeholdersInfluence as ExchangeCommonly Traded Organizational CurrenciesSocial Network BuildingEthics and Project ManagementContradictions of Project ManagementQualities of an Effective Project ManagerSuggestions for Project Managers,Leaders:,References,Bartol,K.et al.(1998).Management A pacific r
50、im 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,http:/,http:/,http:/,http:/,http:/,http:/,http
