Region 1 – Training Module Leadership and The Project Manager

Learning Objectives After completing this module, you will be able to: Understand 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.

Learning Objectives After completing this module, you will be able to: 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.

PMBOK Core Concepts Project Management Body of Knowledge (PMBoK) covered in this chapter includes: Responsibilities and Competencies of the Project Manager (PMBoK 1.7.1) Interpersonal Skills of the Project Manager (PMBoK 1.7.2) Manage Project Team (PMBoK 9.4) Project Communications Management (PMBoK 10) Manage Stakeholder Engagement (PMBoK 13.3) All material sourced from Project Management – Achieving Competitive Advantage – 4th Edition . Pearson Press. Author Jeffrey Pinto Copyright ©2016 Pearson Education, Inc.

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! Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Leaders versus managers Exchange of purpose A right to say no Joint accountability Absolute honesty Copyright ©2016 Pearson Education, Inc.

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 © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Differences Between Managers and Leaders administer Demand respect maintain the status quo focus on systems strive for control short-term view focused on the bottom line imitate do things right state their position innovate Command respect develop new processes focus on people inspire trust have long-term goal focused on potential originate do the right thing earn their position LEADERS MANAGERS Figure 4.2 Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

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 © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Acquiring Resources Project are under funded for a variety of reasons: vague goals no sponsor requirements understated insufficient funds distrust between managers Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Communication (table 4.1) It is critical for a project manager to maintain strong contact with all stakeholders. Project meetings feature task-oriented and group maintenance behaviors. Copyright ©2016 Pearson Education, Inc.

Communication (table 4.1)

Purpose of Meetings Define project and team players. Provide an opportunity to revise, update, and add to knowledge base. Assist team members in understanding role in project as part of whole and how to contribute to project success. Help stakeholders increase commitment to project. Provide a collective opportunity to discuss project. Provide visibility for project manager’s role. Copyright ©2016 Pearson Education, Inc. 4-13

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-awareness Self-regulation Motivation Empathy Social skill

Characteristics of an effective project manager Leads by example Visionary Technically competent Decisive A good communicator A good motivator Stands up to top management when necessary Supports team members Encourages new ideas Copyright ©2016 Pearson Education, Inc.

Traits of Effective Project Leaders One study on effective project leadership revealed these common characteristics: Credibility Creative problem-solver Tolerance for ambiguity Flexible management style Effective communication skills Additionally … can influence…works well with team Copyright ©2016 Pearson Education, Inc.

Characteristics of project managers who are not leaders Personal Flaw Organizational Factors Sets bad example Not self-assured Lacks technical expertise Poor communicator Poor motivator Lack of top management support Resistance to change Inconsistent reward system A reactive organization rather than a proactive, planning one Lack of resources Copyright ©2016 Pearson Education, Inc.

Essential project management abilities Organizing under conflict Experience Decision making Productive creativity Organizing with cooperation Cooperative leadership Integrative thinking Copyright ©2016 Pearson Education, Inc.

Leading & Time Orientation Alignment timeline orientation future time perspective time span poly/monochronic time conception Skills warping creating future vision chunking time predicting recapturing the past Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

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 © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Nontraditional Duties Champion Roles Traditional Duties technical understanding leadership coordination & control obtaining resources administrative Nontraditional Duties cheerleader visionary politician risk taker ambassador Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Creating Project Champions Identify and encourage their emergence Encourage and reward risk takers Remember the emotional connection Free champions from traditional management Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Right management choices in international setting Develop a detailed understanding of the environment. Do not stereotype. Be genuinely interested in cultural differences. Do not assume there is one way (yours) to communicate. Listen actively and empathetically. Copyright ©2016 Pearson Education, Inc.

New Project Leadership Four competencies determine a project leader’s success: Understanding and practicing the power of appreciation Reminding people what’s important Generating and sustaining trust Aligning with the led Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Project Management Professionalism Project work is becoming the standard for many organizations There is a critical need to upgrade the skills of current project workers Project managers and support personnel need dedicated career paths Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

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 © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Leadership Videos Bill Gates and Warren Buffet https://www.youtube.com/watch?v=tgbZzgyHZgI Gen Stanley McChrystal Listen , learn…then lead https://www.youtube.com/watch?v=FmpIMt95ndU

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall