Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall o P.I.I.M.T o American University of Leadership Ahmed Hanane, MBA, Eng, CMA, Partner

Leadership and The Project Manager 04-02

o Project screening methods: o Checklist model o Simplified scoring models o Analytic hierarchy process o Financial models screening methods o Project Portfolio management o Key to success project portfolio management

o Team 1 o Team 2 o Team 3 o Team 4 o Team 5

After completing this chapter, students 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

After completing this chapter, students 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

04-07 FIGURE 4.1 Tanning Pits in the Medina, Fez Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

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 04-05

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 04-09

administer Demand respect maintain the status quofocus on systems strive for control short-term view focused on the bottom lineimitate 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 Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Figure 4.2

Mary Kay management strengths (per Kotter) Creative / Visionary Detail / Control X X X X

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 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: o update all participants o increase understanding & commitment o make decisions o provide visibility Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 04-14

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 04-15

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 © 2013 Pearson Education, Inc. Publishing as Prentice Hall 04-16

Leading & Time Orientation Alignment timeline orientation future time perspective time span time conception Skills warping creating future vision chunking time predicting recapturing the past Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 04-17

What are Project Champions? Champions are fanatics in the single-minded pursuit of their pet ideas. Champions can be: o creative originators o entrepreneurs o godfathers or sponsors o project managers Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 04-18

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 04-19

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 04-20

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 © 2013 Pearson Education, Inc. Publishing as Prentice Hall 04-21

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 © 2013 Pearson Education, Inc. Publishing as Prentice Hall 04-22

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 04-23

1. Understand how project management is a “leader intensive” profession. 2. Distinguish between the role of a manager and the characteristics of a leader. 3. Understand the concept of emotional intelligence as it relates to how project managers lead. 4. Recognize traits that are strongly linked to effective project leadership

5. Understand the implications of time orientation on project management. 6. Identify the key roles project champions play in project success. 7. Recognize the principles that typify the new project leadership. 8. Understand the development of project management professionalism in the discipline