1. Class 5 Summary Leadership, Teams and Relationships MGT 651

2. 6/11/2016 Project Management MGT 651 Dr. Coty Keller 2 Managing Project Stakeholders Project Management Maxims: –You can’t 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 can reduce your effectiveness as a leader. –What’s important to you likely isn’t as important to someone else Different groups have different stakes (responsibilities, agendas, and priorities) in the outcome of a project. –Remember: project management is tough, exciting, and rewarding—endeavor to persevere.

3. 6/11/2016 Project Management MGT 651 Dr. Coty Keller 3 Network of Stakeholders FIGURE 10.1

4. 6/11/2016 Project Management MGT 651 Dr. Coty Keller 4 Social Network Building Mapping Dependencies –Project team perspective: Whose cooperation will be needed? Whose agreement or approval will we need? Whose opposition would keep us from accomplishing the project? –Stakeholders’ perspective: What differences exist between the team and those on whom the team will depend? How do the stakeholders view the project? What is the status of our relationships with the stakeholders? What sources of influence does the team have relative to the stakeholders?

5. 6/11/2016 Project Management MGT 651 Dr. Coty Keller 5 Management by Wandering Around (MBWA) –A management style that involves managers spending the majority of time outside of their offices in face-to-face interactions with employees building cooperative relationships. Characteristics of Effective Project Managers –Initiate contact with key players. –Anticipate potential problems. –Provide encouragement. –Reinforce the objectives and vision of the project. –Intervene to resolve conflicts and prevent stalemates.

6. 6/11/2016 Project Management MGT 651 Dr. Coty Keller 6 The Significance of a Project Sponsor FIGURE 10.3

7. 6/11/2016 Project Management MGT 651 Dr. Coty Keller 7 Leading by Example FIGURE 10.4

8. 6/11/2016 Project Management MGT 651 Dr. Coty Keller 8 Ethics and Project Management Ethical dilemmas –Situations where it is difficult to determine whether conduct is right or wrong. Padding of cost and time estimations Exaggerating pay-offs of project proposals Falsely assuring customers that everything is on track Being pressured to alter status reports Falsifying cost accounts Compromising safety standards to accelerate progress Approving shoddy work –Code of conduct Professional standards and personal integrity

9. 6/11/2016 Project Management MGT 651 Dr. Coty Keller 9 Contradictions of Project Management Innovate and maintain stability. See the big picture while getting your hands dirty. Encourage individuals but stress the team. Hands-off/Hands-on. Flexible but firm. Team versus organizational loyalties.

10. 6/11/2016 Project Management MGT 651 Dr. Coty Keller 10 Qualities of an Effective Project Manager Systems thinker Personal integrity Proactive High tolerance for stress General business perspective Good communicator Effective time management Skillful politician Optimist

11. 6/11/2016 Project Management MGT 651 Dr. Coty Keller 11 Suggestions for Project Managers Build relationships before you need them. Be leery of the Golden Rule. Trust is sustained through frequent face-to-face contact.

12. 6/11/2016 Project Management MGT 651 Dr. Coty Keller 12 The Five-Stage Team Development Model FIGURE 11.1

13. 6/11/2016 Project Management MGT 651 Dr. Coty Keller 13 Conditions Favorable to the Development of High Performance Project Teams Ten or fewer team members Voluntary team membership Continuous service on the team Full-time assignment to the team An organization culture of cooperation and trust Members report only to the project manager All relevant functional areas are represented on the team The project has a compelling objective Members are in speaking distance of each other

14. 6/11/2016 Project Management MGT 651 Dr. Coty Keller 14 The Punctuated Equilibrium Model of Group Development FIGURE 11.2

15. 6/11/2016 Project Management MGT 651 Dr. Coty Keller 15 Creating a High-Performance Project Team FIGURE 11.3

16. 6/11/2016 Project Management MGT 651 Dr. Coty Keller 16 Building High-Performance Project Teams Developing Others –One of the 20 SJC Managerial Abilities Recruiting Project Members –Factors affecting recruiting Importance of the project Management structure used to complete the project –How to recruit? Ask for volunteers –Who to recruit? Problem-solving ability Availability Technological expertise Credibility Political connections Ambition, initiative, and energy

17. 6/11/2016 Project Management MGT 651 Dr. Coty Keller 17 Project Team Meetings Conducting Project Meetings Establishing Ground Rules Planning Decisions Tracking Decisions Managing Change Decisions Relationship Decisions Managing Subsequent Meetings

18. 6/11/2016 Project Management MGT 651 Dr. Coty Keller 18 Establishing a Team Identity Effective Use of Meetings Co-location of team members Creation of project team name Team rituals

19. 6/11/2016 Project Management MGT 651 Dr. Coty Keller 19 Managing Project Reward Systems Group Rewards –Who gets what as an individual reward? (Peer evaluations in SJC courses) –How to make the reward have lasting significance? –How to recognize individual performance? Letters of commendation Public recognition for outstanding work Desirable job assignments Increased personal flexibility

20. 6/11/2016 Project Management MGT 651 Dr. Coty Keller 20 Orchestrating the Decision- Making Process Problem Identification Generating Alternatives Reaching a Decision Follow-up

21. 6/11/2016 Project Management MGT 651 Dr. Coty Keller 21 Managing Conflict within the Project Team Encouraging Functional Conflict –Encourage dissent by asking tough questions. –Bring in people with different points of view. –Designate someone to be a devil’s advocate. –Ask the team to consider an unthinkable alternative Managing Dysfunctional Conflict –Mediate the conflict. –Arbitrate the conflict. –Control the conflict. –Accept the conflict. –Eliminate the conflict.

22. 6/11/2016 Project Management MGT 651 Dr. Coty Keller 22 Project Partnering Framework FIGURE 12.1

23. 6/11/2016 Project Management MGT 651 Dr. Coty Keller 23 Project Partnering Charter FIGURE 12.2

24. 6/11/2016 Project Management MGT 651 Dr. Coty Keller 24 Sample Partnering Evaluation FIGURE 12.3

25. 6/11/2016 Project Management MGT 651 Dr. Coty Keller 25 Why Project Partnering Efforts Fail Causes of Partnering Failures –Senior management fails to address problems or does not empower team members to solve problems. –Cultural differences are not adequately dealt with such that a common team culture develops. –No formal evaluation process is in place to identify problems and opportunities at the operating level or to assess the current state of the partnering relationship. –A lack of incentive for continuous improvement by contractors participating in the partnering relationship.

26. 6/11/2016 Project Management MGT 651 Dr. Coty Keller 26 The Art of Negotiating Project management is NOT a contest. –Everyone is on the same side—OURS. –Everyone is bound by the success of the project. –Everyone has to continue to work together. Principled Negotiations –Separate the people from the problem –Focus on interests, not positions –Invent options for mutual gain –When possible, use objective criteria

27. 6/11/2016 Project Management MGT 651 Dr. Coty Keller 27 The Art of Negotiating (cont’d) Dealing with Unreasonable People –If pushed, don’t push back. –Ask questions instead of making statements. –Use silence as a response to unreasonable demands. –Ask for advice and encourage others to criticize your ideas and positions. –Use Fisher and Ury’s best alternative to a negotiated agreement (BATNA) concept to work toward a win/win scenario.

28. 6/11/2016 Project Management MGT 651 Dr. Coty Keller 28 Things to Think About What sorts of structures and processes are in place in your organization to facilitate successful completion of projects? Critique them and make suggestions for improvements. Take care to use specific examples. What sorts of things does your company do to foster or discourage teamwork? Critique them, and make suggestions for improvement. Use specific examples. What polices and/or procedures does your company have that supports ethical behavior and social responsibility? Evaluate their effectiveness and develop ideas for improvement.