1. ELC 347 project management
Week 4

2. Agenda Leadership and the Project Manager Assignment 2 graded
Missing case 2.3
Assignment 3 Due
First Quiz
20 short essays from chap 1-4
Available at end of class today
48 hours to complete
Due October 5 at 3:30 pm
Capstone or Integrative Project ?
Leadership and the Project Manager

3. Leadership and the Project Manager
Chapter 4
© 2007 Pearson Education

4. 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!

5. My favorite leadership quote
“Leadership is the art of accomplishing more than the science of management says is possible.”
General Colin Powell

6. Leaders Vs. Managers Creation of purpose Outcomes Network development
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
Focus
Execution
Time-frame

8. 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

9. Acquiring Resources Project are under funded for a variety of reasons:
vague goals
no sponsor
requirements understated
insufficient funds
distrust between managers

10. 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:
update all participants
increase understanding & commitment
make decisions
provide visibility

11. 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

12. 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

13. What are Project Champions?
Champions are fanatics in the single-minded pursuit of their pet ideas.
Champions can be:
creative originators (owns the idea)
Entrepreneurs (matches idea <> opportunity)
godfathers or sponsors (makes a “pet” from an idea)
project managers (not always the best choice)

14. Nontraditional Duties
Champion Roles
Traditional Duties
technical understanding
leadership
coordination & control
obtaining resources
administrative
Nontraditional Duties
cheerleader
visionary
politician
risk taker
ambassador

15. Creating Project Champions
Identify and encourage their emergence
Encourage and reward risk takers
Remember the emotional connection
Free champions from traditional management

16. The New Project Leadership
Four competencies determine a project leader’s success:
Understanding and practicing the power of appreciation
It all about talent
Reminding people what’s important
Generating and sustaining trust
Honesty
Aligning with the led
One of you not one of them

17. 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

18. 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

19. Objectives Project Managers as Leaders Motivation methods
For self
For others
Artful Influence
Effective Delegations
The 3 A’s
Accountability
Authority
Autonomy

20. Tony’s rules for managers
Criticize privately.
Praise publicly

21. Leadership and Motivation
"When one treats people with benevolence, justice and righteousness, and reposes confidence in them, the army will be united in mind and all will be happy to serve their leaders."      
Sun Tzu “The Art of War”

22. Becoming a manager
If you work at a place long enough you become manager
50% fail
Being a good employee does not make you a good manager
Being a “doer” doesn’t make a manager

23. A project managers leadership
Coordinate different functional groups and diverse personalities
Evoke commitment from people who don’t report to the manager
Gain a sense of accomplishment from other’s achievement other than own
Take initiative in looking ahead of deadlines toward larger company goals
Become accountable for other’s performance or lack of performance
Develop the skills of employees

24. Project managers Lead when necessary Follow when someone knows better
Get of the way of good people who know how to do there jobs
The goal is successful completion of the project…not the personal edification of the project manager

25. Motivation Methods for Self
A leader has intensity of vision and a high expectation of success
When your own motivations wanes, you can borrow from someone else.
Tom Peters
Peter Drucker
Warren Bennis

26. Quotes “The manager asks how and when; the leader asks what and why.”
Warren Bennis
“Leaders shouldn't attach moral significance to their ideas: Do that, and you can't compromise.”
Peter Drucker
“An ability to embrace new ideas, routinely challenge old ones, and live with paradox will be the effective leaders premier trait."
Tom Peters

27. Motivation Methods for others
People can only be productive if they work in an environment that fosters productivity
5 steps
Determine task preferences
Communicate Goals
Define role in success
Recognize contributions
Invite solutions

28. Artful Influence Use influence and not power Influence Power
To have an effect on the condition or development of a project
Power
Possession of control, authority
A leader has only the power that others are willing to defer to him/her.

29. Techniques of Artful Influence
Deferring Power
Power you allow others to have from you or which you grant to others
Employees do not respond to strong arm tactics

30. Tony’s rules for managers
Having to fire an employee is a failure of management…not a failure of the employee
Every time you have to fire someone, you are admitting that you cannot manage the situation

31. Techniques of Artful Influence
Meeting employees needs
Co-opt
Empowerment
Clear definitions of successes for both the manager and the employee
A working relationship built on mutual respect
Willingness to accept an employee's input into decisions that affect the employee

32. Techniques of Artful Influence
Internal motivation
Employees are intrinsically motivated
The is a basic human motivation to do good things and to want to be recognized for doing good things
The goal of the managers is to help to employee self-define what is a “good thing”
Banditos MC motto
“If you can’t be well loved be well hated.”
People desire attentions of one form or another.

33. Effective delegation Delegation Don’t micro manage!
Handing parts of a project off to a competent team member
Don’t micro manage!
It show disrespect to the people ability
People will back away from their responsibility and let you take it

34. Effective delegation rules
Don’t overload the best employees
Prepare people for the tasks you are about to give them
Be sure the employee has the competence, skill and ability to complete the task
Remind yourself that having too much to do means,,,, you will do everything badly
Check that the delegation is working
If necessary shift to someone else
Remember that employees work hard.. Show Respect and gratitude for the work that you have delegate to them

35. The three A’s of leadership
Accountability
Authority
Autonomy

36. Accountability
Accountability is a responsibility to account for and/or explain actions undertaken
Never make someone accountable for something that they cannot control.
Accountability without Authority!
The big question is how the get someone to be accountable for something that an a inherent risk?
Remove blame and reward the attempt

37. Authority
Authority is the power or right to give orders or make decisions
Self-Authority is taking the lead and moving ahead with projects
Authority must be bounded and defined to be effective
At times you must “grow” employees to get ready to accept authority

38. Autonomy
Autonomy is the desire, ability and authority to make decisions and act in the interest of the project without direct supervision.
The more autonomy someone has the easier he/she is to manage

39. A project manager
Directs
Guides
Supports
Encourages

40. Assignment #2
Complete Project Challenge Part A on page 41 and Project Challenge Part A on Page 63. Upload a well formtted Word document
Due September 22

41. Chairman (Ret), Joint Chiefs of Staff
General Colin Powell
Chairman (Ret), Joint Chiefs of Staff
A Leadership Primer

42. LESSON 1 "Being responsible sometimes means pissing people off."
Good leadership involves responsibility to the welfare of the group, which
means that some people will get angry at your actions and decisions. It's
inevitable, if you're honorable. Trying to get everyone to like you is a sign
of mediocrity: you'll avoid the tough decisions, you'll avoid confronting the
people who need to be confronted, and you'll avoid offering differential
rewards based on differential performance because some people might
get upset. Ironically, by procrastinating on the difficult choices, by trying
not to get anyone mad, and by treating everyone equally "nicely" regardless
of their contributions, you'll simply ensure that the only people you'll wind
up angering are the most creative and productive people in the organization.

43. LESSON 2 "The day soldiers stop bringing you their problems is the
day you have stopped leading them. They have either lost
confidence that you can help them or concluded that you
do not care. Either case is a failure of leadership."
If this were a litmus test, the majority of CEOs would fail. One, they build so
many barriers to upward communication that the very idea of someone lower
in the hierarchy looking up to the leader for help is ludicrous. Two, the
corporate culture they foster often defines asking for help as weakness or
failure, so people cover up their gaps, and the organization suffers accordingly.
Real leaders make themselves accessible and available. They show concern
for the efforts and challenges faced by underlings, even as they demand high
standards. Accordingly, they are more likely to create an environment where
problem analysis replaces blame.

44. LESSON 3 "Don't be buffaloed by experts and elites. Experts often
possess more data than judgment. Elites can become so
inbred that they produce hemophiliacs who bleed to death
as soon as they are nicked by the real world."
Small companies and start-ups don't have the time for analytically detached
experts. They don't have the money to subsidize lofty elites, either. The
president answers the phone and drives the truck when necessary; everyone
on the payroll visibly produces and contributes to bottom-line results or they're
history. But as companies get bigger, they often forget who "brought them to
the dance": things like all-hands involvement, egalitarianism, informality,
market intimacy, daring, risk, speed, agility. Policies that emanate from
ivory towers often have an adverse impact on the people out in the field
who are fighting the wars or bringing in the revenues. Real leaders are
vigilant, and combative, in the face of these trends.

45. LESSON 4 "Don't be afraid to challenge the pros,
even in their own backyard."
Learn from the pros, observe them, seek them out as mentors and partners.
But remember that even the pros may have leveled out in terms of their
learning and skills. Sometimes even the pros can become complacent and
lazy. Leadership does not emerge from blind obedience to anyone. Xerox's
Barry Rand was right on target when he warned his people that if you have
a yes-man working for you, one of you is redundant. Good leadership
encourages everyone's evolution.

46. LESSON 5 "Never neglect details. When everyone's mind is dulled
or distracted the leader must be doubly vigilant."
Strategy equals execution. All the great ideas and visions in the world are
worthless if they can't be implemented rapidly and efficiently. Good leaders
delegate and empower others liberally, but they pay attention to details, every
day. (Think about supreme athletic coaches like Jimmy Johnson, Pat Riley
and Tony La Russa). Bad ones, even those who fancy themselves as
progressive "visionaries," think they're somehow "above" operational details.
Paradoxically, good leaders understand something else: an obsessive routine
in carrying out the details begets conformity and complacency, which in turn
dulls everyone's mind. That is why even as they pay attention to details, they
continually encourage people to challenge the process. They implicitly
understand the sentiment of CEO leaders like Quad Graphic's Harry
Quadracchi, Oticon's Lars Kolind and the late Bill McGowan of MCI, who all
independently asserted that the Job of a leader is not to be the chief organizer,
but the chief dis-organizer.

47. LESSON 6 "You don't know what you can get away with until you try."
You know the expression, "it's easier to get forgiveness than permission." Well,
it's true. Good leaders don't wait for official blessing to try things out. They're
prudent, not reckless. But they also realize a fact of life in most organizations:
if you ask enough people for permission, you'll inevitably come up against
someone who believes his job is to say "no." So the moral is, don't ask. Less
effective middle managers endorsed the sentiment, "If I haven't explicitly been
told 'yes,' I can't do it," whereas the good ones believed, "If I haven't explicitly
been told 'no,' I can." There's a world of difference between these two points
of view.

48. LESSON 7 "Keep looking below surface appearances.
Don't shrink from doing so (just) because you
might not like what you find."
"If it ain't broke, don't fix it" is the slogan of the complacent, the arrogant or the
scared. It's an excuse for inaction, a call to non-arms. It's a mind-set that
assumes (or hopes) that today's realities will continue tomorrow in a tidy, linear
and predictable fashion. Pure fantasy. In this sort of culture, you won't find
people who pro-actively take steps to solve problems as they emerge. Here's
a little tip: don't invest in these companies.

49. LESSON 8 "Organization doesn't really accomplish anything. Plans
don't accomplish anything, either. Theories of management
don't much matter. Endeavors succeed or fail because of
the people involved. Only by attracting the best people will
you accomplish great deeds."
In a brain-based economy, your best assets are people. We've heard this
expression so often that it's become trite. But how many leaders really "walk
the talk" with this stuff? Too often, people are assumed to be empty chess
pieces to be moved around by grand viziers, which may explain why so many
top managers immerse their calendar time in deal making, restructuring and
the latest management fad. How many immerse themselves in the goal of
creating an environment where the best, the brightest, the most creative are
attracted, retained and, most importantly, unleashed?

50. LESSON 9
"Organization charts and fancy titles count for next to nothing."
Organization charts are frozen, anachronistic photos in a work place that ought
to be as dynamic as the external environment around you. If people really
followed organization charts, companies would collapse. In well-run
organizations, titles are also pretty meaningless. At best, they advertise
some authority, an official status conferring the ability to give orders and
induce obedience. But titles mean little in terms of real power, which is the
capacity to influence and inspire. Have you ever noticed that people will
personally commit to certain individuals who on paper (or on the organization
chart) possess little authority, but instead possess pizzazz, drive, expertise,
and genuine caring for teammates and products? On the flip side, non-leaders
in management may be formally anointed with all the perks and frills
associated with high positions, but they have little influence on others, apart
from their ability to extract minimal compliance to minimal standards.

51. LESSON 10 "Never let your ego get so close to your position that
when your position goes, your ego goes with it."
Too often, change is stifled by people who cling to familiar turfs and job
descriptions. One reason that even large organizations wither is that
managers won't challenge old, comfortable ways of doing things. But
real leaders understand that, nowadays, every one of our jobs is becoming
obsolete. The proper response is to obsolete our activities before someone
else does. Effective leaders create a climate where people’s worth is
determined by their willingness to learn new skills and grab new
responsibilities, thus perpetually reinventing their jobs. The most
important question in performance evaluation becomes not, "How well
did you perform your job since the last time we met?" but, "How much
did you change it?"

52. LESSON 11 "Fit no stereotypes. Don't chase the latest management
fads. The situation dictates which approach best
accomplishes the team's mission."
Flitting from fad to fad creates team confusion, reduces the leader's credibility,
and drains organizational coffers. Blindly following a particular fad generates
rigidity in thought and action. Sometimes speed to market is more important
than total quality. Sometimes an unapologetic directive is more appropriate
than participatory discussion. Some situations require the leader to hover
closely; others require long, loose leashes. Leaders honor their core values,
but they are flexible in how they execute them. They understand that
management techniques are not magic mantras but simply tools to be
reached for at the right times.

53. LESSON 12 "Perpetual optimism is a force multiplier."
The ripple effect of a leader's enthusiasm and optimism is awesome. So is the
impact of cynicism and pessimism. Leaders who whine and blame engender
those same behaviors among their colleagues. I am not talking about stoically
accepting organizational stupidity and performance incompetence with a "what,
me worry?" smile. I am talking about a gung-ho attitude that says "we can
change things here, we can achieve awesome goals, we can be the best."
Spare me the grim litany of the "realist," give me the unrealistic aspirations
of the optimist any day.

54. LESSON 13 "Powell's Rules for Picking People:”
Look for intelligence and judgment, and most critically,
a capacity to anticipate, to see around corners. Also
look for loyalty, integrity, a high energy drive, a balanced
ego, and the drive to get things done.
How often do our recruitment and hiring processes tap into these attributes?
More often than not, we ignore them in favor of length of resume, degrees and
prior titles. A string of job descriptions a recruit held yesterday seem to be
more important than who one is today, what they can contribute tomorrow, or
how well their values mesh with those of the organization. You can train a
bright, willing novice in the fundamentals of your business fairly readily, but
it's a lot harder to train someone to have integrity, judgment, energy, balance,
and the drive to get things done. Good leaders stack the deck in their favor
right in the recruitment phase.

55. LESSON 14 "Great leaders are almost always great simplifiers,
who can cut through argument, debate and doubt,
to offer a solution everybody can understand."
Effective leaders understand the KISS principle, Keep It Simple, Stupid. They
articulate vivid, over-arching goals and values, which they use to drive daily
behaviors and choices among competing alternatives. Their visions and
priorities are lean and compelling, not cluttered and buzzword-laden. Their
decisions are crisp and clear, not tentative and ambiguous. They convey an
unwavering firmness and consistency in their actions, aligned with the picture
of the future they paint. The result: clarity of purpose, credibility of leadership,
and integrity in organization.

56. LESSON 15 Part I: "Use the formula P=40 to 70, in which P stands
for the probability of success and the numbers indicate
the percentage of information acquired.”
Part II: "Once the information is in the 40 to 70 range,
go with your gut."
Don't take action if you have only enough information to give you less than a
40 percent chance of being right, but don't wait until you have enough facts to
be 100 percent sure, because by then it is almost always too late. Today,
excessive delays in the name of information-gathering breeds "analysis
paralysis." Procrastination in the name of reducing risk actually increases risk.

57. LESSON 16 "The commander in the field is always right and the
rear echelon is wrong, unless proved otherwise."
Too often, the reverse defines corporate culture. This is one of the main
reasons why leaders like Ken Iverson of Nucor Steel, Percy Barnevik of Asea
Brown Boveri, and Richard Branson of Virgin have kept their corporate staffs
to a bare-bones minimum - how about fewer than 100 central corporate
staffers for global $30 billion-plus ABB? Or around 25 and 3 for multi-billion
Nucor and Virgin, respectively? Shift the power and the financial accountability
to the folks who are bringing in the beans, not the ones who are counting
or analyzing them.

58. LESSON 17 "Have fun in your command. Don't always run at
a breakneck pace. Take leave when you've earned it:
Spend time with your families.
Corollary: surround yourself with people who take their
work seriously, but not themselves, those who work
hard and play hard."
Herb Kelleher of Southwest Air and Anita Roddick of The Body Shop would
agree: seek people who have some balance in their lives, who are fun to hang
out with, who like to laugh (at themselves, too) and who have some non-job
priorities which they approach with the same passion that they do their work.
Spare me the grim workaholic or the pompous pretentious "professional;”
I'll help them find jobs with my competitor.

59. LESSON 18 "Command is lonely."
Harry Truman was right. Whether you're a CEO or the temporary head of a
project team, the buck stops here. You can encourage participative
management and bottom-up employee involvement, but ultimately the
essence of leadership is the willingness to make the tough, unambiguous
choices that will have an impact on the fate of the organization. I've seen
too many non-leaders flinch from this responsibility. Even as you create
an informal, open, collaborative corporate culture, prepare to be lonely.

60. “Leadership is the art of accomplishing
more than the science of management
says is possible.”