1. 4-1 ELC 347 project management Day 6

2. 4-2 Agenda Assignment 2 graded –5 A’s, 2 B’s and 2 no-submits Assignment 3 Posted Due September 25 @ 3:35 Quiz 1 October 2 Chapter 1-4 M/C & essay questions Integrative Project September 26 is available for group Work part 1 >> Due October 2 (one more week) Leadership and the Project Manager

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

4. 4-4 Leadership “The ability to inspire confidence and support among the people who are needed to achieve organizational goals.” Project management is leadership intensive!

5. 4-5 My favorite leadership quote “ Leadership is the art of accomplishing more than the science of management says is possible.” General Colin Powell

6. For Debate Are certain people ”naturally born leaders”? How can you tell if someone is a leader? Name a great leader. –What made them great?? 4-6

7. 4-7 Leaders Vs. Managers  Managers have official titles in an organization  Leaders focus on interpersonal relationships rather than administration http://changingminds.org/disciplines/leadership/articles/manager_leader.htm Important differences exist between the two on: Creation of purpose Outcomes Network development Focus Execution Time-frame

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9. 4-9 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

10. 4-10 Acquiring Resources Project are under funded for a variety of reasons:  vague goals  no sponsor  requirements understated  insufficient funds  distrust between managers

11. 4-11 Communication It is critical for a project manager to maintain strong contact with all stakeholders http://www.reaganfoundation.org/reagan/speeches/ Project meetings feature task oriented and group maintenance behaviors and serve to: – update all participants – increase understanding & commitment – make decisions – provide visibility

12. The project meeting Used for both tracking and control It is NOT a status review meeting The main purpose of this meeting is to solve problems

13. Project Meeting Guidelines Time Horizon –Only discuss activities that are between the last project meeting and this one Invite Only those who must contribute –This is a “working” meeting Distribute agenda in advance –Let everyone prepare and make sure everyone is prepared –Include an up-to-date time scaled network of the time horizon

14. Project Meeting Guidelines Start and finish exactly on time –30-45 min Keep Meeting focused –No tangents! –Create other meetings for non-agenda items Get Updates First –CP activities in order of due date Press for Critical Path Solutions –Hottest problems first –Get agreement on solutions and commitment from decision makers

15. Project Meeting Guidelines Assign Actions items –Action, name, due date –Everyone gets a copy at the end of the meeting Document –Assign a scribe –If it isn’t written, it hasn’t been said –Everyone gets a copy ASAP Close the meeting –Ask for recommendations, anticipated problems and/or issues –Set the date for the next meeting

16. 4-16 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

17. 4-17 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

18. 4-18 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)

19. 4-19 Champion Roles Traditional Duties technical understanding leadership coordination & control obtaining resources administrative Nontraditional Duties cheerleader visionary politician risk taker ambassador

20. 4-20 Creating Project Champions Identify and encourage their emergence Encourage and reward risk takers Remember the emotional connection Free champions from traditional management

21. 4-21 The New Project Leadership Four competencies determine a project leader’s success: 1.Understanding and practicing the power of appreciation 1.It all about talent http://www.tompeters.com/http://www.tompeters.com/ 2.Reminding people what’s important 3.Generating and sustaining trust 1.Honesty 4.Aligning with the led 1.One of you not one of them

22. 4-22 Project Management Professionalism o Project work is becoming the standard for many organizations oThere is a critical need to upgrade the skills of current project workers oProject managers and support personnel need dedicated career paths

23. 4-23 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

24. 4-24 Objectives Project Managers as Leaders Motivation methods –For self –For others Artful Influence Effective Delegations The 3 A’s –Accountability –Authority –Autonomy

25. 4-25 Tony’s rules for managers Criticize privately. Praise publicly

26. 4-26 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”

27. 4-27 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 you a manager

28. 4-28 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

29. 4-29 Project managers Lead when necessary Follow when someone knows better Get of the way of good people who know how to do their jobs The goal is successful completion of the project…not the personal edification of the project manager

30. 4-30 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 PetersTom Peters –Peter DruckerPeter Drucker –Warren BennisWarren Bennis

31. 4-31 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

32. 4-32 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

33. 4-33 Artful Influence Use influence and not power –Influence 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.

34. 4-34 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

35. 4-35 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

36. 4-36 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

37. 4-37 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 mottoBanditos MC –“If you can’t be well loved be well hated.” –People desire attentions of one form or another.

38. 4-38 Effective delegation Delegation –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

39. 4-39 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

40. 4-40 The three A’s of leadership Accountability Authority Autonomy

41. 4-41 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 to get someone to be accountable for something that is an inherent risk? –Remove blame and reward the attempt

42. 4-42 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 them ready to accept authority

43. 4-43 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

44. 4-44 A project manager Directs Guides Supports Encourages Gen. Colin Powell on leadership