Do an Internet search for the Keirsey Temperament Sorter Questionnaire and find a site that appears to have a reputable self-
Activity 10
Do an Internet search for the Keirsey Temperament Sorter Questionnaire and find a site that appears to have a reputable self-assessment questionnaire. Respond to the questionnaire to identify your temperament type. Read supportive documents associated with your type. What does this material suggest are the kinds of projects that would best suit you? What does it suggest your strengths and weaknesses are as a project manager? How can you compensate for your weaknesses?
Chapter Ten
Being an Effective Project Manager
10-1
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
10–2
Where We Are Now
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Project Management 6e.
10–2
Learning Objectives
Understand the difference between leading and managing a project
Understand the need to manage project stakeholders
Identify and apply different “influence currencies” to build positive relations with others
Create a stakeholder map and develop strategies for managing project dependencies
Understand the need for a highly interactive management style on projects
More effectively manage project expectations
Develop strategies for managing upward relations
Understand the importance of building trust and acting in an ethical manner while working on a project
Identify the qualities of an effective project manager
10–3
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Chapter Outline
10.1 Managing versus Leading a Project
10.2 Managing Project Stakeholders
10.3 Influence as Exchange
10.4 Social Network Building
10.5 Ethics and Project Management
10.6 Building Trust: The Key to Exercising
Influence
10.7 Qualities of an Effective Project Manager
10–4
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
10–5
Managing versus Leading a Project
Managing—coping with complexity
Formulate plans and objectives
Monitor results
Take corrective action
Expedite activities
Solve technical problems
Serve as peacemaker
Make tradeoffs among time, costs, and project scope
Leading—coping with change
Recognize the need to change to keep the project on track
Initiate change
Provide direction and motivation
Innovate and adapt as necessary
Integrate assigned resources
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Project Management 6e.
10–5
10–6
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.
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Project Management 6e.
10–6
10–7
Network of Stakeholders
FIGURE 10.1
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Project Management 6e.
10–7
10–8
Influence as Exchange
The Law of Reciprocity
One good deed deserves another, and likewise, one bad deed deserves another.
Quid pro Quo
Mutual exchanges of resources and services (“back-scratching”) build relationships.
Influence “Currencies” (Cohen and Bradford)
Cooperative relationships are built on the exchange of organizational “currencies” (favors).
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Project Management 6e.
10–8
10–9
Commonly Traded Organizational Currencies
TABLE 10.1
Task-related currencies
Resources Lending or giving money, budget increases, personnel, etc.
Assistance Helping with existing projects or undertaking unwanted tasks.
Cooperation Giving task support, providing quicker response time, or aiding implementation.
Information Providing organizational as well as technical knowledge.
Position-related currencies
Advancement Giving a task or assignment that can result in promotion.
Recognition Acknowledging effort, accomplishments, or abilities.
Visibility Providing a chance to be known by higher-ups or significant others in the organization.
Network/ Providing opportunities for linking with others. contacts
Source: Adapted from A. R. Cohen and David L. Bradford, Influence without Authority (New York: John Wiley & Sons, 1990). Reprinted by permission of John Wiley & Sons, Inc.
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Project Management 6e.
10–9
10–10
Organizational Currencies (cont’d)
TABLE 10.1 (cont’d)
Inspiration-related currencies
Vision Being involved in a task that has larger significance for the unit, organization, customer, or society.
Excellence Having a chance to do important things really well.
Ethical correctness Doing what is “right” by a higher standard than efficiency.
Relationship-related currencies
Acceptance Providing closeness and friendship.
Personal support Giving personal and emotional backing.
Understanding Listening to others’ concerns and issues.
Personal-related currencies
Challenge/learning Sharing tasks that increase skills and abilities.
Ownership/involvement Letting others have ownership and influence.
Gratitude Expressing appreciation.
Source: Adapted from A. R. Cohen and David L. Bradford, Influence without Authority (New York: John Wiley & Sons, 1990). Reprinted by permission of John Wiley & Sons, Inc.
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Project Management 6e.
10–10
10–11
Social Network Building
Mapping Stakeholder Dependencies
Project team perspective:
Whose cooperation will we need?
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?
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Project Management 6e.
10–11
10–12
Stakeholder Map for Financial Software Installation Project
FIGURE 10.2
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Project Management 6e.
10–12
10–13
Management by Wandering Around
Management by Wandering Around (MBWA)
Involves managers spending the majority of their time in face-to-face interactions with employees building cooperative relationships.
Characteristics of Effective Project Managers
Initiate contact with key stakeholders
Anticipate potential problems
Provide encouragement
Reinforce the objectives and vision of the project
Intervene to resolve conflicts and prevent stalemates
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Project Management 6e.
10–13
10–14
Managing Upward Relations
Project Success = Top Management Support
Appropriate budget
Responsiveness to unexpected needs
A clear signal to the organization of the importance of cooperation
Motivating the Project Team
Influence top management in favor of the team:
Rescind unreasonable demands
Provide additional resources
Recognize the accomplishments of team members
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Project Management 6e.
10–14
10–15
The Significance of a Project Sponsor
FIGURE 10.3
Upper management
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Project Management 6e.
10–15
10–16
Leading by Example
FIGURE 10.4
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Project Management 6e.
10–16
10–17
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
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Project Management 6e.
10–17
Building Trust: The Key to Exercising Influence
Trust
An elusive concept
See it as a function of character and competence
Character focuses on personal motives.
Competence focuses on skills necessary to realize motives.
The core of highly effective people is a character ethic (Stephen Covey in Seven Habits of Highly Effective People).
Consistency—more predictable
Openness—more receptive to others
A sense of purpose—what is best for the organization and the project
10–18
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
10–19
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
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Project Management 6e.
10–19
10–20
Traits of an Effective Project Manager
Systems thinker
Personal integrity
Proactive
High emotional intelligence (EQ)
General business perspective
Effective time management
Skillful politician
Optimist
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Project Management 6e.
10–20
10–21
Suggestions for Project Managers
Build relationships before you need them.
Trust is sustained through frequent face-to-face contact.
Realize that “what goes around comes around.”
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Project Management 6e.
10–21
10–22
Key Terms
Emotional intelligence (EQ)
Inspiration-related currencies
Law of reciprocity
Leading by example
Management by wandering around (MBWA)
Personal-related currencies
Position-related currencies
Proactive
Relationship-related currencies
Social network building
Stakeholder
Systems thinking
Task-related currencies
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Project Management 6e.
10–22
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