15 - Leading Projects, People And Teams Flashcards
578 - What is the difference between hard skills and soft skills? (2)
1) Soft skills are known as PEOPLE SKILLS or INTERPERSONAL SKILLS;
- Communication
- Motivation
- Decision making
- Leadership
2) Hard skills are known as TEACHABLE ABILITIES or skill sets that are easy to quantify;
- Technical skills
- Qualifications
- Foreign languages
579 - What is the difference between coordination and managing? (2)
1) Coordination is to ARRANGE in a PROPER ORDER.
2) Management is to EXORCISE CONTROL
580 - What is the difference between leadership and management? (3)
1) The main difference between leaders and managers is that LEADERS have PEOPLE FOLLOW them while MANAGERS have PEOPLE who WORK FROM THEM.
2) Management - CONTROLS or DIRECTS people / resources in a group according to principles or values that have already been established.
3) Leadership - SETTING a new DIRECTION or VISION for a group that they FOLLOW. A leader is the spearhead for the new direction.
581 - What management styles are you aware of? (3)
There are three broad categories of management style;
1) AUTOCRATIC
- The ‘firm but fair’ manager.
- Gives employees clear direction.
- Motivates by persuasion and feedback on the task performance.
- Generally, superiors do not take into consideration the ideas and suggestions of the subordinates.
2) DEMOCRATIC
- Superiors welcome the feedback of the subordinates.
- Employees are invited to discuss the pros and cons of plans and ideas.
- Democratic style of working ensures effective and healthy communication between the management and the employees.
- Superiors listen to what the employees have to say before finalising a decision or plan.
3) LAISSEZ-FAIR
- Superiors are hands-off and allow group members to make the decisions.
- Superiors have an attitude or trust and reliance on their employees.
- The employees generally take decisions and manage work on their own (with oversight of their superiors).
582 - What are some of the key characteristics of a successful leader? (8)
1) Team building and promoting teamwork.
2) Decisive decision maker.
3) Strong negotiator and communicator.
4) A good listener.
5) Ability to empathise.
6) Sets a positive example.
7) Integrity and trustworthy.
8) Fostering creativity and innovation.
583 - What attributes does a successful project manager need? (6)
1) Strong balance leadership.
2) Broad construction knowledge through experience and training.
3) Able to create strong team relationships.
4) Able to motivate and inspire.
5) Open, truthful and transparent lines of communication.
6) Client facing.
584 - Can you explain the steps you would take to solve a key problem on a project? (7)
1) Identify the problem.
2) Analyse the problem.
3) Describe the problem.
4) Look for root causes.
5) Develop alternate solutions.
6) Implement the solution.
7) Measure the results.
585 - What is a RACI matrix?
The RACI model brings structure and clarity to DESCRIBING THE ROLES THAT STAKEHOLDERS PLAY within a project. The RACI matrix clarifies responsibilities and ensures that everything the project needs done is assigned someone to do it.
Each letter in the acronym represents a level of task responsibility;
- Responsible
- Accountable
- Consulted
- Informed
(See book for copy of RACI Matrix example)
586 - Please define the key categories used in a RACI matrix? (4)
1) RESPONSIBLE - People or stakeholders who do the work. They must complete the task or objective or make the decision. Several people can be jointly responsible.
2) ACCOUNTABLE - Person or stakeholder who is the owner of the work. He or she must sign off or approve when the task, objective or decision is complete. This person must make sure the responsibilities are assigned in the matrix for all related activities.
3) CONSULTED - People or stakeholders who need to give input before the work can be done and signed off on. These people are ‘in the loop’ and active participants.
4) INFORMED - People or stakeholders who need to be kept in the picture. They need updates on progress or decisions, but they do not need to be formally consulted, nor do they contribute directly to the task or decision.
587 - How would you deal with an underperforming team member? (7)
1) Address the matter with the individual in a private setting.
2) Discuss any underlying issues and unblock obstacles.
3) Ask the individual to improve their outlook and make it clear what is expected.
4) Set clear and measurable targets for improvement.
5) Review improvements / progress made after a suitable period.
6) If the issue is not resolved, I would consider escalation with their manager and repeat the above steps.
7) If the issue persists, I would then consider replacing the individual.
588 - What is Hertzberg’s theory in terms of motivating staff or team members? (3)
1) Herzberg identified that certain characteristics of a job are consistently related to job satisfaction, while different factors are associated with job dissatisfaction.
2) Motivating factors - are used to describe things that, when present, have the ability to make individuals satisfied or even happy at work. Examples are achievement, recognition, advancement, empowerment and responsibility.
3) Hygiene factors - are used to describe things, when absent, have the ability to make individuals unsatisfied or unhappy at work. Examples are salary, safety, security, working environment and working conditions.
589 - What is McGergor’s theory in terms of motivating staff or team members? (3)
1) McGregor developed two theories of human behaviour at work; Theory X and Theory Y.
2) Theory X - if you believe that your team members dislike their work and have little motivation, then you will likely use an authoritarian style of management. This approach is very hands on and usually involves micromanaging people’s work to ensure it gets done properly.
3) Theory Y - If you believe that your people take pride in their work and see it as a challenge, then you will likely adopt a participative management style. Managers who use this approach trust their people to take ownership of their work and do it effectively by themselves.
590 - How would you manage a Theory X person?
Provide a series of structured tasks and monitor the execution.
591 - What is Maslow’s hierarchy of needs? (2 points + 5 needs)
1) Maslow’s hierarchy of needs is a motivational theory in psychology comprising a five tier model of human needs, often depicted as hierarchical levels within a pyramid.
2) As each level of needs is satisfied, the desire to fulfil the next sets kicks in.
The 5 Tiers (top to bottom);
1) SELF-ACTUALIZATION - achieving ones full potential, including creative activities.
2) ESTEEM NEEDS - prestige and feeling of accomplishment.
3) BELONGINGNESS AND LOVE NEEDS - intimate relationships, friends.
4) SAFETY NEEDS - security, safety.
5) PHYSIOLOGICAL NEEDS - food, water, warmth, rest
(see book for diagram)
592 - What motivates you as a project manager? (3)
Example response;
1) I enjoy seeing a project move from inception to completion and being part of something tangible.
2) Solving problems and receiving recognition as a result.
3) I am motivated by shaping the project to ensure the client’s objectives are met or exceeded.
