3 - PM Role Flashcards
The message receiver restates what’s been said to fully understand and confirm the message. Provides the opportunity for the sender to clarify if needed.
Active listening
Starts with problem definition (the ability to discern between the cause and effect of the problem). Uses root-cause analysis to look beyond the symptoms to the cause of the problem, which affords opportunity for solutions.
Active problem solving
The PM refuses to act, get involved, or make decisions
Avoiding power
The leader is motivating, has high energy, and inspires through strong conviction about what’s possible. Positive thinking and co-do mentality.
Charismatic leadership
The PM has deep skills and experience in a discipline (ex. years of experience in IT helps that PM manage IT projects)
Expert power
The PM aims to gain favor with the project team and stakeholders through flattery.
Ingratiating power
The individual has power and control of the data gathering and distribution of information.
Informational power
The leader is a hybrid of transactional, transformational, and charismatic. Wants the team to act, is excited and inspired about the project work, yet still holds the team accountable for their results.
Interactional leadership
The PM can make the team and stakeholders feel guilty to gain compliance in the project.
Guilt-based power
Aligning, motivating, and inspiring the project team members to do the right thing, build trust, think creatively, and to challenge the status quo.
Leadership
A hands-off approach to the project. The project team makes decisions, takes initiative, and creates goals. While this approach can provide autonomy, it can make the leader appear absent.
Laissez-faire leadership
Utilizing positional power to maintain, administrate, control, and focus on getting things done without challenging the status quo of the project and organization.
Management
Based on the audience and message, the media should be aligned with the message.
Media selection
How a meeting is led, manager, and controlled, including minutes, order, and effective communication.
Meeting management
The PM has a warm personality that others like.
Personal or charismatic power
Using oral and body language, visual aids, and handouts to communicate and influence the message being delivered.
Presentation
The PM chooses to restrict choices to get the team to perform and do project work.
Pressure-based power
3 Areas of PDUs - technical project management, leadership, and strategic business management.
PMI talent triangle
The PM’s power comes from the position they hold as the PM. Aka formal, authoritative, or legitimate power.
Positional power
Earned after the PMP certification, 60 required for every 3 year cycle.
PDUs (Professional Development Units)
The role of leading the project team and managing the project resources to effectively achieve the objectives of the project.
Project Manager
The PM can punish the project team.
Punitive or coercive power
The PM is respected or admired because of the team’s past experiences with the PM. Tied to credibility.
referent power
The PM can reward the project team.
Reward power
The leader puts others first and focuses on the needs of the people they serve. Provide opportunity for growth, education, and autonomy.
Servant leadership
The PM has power because of certain situations within the organization
Situational power
The tone, structure, and formality of the message being sent and it’s alignment with the audience and context of the message.
Style
The leader emphasizes the goals and rewards or disincentivizes the project team. Aka management by exception.
Transactional leadership
The leader inspired and motivates the project team to achieve the project goals. These leaders aim to empower the team to act, be innovative in the work, and accomplish through ambition.
Transformational leadership
