3 - PM Role Flashcards
Active listening
The message receiver restates what’s been said to full understand and confirm the message.
Gives sender opportunity to clarify the message.
Active problem solving
Active problem solving begins with problem definition.
Problem definition is ability to discern between the cause and effect of the problem.
Root cause analysis looks beyond the immediate symptoms to the cause of the symptoms-which then affords opportunities for solutions.
Avoiding power
The PM refuses to act, get involved, or make decisions
Charismatic leadership
Leader is motivating, high-energy, inspires the team through strong convictions about what’s possible and what the team can achieve.
Characteristics: positive thinking, can-do attitute
Expert power
The PM has deep skills and experience in a discipline (e.g. years managing hazardous materials).
Ingratiating Power
PM aims to gain favour with the project team and stakeholders through flattery.
Ingratiating = using flattery.
Informational power
Individual has power and control of the data gathering and distribution of information.
Interactional leadership
Leader is hybrid of transactional, transformational, and charismatic leaders.
Leader wants the team to act, is excited and inspired about project work, yet still holds the team accountable for their results.
Guilt-based power
PM can make the team and stakeholders feel guilty to gain compliance in the project.
Leadership
Leadership is about aligning, motivating, and inspiring the project team members to do the right thing, build trust, think creatively, and to challenge the status quo.
Laissez-faire leadership
Hands-off approach.
Project team makes decisions, takes initiative in actions, creates goals.
Can provide autonomy but also makes leader appear absent.
Management
Management utilizes positional power to maintain, administrate, control, and focus on getting things done without challenging the status quo of project and organization.
Media selection
Based on audience and message being sent. Media should be in alignment with the message.
Meeting Management
How meeting is led, managed, and controlled - influences the mesage.
Agendas, minutes, order are required.
Personal (charismatic) power
PM has warm personality that others like.
Presentation
Oral and body language, visual aids, handouts influence the message being delivered.
Pressure-based power
PM can restrict choices to get the project team to perform and do the project work.
PMI Talent Triangle
Defines three areas of PDUs for PMI certified professionals to maintain their certification.
Technical project management - leadership - strategic/business management.
Positional power
PMs power is due to position as PM.
AKA formal, authoritative, and legitimate power
Professional development units (PDUs)
PMPs required to earn 60/3year cycle.
Project manager
Role of leading project team, managing project resources to complete objectives of project
Punitive or coercive power
PM can punish project team
Referent power
PM respected/admired because of teams past experiences with PM.
PM has credibility.
Refer to old projects.
Reward power
PM can reward project team
Sender-receiver models
Model of communication. Multiple avenues to complete the flow. Barriers may be present.
Servant leadership
PM puts others first and focuses on the needs of the people he serves.
Provides opportunity for growth, education, autonomy.
David Nadler - focus is service to others.
Situational power
PM has power because of certain situations.
Style
Tone, structure, formality of message being sent should be in alignment with the content.
Transactional leadership
Leader emphasizes goals of project and rewards and disincentives for the project team.
AKA management by exception (it is the exception that is reward or punished)
Transformational leadership
Leader inspires and motivates project team to achieve the project goals.
Aim to empower the project team to act, be innovative in the project work, accomplish through ambition.
