3 Project Manager Role Flashcards
The message receiver restates what’s
been said to fully understand and confirm
the message and it provides an
opportunity for the sender to clarify the
message if needed.
active listening
begins with problem definition. Problem definition is the 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.
active problem solving
The project manager refuses to act, get
involved, or make decisions.
avoiding power
The leader is motivating, has high energy, and inspires the team through strong convictions about what’s possible and what the team can achieve. Positive thinking and a can-do mentality are characteristics of this leader.
charismatic leadership
The project manager has deep skills and
experience in a discipline (for example,
years of working in IT helps an IT project
manager better manage IT projects).
expert power
The project manager 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 leaders. 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 project manager can make the team
and stakeholders feel guilty to gain
compliance in the project.
guilt-based power
It´s about aligning, motivating, and inspiring the project team members to do the right thing, build trust, think creatively, and to challenge the status quo.
leadership
The leader takes a “hands-off” approach
to the project. This means the project
team makes decisions, takes initiative in
the actions, and creates goals. While this
approach can provide autonomy, it can
make the leader appear absent when it
comes to project decisions.
laissez-faire leadership
Utilizes 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 the message
being sent, the media should be in
alignment with the message.
media selection
Meetings are forms of communication. How the meeting is led, managed, and controlled all influence the message being delivered. Agendas, minutes, and order are mandatory for effective communications within a meeting.
meeting management
The project manager has a warm
personality that others like.
personal or charismatic power
The presenter’s
oral and body language, visual aids, and
handouts all influence the message being
delivered.
presentation
The project manager can restrict choices
to get the project team to perform and do
the project work.
pressure-based power
Includes technical project management,
leadership, and strategic and business
management. Defines three areas of PDUs for PMI
certified professionals to maintain their
certification.
PMI Talent Triangle
The project manager’s power is because
of the position she has as the project
manager. This is also known as formal,
authoritative, and legitimate power.
positional power
PDUs are earned after the PMP to maintain the PMP certification. PMPs are required to earn 60 PDUs per three-year certification cycle. Of the 60 PDUs, a minimum of 35 hours must come from educational opportunities
Professional Development Units (PDUs)
The role of leading the project team and
managing the project resources to
effectively achieve the objectives of the
project.
project manager
The project manager can punish the
project team.
punitive or coercive power
The project manager is respected or admired because of the team’s past experiences with the project manager. This is about the project manager’s credibility in the organization.
referent power
The project manager can reward the
project team.
reward power
Communication requires a sender and a receiver. Within this model may be multiple avenues to complete the flow of communication, but barriers to effective communication may be present as well.
sender-receiver models
The leader puts others first and focuses on the needs of the people he serves. Provide opportunity for growth, education, autonomy within the project, and the well-being of others. The primary focus of is service to others.
servant leadership
The project manager has power because
of certain situations in the organization.
situational power
The tone, structure, and formality of the
message being sent should be in
alignment with the audience and the
content of the message
style
The leader emphasizes the goals of the
project and rewards and disincentives for
the project team. This is sometimes
called management by exception as it’s
the exception that is reward or punished.
transactional leadership
The leader inspires and motivates the
project team to achieve the project goals.
Leaders aim to empower
the project team to act, be innovative in
the project work, and accomplish through
ambition.
transformational leadership
