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
This begins with the 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-engery, and inspires the team through strong convictions about what’s possible and what the team can achieve. Postive thinking and a can-do mentally are characteristics of this.
Charismatic Leadership
The project manager has deep skills and experience in a discipline (for example, years of working it IT helps an IT project manager better manage IT projects).
Expert power
The project mangaer 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, These leaders wants the team to act, is excited and inspired about the project work, yet still holds the team accountable for their results.
Interactional power
The project manager can make the team and stakeholders feel guilty to gain compliance in the project.
Guilt-based power
This is about aligning, motivating, and inspiring the project team members to do the right thing, build trust, and think creatively, and to challenge the status quo.
Leadership
This leader takes a “hands-off” approach to the project. This means the project team makes decisions, takes initiative in the actions, and created goals. While this approach can provide autonomy, it can make the leader appear absent when it comes to project decisions.
Laissez-faire leadership
This 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
These are forms of communication. How this 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
In these, 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
Defines three areas of PDUs for PMI
certified professionals to maintain their
certification. This includes technical project management, leadership, and strategic and business management.
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
