3.0 Project Manager Role Flashcards
This 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 a charismatic leader.
Charismatic leadership
The PM 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 PM aims to gain favor with the PM 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. The interactional 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
Its 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 initaitive 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
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
Meetings are forms of communication. How the meetings 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 formal presentations, the presenter’s oral and body language, visual aids, and handouts all influence the message being delivered.
Presentation
The PM can restrict choices to get the project team to perform and do the project work.
Pressure-based power
Defines 3 areas of PDUs for PMI certified professionals to maintain their certification. The PMI Talent Triangle includes technical project management, leadership, and strategic and business management.
PMI Talent Triangle
The PM’s power is because of the position she has as the project manager. Also known as formal, authoritative, and legimitate power
positional power
These units are earned after the PMP to maintain the PMP certification. PMPs are required to earn 60 units per 3-year certification cycle.
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 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. This is about the PM’s credibility in the organization.
referent power
The project manager can revward the project team
reward power
The leaders puts others first and focuses on the needs of the people he serves. these leaders provide opportunity for growth, education, autonomy within the project, and the well-being of others. The primary focus is service to others.
servant leadership
